Consider the types public division labor:
General division of labor involves the process of separating different types labor activity within the whole society.
Private division of labor - this is the process of separating various types of activities into industries and sub-sectors.
Single division of labor means the separation of various types of work within the organization, enterprise, within its structural divisions, as well as the distribution of work between individual employees. nineteen
There is a classical scheme according to which the division of labor in an organization is carried out in the following forms: technological, functional, professional, qualification.
Technological division of labor - this is the division of the production process into technically homogeneous works; division of the production process into stages, phases, operations.
Within the framework of the technological division, there are operational, subject and detailed division of labor.
Operational division of labor involves the distribution and specialization for the performance of individual operations or stages of the technological process for individual workers, the placement of workers to ensure their rational employment and optimal loading of equipment.
Substantive division of labor assigns a whole range of works to a specific contractor, allowing to fully manufacture the product.
Detailed division of labor is a specialization in the production of individual parts of the future finished product.
The technological division of labor determines the distribution of workers in accordance with the technology of production and to a large extent affects the level of content of labor. With narrow specialization, monotony appears in the work, with too broad specialization, the likelihood of poor-quality performance of work increases. The responsible task of the labor organizer is to find the optimal level of technological division of labor. 20
Functional division of labor - the separation of various types of labor activity and the performance of specific work by the relevant groups of workers specializing in the performance of production or management functions of various content and economic significance.
The functional division of labor in real conditions acts as a division of workers into separate functions.
On this basis, the staff is divided into workers and employees. Employees are divided into managers (linear and functional), specialists (employees performing certain economic, legal and other special functions) and technical performers (employees performing office functions). In turn, workers can form functional groups of the main workers, service workers and auxiliary workers.
the main ones, engaged in the direct production of products or the performance of basic work;
auxiliary, which provide their labor for the work of the main ones;
service, which are not directly involved in the technological process, but create conditions for the work of the main and auxiliary workers. 21
The classification of operations that meets the requirements of the division of labor between managers, specialists and technical performers consists of three interrelated groups of functions:
1) organizational and administrative - their content is determined by the purpose of the operation and the role in the management process. Performed mainly by managers;
2) analytical and constructive functions are predominantly creative, contain elements of novelty and are performed by specialists;
3) information technology functions are of a repetitive nature and are associated with the use of technical means. Performed by technical staff. 22
Professional division of labor consists in the fact that within each functional group there is a division between workers depending on their professions.
As a result of the professional division of labor, there is a process of separation of professions, and within them - the allocation of specialties. A profession is a kind of activity of a person who owns certain theoretical knowledge and practical skills obtained as a result of professional training. Specialty - a kind of profession, specialization of an employee within the profession. 23
Based on this form of division of labor, the required number of workers of various professions is established.
Qualification division of labor - division of labor of performers depending on the complexity, accuracy and responsibility of the work performed by them, in accordance with professional knowledge and work experience. 24
An expression of the qualification division of labor is the distribution of work and workers by category, employees - by position. The division of labor is carried out according to the level of qualification of workers, based on the required qualification of work. From this division, the qualification structure of the organization's personnel is formed.
In addition to those noted above, there is also a vertical and horizontal division of labor.
Vertical division of labor in an organization results in a hierarchy of management levels. The top-level manager manages the activities of middle and lower-level managers, i.e. formally has more power and a higher status. 25 With a vertical division of labor, each manager has a field of activity for which he is responsible (a sphere of control) or a certain number of employees who are subordinate to him. The so-called pyramid of control is formed. On fig. 1 shows four such levels of workers.
Rice. 1 Vertical division of labor
The diagram shows that there is a higher, middle and lower level. senior management (or top management) are the general directors and their deputies. The work of senior managers is large and complex. They carry out administrative management, carry out general strategic planning.
Solutions of tactical tasks prevail in the work of middle-level managers. This category of personnel includes managers who head structural divisions, departments of the organization.
Middle-level managers are the conductors of the organization's policy and at the same time provide direct control over the execution of processes and operations. Among the most important works that they perform include the following:
management and control over the progress of work;
transfer of information from top to bottom and from bottom to top;
work planning;
organization of work;
motivation of employees;
maintaining internal and external contacts;
making report. 26
In connection with the trend towards delegation of authority, middle-level managers often have to solve the problems of developing a policy for the development of departments; in addition, they bear a great responsibility for organizing the work of executors to implement plans for organizational change, descended from above. 27
Managers at the grass-roots level communicate directly with the performers (workers). Their responsibilities include solving primarily operational tasks. Most often, the work of grass-roots managers is of a routine nature: decisions related to the implementation of tasks and the optimization of the use of resources allocated for this. 28 Therefore, it is they who are directly responsible for the work of the executors. Also, the duties of lower-level managers include not only resolving the entire set of questions and tasks that arise here, but also analyzing operational situations and timely transfer of the most important information to the next, middle level for making decisions that matter to other subsystems or the organization as a whole.
In the textbook N.I. Kabushkin “Fundamentals of Management” states that in the course of the vertical division of labor: “... relations of subordination are formed - relationships between the highest and lower levels of management (that is, between those who make decisions and those who carry them out). Relations of subordination appear after the decision is made by the top manager and transferred to a lower level for execution. Someone should take over the duties of the captain in order to determine the terms of reference of subordinates, plan, organize, coordinate and control all structures and links of the organization. There are always two moments in such work: intellectual (preparation and decision-making) and volitional (implementing them). 29
Horizontal division of labor - this is a division of labor in which the entire amount of work is divided into small groups. Such a division involves the formation of functional subsystems. Figure 2 shows a classic example. These are such functional subsystems as marketing, production, finance, personnel, R&D. With a horizontal division of labor, specialists are distributed among various functional areas and they are entrusted with the performance of tasks that are important from the point of view of this functional area. thirty
Rice. 2 Subsystems of the horizontal division of labor
All organizations implement a horizontal division of labor, breaking down all work into its component tasks. Larger organizations make this division by creating departments or divisions, which are further subdivided into smaller units. Management is necessary to coordinate all the tasks of the organization. 31
N.I. Kabushkin notes that “in the process of horizontal division of labor in the labor collective, coordination relations (coordination relations) are invested. They assume the coordination of actions of employees and managers of subdivisions that are not subordinate to each other, belonging to the same level of management and carrying out joint activities to achieve a common goal. These relationships are not administrative; the common goal of the organization forces all employees to enter into such relationships. An example would be the relationship between the heads of departments of one governing body or the heads of structural divisions one department." 32
Based on the foregoing, it should be noted that the division of labor means the simultaneous coexistence of various types of labor activity and plays an important role in the organization of labor, because:
Is an necessary element production process and a condition for increasing labor productivity;
Allows you to organize sequential and simultaneous processing of the object of labor at all stages of production;
It contributes to the specialization of production processes (each production is limited to the manufacture of a certain type of homogeneous product) and the improvement of the labor skills of the workers involved. 33
Directions for improving the division and cooperation of labor.
Labor cooperation.
Division of labor, its forms and efficiency criteria.
Lecture 5. Division and cooperation of labor.
The organization of labor at the enterprise begins with its division, which, as an element of the organization of labor, is the separation of the types of activities of employees, the establishment of functions, duties, scope for the employees of each of them, as well as for their groups that form different divisions.
The division of labor according to the form of manifestation is divided into 2 types:
The first type is the division of social labor into various branches of labor;
The second type is the division of labor in the production of a commodity.
Each of the types includes types of division of labor. The first type includes 2 types: general and particular, the second type - a single division of labor.
The general division of labor is the process of separating various types of labor activity within the framework of the whole society, i.e. division of labor between different spheres of activity and production.
Private division of labor is the process of separating various types of labor activity both by industry, agriculture, and within them - by individual enterprises.
A single division of labor means the separation of various types of work within the organization, within certain structural units, as well as the distribution of work between individual workers.
Depending on the type and variety of work, the division of labor is distinguished: functional, professional, technological and qualification. In addition, the division of labor occurs on a "territorial" basis between large and between small units, as well as within units. All of these forms of separation coexist, i.e. are present at the same time.
The functional division of labor involves the division of personnel into functionally homogeneous groups, each of which is distinguished by its role in the implementation of the production process or activity. First of all, employees, workers, MOS, students, and guards stand out. With the functional division of labor, one of the problems is to justify the expediency of combining the functions of workers from different functional groups, for example, main and auxiliary workers. It is also necessary here to address the issues of substantiating the level of centralization and specialization of work for individual functional groups.
Professional division consists in the division of workers according to professions and specialties. A profession is understood as a kind of activity (occupation) of a person who owns certain theoretical knowledge and practical skills obtained as a result of professional training. A specialty is a kind of profession, its narrower part, the specialization of an employee within the profession. In the system of higher professional education, state educational standards the following professional gradations are distinguished: qualification, specialty and specialization.
The technological division of labor involves the placement of workers in stages, phases, types of work and production operations, depending on the production technology, on the content and features of the work. Here there are four types of division of labor: substantive, detailed, operational and by type of work.
In the substantive division of labor, the performer is assigned the performance of work related to the manufacture of the finished product.
The detailed division of labor is more common. It consists in assigning to the production workers the finished part of the product - the part - to the production worker.
The most common form of technological division of labor is operational division, when an employee performs only one or several tasks. technological operations. The operational division of labor is associated with the emergence of a rather complex contradiction between labor productivity and its content. Historically, the process of development of material production proceeded from universal labor to specialized labor. These types of labor have their positive and negative sides. Universal labor requires the worker to have versatile skills, equal to skill in performing various works. This is, as a rule, a work that is meaningful, interesting, and rich in creative elements. With all these positive qualities, such work is no different high performance. As production became more complex, to ensure the growth of labor productivity, more and more specialization was required, an ever narrower division of labor.
Advantages of specialized labor over universal labor:
1. You can more successfully select a performer to perform work that requires certain individual qualities from him.
2. The term for preparing an employee to perform a limited range of duties is reduced.
3. the worker achieves the skill, the necessary speed and accuracy of work faster.
4. prerequisites are being created for a more complete mechanization and automation of labor.
5. better opportunities are created to improve the organization of the workplace, equipping it with specialized equipment and tools.
All this contributes to the growth of labor productivity, but at the same time the content of labor decreases, the worker becomes, as it were, an appendage of the machine, one of its parts. The transition of the rational border of specialization leads to the fact that the growth of labor productivity stops due to the accumulation of negative aspects of highly specialized labor: interest in work disappears, staff turnover increases, etc.
Technological division of labor by type of work - when none of the listed types of technological division is suitable, for example, welding, painting.
The qualification division of labor is the distribution of work depending on their complexity among workers of different qualification groups. The level of qualification of workers is established on the basis of the assignment of qualification categories to them. The first category corresponds to the lowest level of qualification.
To address issues of division of labor, the concepts of "division boundaries" and "division level" are used.
The separation boundaries are the lower and upper limits, below and above which, respectively, the division of labor is unacceptable.
The level of division is an accepted calculated or actually achieved value characterizing the state of the division of labor.
There are the following boundaries of the division of labor: technical, economic, psycho-physiological and social.
The lower technical boundary of the division of labor will be a production operation consisting of one labor reception, the upper technical boundary of the division of labor is the manufacture of the entire product at one workplace.
The lower economic boundary of the division of labor will be such a division of the labor process, when the reduction in the cost of working time to perform an operation due to the deepening of specialization will equalize, and then begin to overlap with the increase in the time spent on transporting the object of labor from one workplace to another. The upper economic limit is determined by the duration of the production cycle for the manufacture of the entire product at one workplace.
The psychophysiological boundaries of the division of labor are determined by the magnitude of the physical and neuropsychic stress on the worker during the working day. For physical activity, the lower limit is energy consumption in the amount of 2.5 - 3 kcal / min, the upper limit is 4.5 - 5 kcal / min.
The social boundaries of the division of labor are determined by the level of monotony of labor and staff turnover, the attitude of workers to work, and the state of interpersonal relations. The monotony of labor is regulated by the duration of repeated homogeneous operations during the working day. The boundary value is the duration of such operations at least 30 seconds, the frequency of repetition of heterogeneous elements of the operation should be at least five in 30 seconds.
If the boundaries of the division of labor indicate the limits of acceptable decisions that should guide the organizers of labor and production in this area, then for a specific production situation it is important to find the best option, that is, the optimal level of division of labor, which is calculated based on the use of economic, psychophysiological and social criteria.
The economic criteria for the division of labor are: the cost of working time and material costs for the performance of work, the degree of use of the qualifications of workers, the duration of the production cycle. The level of labor productivity, production costs, profit of the enterprise. The economic direction of improving the division of labor is to achieve savings in labor and material costs, which, in turn, leads to a reduction in production costs and an increase in the profit of the enterprise.
Psychophysiological criteria for the division of labor are: indicators of human performance, which depends on sanitary and hygienic working conditions, labor intensity, on the distribution of physical loads on different organs and systems of a person, on the magnitude of the combination of physical loads with mental ones. In the division of labor, the variant of labor is chosen which ensures the maximum performance of a person and in the best way ensures the health of the worker.
social criteria the division of labor is the stability of the team, low staff turnover, high labor discipline, satisfaction with the content and working conditions, etc.
Establishing the optimal level of division of labor with such a large number of diverse criteria is a rather difficult task. Here it is important to decide where to start, which groups of criteria to give preference to. Most noteworthy is the experience of optimizing the division of labor, when calculations begin with the use of social, then psychophysiological, and only then economic criteria.
Question number 2.
Under the cooperation of labor understand the system of production relationship of workers in the implementation of the labor process and their interaction in the unit and at the enterprise. The cooperation of labor is inextricably linked with its division. The arrangement of workers should be carried out in such a way as to achieve their expedient interaction by rationalizing the routes for moving objects of labor, saving labor costs, and reducing the duration of the production cycle.
The scale of cooperation depends on:
The depth of the division of labor - the deeper the division of labor, the wider its cooperation;
the level of technology;
existing technology;
Organizational type production;
Forms of division of labor;
Forms of organization of production.
The forms of labor cooperation are similar in name to the forms of its division. Firstly, cooperation is carried out on a territorial basis: intershop, intrashop or intersectoral, intrasectoral or interbrigade, intra-brigade cooperation, of course, if the enterprise is divided into shops, shops - into sections, sections - into brigades. If the enterprise or institution has a different structural division, then the forms of division of labor will be named in accordance with it.
Intershop cooperation establishes interaction between shops of different functional or technological profile.
In addition to the territorial feature, cooperation is established according to the specific feature. Here, the forms of cooperation are distinguished: functional, professional, technological and qualification. In turn, within the framework of technological cooperation, cooperation is distinguished by substantive, detailed, operational, and by type of work.
It is important to solve professionally, with knowledge of the matter, the issues of establishing rational forms of division and cooperation of labor. the improvement of these forms is achieved by combining professions and positions, expanding work areas, using multi-machine or multi-unit service. The development of collective forms of organization and stimulation of labor. great potential has the use of methods based on the use of psychophysiological features of people's perception of a particular production environment, taking into account the socio-psychological factors of the production environment, such as the age and sex composition of the team, value orientations of workers, the totality of their needs, interests, preferences, behavioral motives.
Question number 3.
The main directions for improving the division and cooperation of labor:
1. Combination of professions is such a form of organization of the work of an employee when, during regular working hours, he performs, along with work in the main profession, also work in one or more professions or specialties.
The possibility and economic feasibility of combining professions is determined by the following prerequisites and conditions:
The presence of unused working time for employees;
Mismatch of combined works in time;
Technological and functional commonality of the combined works, their close interconnection with each other, territorial proximity;
The absence of a negative impact of the combined work on the accuracy and quality of their performance;
Theoretical and practical readiness of the employee to combine work.
2. The combination of functions is the performance, along with the duties of the main profession, of certain functions that were previously performed by employees of other professions. Keeping the profile of his work, the employee partially performs the work of another employee.
The combination of professions and functions should not be confused with part-time work. Part-time work is work outside of school hours, i.e. after the end of the main work.
The combination of professions and functions is developing in the following areas:
A) the combination of heterogeneous professions, predetermined by the use of multidisciplinary technological equipment;
B) combining the main work with the maintenance of their equipment;
C) combining the main work with the economic maintenance of the workplace;
D) the combination of heterogeneous, but interrelated works of an auxiliary nature;
E) consolidation of excessively fragmented operations, increasing the diversity and content of labor.
The volume of work in a combined profession should, as a rule, be less than in the main job;
The combination should ensure normal (no more than the length of the working day in one shift) employment of the employee;
The expansion of the combination of professions should be limited by the level of fatigue of the employee, not exceeding physiological norms;
Between the volume and the number of combined works, the requirement should be observed: the greater the volume of combined works, the less the number of combinations should be;
The sum of the volumes of combined work, taking into account the time to move from one workplace to another and breaks for rest and personal needs, should be equal to or less than the duration work shift, i.e.
Where R i - the amount of work;
n is the number of combined jobs;
T lane - the time of breaks for rest, personal needs and for transitions from one place of work to another when combining professions, min .;
T cm - shift duration, min.
The possibility of involving an employee in combining professions can be characterized by the coefficient K joint:
, where T sv - time free from work in the main profession, min.
3. Expansion of service areas - here there is a combination of work within the same profession. By this measure, it is possible to achieve an improvement in the use of working time, the release of workers whose working day is not fully loaded, and an increase in the content of labor. often a multi-machine service system is used here, the essence of which is that one or a group of workers simultaneously service several machines.
4. Collective forms of labor organization, in particular, the brigade form of organization and stimulation of labor. In specially organized brigades, conditions are created for changing labor by expanding the production profile of workers and moving them within the brigade from one workplace to another. Such a movement allows you to overcome the monotony of work, increases its diversity and content, has a beneficial effect on such psychophysiological characteristics of personnel as working capacity, fatigue, health, improves economic results labor and its productivity increases.
The content of each worker's work depends on the specific workplace or position that he occupies, and on their economic role in the overall production process and organizational structure. The more fully the functions of each employee in the enterprise are defined, the more accurately it is possible to establish the scope of duties and the content of the work of each category of employees.
There are several forms of division of labor in enterprises and organizations:
- - functional;
- - professional;
- - technological;
- - qualification and others.
The functional division of labor means the differentiation of the activities of groups of workers according to management functions as relatively independent areas of activity.
The most numerous functional group of personnel is represented by workers, who are divided into main and auxiliary. The former are directly involved in the implementation of the main functions of production, the latter ensure the performance of these functions (adjustment, repair of equipment, control of materials, etc.). According to the functions performed, other well-known categories of personnel are also distinguished: managers, specialists, employees, technical performers, etc. At the enterprise of the Siberian Agrarian Group, the functional division of labor serves as the basis for the effective use of all categories of personnel. Increasing the efficiency of the functional division of labor involves the specialization of workers, engineering and technical workers and employees on the basis of a clear separation of the functions of marketing, management, production of products, personnel management, etc.
Forms of division of labor
The division of labor in an enterprise is a division between individual structural units. The purpose of the division of labor is to produce products with least cost and within a certain period. At the enterprise, according to the technological process, sections are divided, where each section is responsible for the work performed, consider a chain of sections divided by functional value and interconnected technological process. In these areas, the main employees who are involved in the production and release of products work:
deboning section - the section receives raw materials in the form of half carcasses, the task of the main workers is to cut the half carcasses into cuts, roll the meat (cut all the bones according to the technology). This operation is performed very carefully, i.e. so that no pulp remains on the bones and pieces of meat (muscle) do not have excessive deep cuts.
The trimming of meat consists in the removal of coarse tendons and films from the meat. In addition, when trimming, excess fat is cut off, and large pieces of meat are cut off from the edges to give them a more regular shape. They also clean small pieces of meat (trimmings) obtained by deboning parts of the carcass.
Raw material preparation area - at this stage, the raw material is twisted into minced meat and is in the process of maturation.
Molding section - in this section, highly skilled workers perform the task of molding sausages, sausages;
Delicatessen area - raw materials are supplied to this area from the deboning section on the instructions of certain cut muscles from which high-quality products are produced balyki, meat nuts, rolls, etc.
Plot heat treatment- in this area, the product is cooked, smoked and boiled.
The product packaging area in this area, the products pass through packaging machines and in this form arrive on the counter to the consumer. Having described all the sections, we understand that highly qualified specialists work at each of these sections, who are responsible for the quality of products.
Features of the division of labor in the organization of the SAG
The strategic goal of the Agrarian Group Group of Companies is to achieve unconditional leadership among the leading Russian agro-industrial associations. The management of the enterprise has chosen the right strategy to achieve its goal: every year the Siberian Agrarian Group implements large investment projects - builds new livestock complexes and meat processing enterprises, reconstructs existing production facilities, acquires new assets and increases market shares across all areas of the company.
A comprehensive strategy for achieving the “No. 1” status by Siberian Agrarian Group in the eyes of consumers in the Russian market includes permanent job in the following areas:
- complete industrial safety food products produced and sold by the company;
- continuous improvement of the quality and taste of products;
- Satisfaction of consumer demand of various groups of the population through continuous management of the range of products offered;
- · careful attention to the company's pricing policy, the main goal of which is to ensure the economic availability of food for all groups of the population.
The mission of the enterprise is to improve people's lives by producing tasty and guaranteed safe food products, saving people's energy and time for cooking.
In our enterprise based on the division of labor between its participants, an individual employee cannot be the direct producer of the product, since he performs only that part of the operation that is functionally predetermined for him. And now we are introducing, as an experiment, cooperation within the enterprise, this is a systematically built system of production relations between production sites by establishing a relationship between individual workers. The individual organization of labor is characterized by assigning to the workplace operations that are similar in complexity of execution. The combination of professions leads to an improvement in the content of labor, an increase in the qualifications of workers, an improvement in the use of working time, a fuller utilization of equipment, and an increase in labor productivity.
The combination of functions and professions occurs primarily through the combination of related professions, i.e. occupations of the main workers with occupations related to maintenance equipment, product quality control. The problem arises in the fact that with such a feature of combining functions, it is difficult to find ready-made specialists for work requiring increased complexity, and at this stage the enterprise has to create a certain school for raising personnel combining both the main profession and an adjacent one. I will give an example that has already gone through the entire cycle of tasks and is successfully operating at the enterprise. There was a problem when buying a new high-performance line of semi-finished products (dumplings), we needed employees who could not only produce the product, but also service the line. To begin with, all support services were tasked with working out the main areas:
The mechanical repair service had to prescribe a training block for the operation and initial maintenance of the line.
The technological department had to prescribe the entire technological cycle and all the main operations that future employees working on this line should have mastered.
department of labor and wages it was necessary to work out the name of the position, which will combine two professions at once - an operator for the production of test semi-finished products and a mechanic for the operation of equipment, to remove the category and determine the salary.
The personnel department will select candidates for this specialty on the labor market and begin training.
While the line was being installed and technological moments were being worked out, our candidates successfully coped with the task and now the enterprise has such a specialty as “operator for the production of test semi-finished products”. As a result of improving this method of training specialists, it is expected to increase efficiency due to:
- · minimization of financial risks and the possibility of redistribution of resources for the development of the main activity of the enterprise;
- · Optimization of the number of personnel of the enterprise;
- · Savings on the basis of reducing the cost of services.
The company also constantly monitors general level professional suitability of staff. This assessment is made on the basis of passing a theoretical exam in the form of a professional test, assessing practical skills in the workplace.
Horizontal division of labor
Does not exist general rules, which could be used to determine the appropriate "scope of governance". It depends on various circumstances - on the ability of the head to establish relations with employees subordinate to him, the nature of the functions performed, the territorial location of units, the qualifications and experience of employees. The more different areas in the organization that require specialized knowledge and skills, the more complex it is. Horizontal specialization is aimed at differentiation of functions. It covers the definition of work (the connection of various individual knowledge) and the definition of the relationship between the various types of work that can be performed by one or more workers.
- - functionalization of the organization, i.e. establishing a set of diverse tasks that must be performed to achieve the goals of the organization;
- - division of the organization into structural parts - departments, sectors, workshop, sections and other divisions
The organization of labor on a scientific basis objectively requires appropriate forms of its division, the main purpose of which is the specialization of workers in the performance of certain types works, operations and procedures. Work is distributed among the participants of the labor process on a professional basis. The efficiency of labor, the personal labor contribution of performers will depend on how fully and deeply the qualifications are taken into account.
The qualification division of labor is based on the fact that when determining the types of labor activity, they proceed from the complexity of the work and the qualifications necessary for their performance. During the qualification division, the principle should not be violated, according to which not a single highly qualified worker, for example: a deboner, a heat treatment operator for meat products, a minced meat compiler, should do work that can be performed by a worker of a lower qualification (auxiliary worker). Violation of this principle increases the cost of work and leads to waste of human resources.
Vertical division of labor
In an organization, individual managers have to coordinate the work of other managers, and if we describe the vertical division of labor, then managers can be divided into three groups:
The first group - Senior managers develop the policy of the organization and contribute to its practical implementation, they usually include the director, deputy directors, chief accountant;
The second group - middle managers ensure the implementation of the organization's functioning policy, are responsible for bringing more detailed tasks to their structural divisions. The specialists included in this group, as a rule, have a wide range of duties and have the freedom to make decisions; they include the heads of structural divisions;
The third group - lower-level managers, most often junior managers, who are responsible for bringing specific tasks to the performers (workers), they include site foremen, site foremen. Horizontal relations are conciliatory in nature and are, as a rule, single-level.
At the enterprise, I can single out several basic principles of management by the director of Siberian Agrarian Group JSC. In relation to the team, the leader is always honest, keeps his word, is loyal and shows respect. Periodically, he holds meetings with employees of the enterprise to talk about the further development of the company and upcoming changes or tasks received from CEO holding, as well as to reveal the personal qualities of people, what drives them, brings to them the main ideas regarding their work and the principles for performing the duties that are required of them.
As a rule, the manager does not contact suppliers and network sales markets. These powers are fully delegated to deputy directors. It is also extremely rare that he interferes in everyday worries if they do not attract his attention.
Management principles are based on honesty, full fulfillment of obligations under contracts with counterparties, and punctuality. The maximum priority is placed on timely, high-quality output.
Federal Agency for Education
State educational institution
higher professional education
Ural State Pedagogical University»
Faculty of Management, Advanced Training and Retraining of Personnel
Department of Theory and Practice of Organization Management
2nd year student of the Faculty of Management, advanced training and retraining of personnel
Functional division of labor in the personnel management system
Course work
Supervisor:
Yekaterinburg
1. Introduction
2. From ancient times
3. The principle of division of labor
4. Types of division of labor
5. Functional division of labor as the basis of the enterprise
6. Temporary resource.
7. Labor cooperation as an integral part of the division of labor
8. Pros and cons of the functional division of labor
9. Conclusion
Introduction
Relevance.
Nowadays it is very difficult to determine what the structure of an organization should be for a successful business, and without highly qualified specialists it is simply impossible. Depending on the scale of the organization, tangible and intangible goods or services that it produces, the definition of the structure of the organization of labor comes. Many structures can be involved at the same time, but each manager sees the only true and main one of them, in which all resources will be used to the maximum, bringing benefits and not harming the organization.
Target.
The purpose of our work is to get acquainted with the structure of the organization, to analyze the types of division of labor, of which we will focus on the functional division of labor.
Research objectives :
1. Consider a structural approach to the organization
2. Determine the features of the functional division of labor in management.
Object of study- the structure of the organization with a functional division of labor.
Subject of study- functional division of labor in the personnel management system.
Ever since humans evolved from hunting and gathering to pastoralism and growing plants, at a time when they needed interactions not only to survive and protect themselves from predators and nomads, but also to share and produce rare goods. It was then that the first hearths were lit, which, after many millennia, began to be called the division of labor. Communities, tribes and other communities have lived for many years due to the fact that everyone was assigned a role, a task whose goal was the general welfare. So in each community, what is now called specialization stood out due to their abilities. Selection from the tribe of hunters "weapons" (who hoped better than others or managed to make bows and arrows faster), turning this skill into the main occupation, exchanging others for their products for livestock or game. Another stood out for his ability to build dwellings, receiving a reward, again with cattle or game, gradually this ability to become his main occupation, so the “carpenter” stood out from the tribe. In the same way, other "specialties" appear. Consequently, the division of people into various "professions" also occurs, when natural talents are developed to perfection in some particular area. And so, the difference in abilities in all cases is "not so much a cause, but a consequence of the division of labor." The difference between the most dissimilar people is created "not so much by nature as by habit, practice and education." Likewise, if it were not for the inclination to bargain and exchange, each person would have to obtain for himself everything necessary for life, everyone would have to do the same work, and then there would not be such a difference in occupations, which gave rise to a difference in abilities and made this difference useful. Various products of the activity of people of various talents and abilities are, as it were, gathered into one total mass, thanks to bargaining and exchange, from which a person can buy for himself the works of other people's activities that he needs.
At present, the division of labor is understood as the differentiation of the production activities of people in the course of production processes. The correct division of labor allows all participants in the production process to be assigned to their jobs, taking into account their personal characteristics, professional and business qualities. The division of labor means the separation of various types of labor and their assignment to the participants in the production process.
The principle of division of labor - This is the basic principle of organization, which is based on the impossibility of equally effective performance by one person of a complex of heterogeneous activities. On the other hand, this principle is a reflection of the diversity of needs of individuals and society as a whole. In the course of social evolution, there is a grouping of types of labor, correlated with certain needs of people and groups. The same processes occur not only at the level of the entire human community, but also in smaller formations - ethnic groups, states, social groups, organizations.
At the general social level, a general and a particular division of labor are distinguished. The general division of labor leads to the emergence of industries and services (industry, Agriculture, infrastructure industries, etc.); private - to the formation of sub-sectors and areas of activity (mining and manufacturing industry, crop and livestock farming in agricultural production, etc.)
At the level of organizations, the division of labor involves the differentiation and specialization of labor activity, the isolation within the framework of complex activity of more particular types and subtypes of activity.
In the current conditions of the development of market trends in Russia, due to the qualitative new system economic relations and mechanisms of competitive relations, one of the urgent tasks of adapting economic entities to the conditions of uncertainty is to improve the strategy and structure of the organization of production management. In the new conditions, the main trends and concepts of management have emerged, presenting new requirements for the organization of enterprise management, consisting mainly in improving the management system in general and the organizational structure in particular, as one of its most important components. The need to change the organizational structure of most enterprises, the improvement and development of the management system, the transition to new management standards, the lack of qualified managers determine the importance and relevance for enterprises of the problem of choosing the organizational structure of enterprise management that contributes to the most effective achievement of goals. As a priority way to solve this problem, it is proposed to develop and implement a mechanism for the formation and development of the organizational structure of enterprise management.
An important factor in improving the effectiveness of management is the division of labor of managers, that is, the specialization of managerial workers in the performance of certain types activities (functions), delimitation of their powers, rights and responsibilities. In accordance with this, we consider three main types of division of labor for professional managers: functional, structural, role (technological).
Types of division of labor in organizations
horizontal division of labor. This is the differentiation of labor activity and tasks performed within the same functional level - by areas, units, actions or operations. In other words - by areas of application, professions, technologies or areas of performing activity.
The result of the horizontal division of labor at the corporate level is a system of units (departments) focused on the implementation of the same or similar groups of actions, which, in turn, is the basis of the organizational structure.
Since modern activity is diverse and complex, being divided into many elements, it needs a certain coordination and control. Firstly, managers and performers are distinguished in any activity, and secondly, the managers themselves are divided according to their responsibility, the scale of decision-making, the volume of functions performed, and areas of control. This process is called the vertical division of labor. As a result of this division of labor, management levels, ranks of the management hierarchy, and positions appear in the organization.
The integral result of the horizontal and vertical division of labor is a complete organizational structure that determines both the functional positions of employees and departments, and job positions (formal statuses) of employees.
The division of labor contributes to the growth of professional skills, the improvement of the quality of work, the rise in labor productivity, etc.
Otherwise, the following types are distinguished:
· - the general division of labor provides for the isolation of various types of activities throughout the country, for example, industrial production, agriculture, services, etc.;
· - private division of labor involves the separation of various activities within the industry, such as automotive, hairdressing, etc.;
· - a single division of labor provides for the separation of various activities within the enterprise or its division.
There are several forms of division of labor in enterprises and organizations:
· - functional;
- professional;
- technological;
- qualification and others.
The functional division of labor means the differentiation and isolation of the activities of groups of workers according to management functions as relatively independent areas of activity.
Functional division labor provides for the separation of certain jobs and categories of personnel at enterprises, depending on their content and functions. The most numerous functional group of personnel is represented by workers, who are divided into main and auxiliary. The former are directly involved in the implementation of the main production functions, the latter ensure the performance of these functions (adjustment, equipment repair, material control, etc.)
According to the functions performed, other well-known categories of personnel are distinguished: managers, specialists, employees, technical performers, junior service personnel, students, etc.
In modern enterprises, the functional division of labor serves as the basis for the effective use of all categories of personnel.
Improving the efficiency of the functional division of labor involves the specialization of workers, engineering and technical workers and employees on the basis of a clear separation of the functions of marketing, design, management, production of goods, personnel management, etc.
Thus, the division of labor on a functional basis can come from the work of specific employees assigned to perform a particular operation and up to senior managers leading and controlling specific processes.
Scientific and technological progress leads to the development and improvement of labor tools - machines, mechanisms, tools, to progressive changes in production technology. The more production is mechanized and automated, the farther away is the working performer from the object of labor and from its direct transformation. The functions of a worker are performed by a machine, automatic machine or appropriate equipment. At the same time, two somewhat contradictory trends appear: on the one hand, the labor process is facilitated, but at the same time, it requires a higher qualification of the worker for its implementation (knowledge of the machine, management skills, study of technology, etc.). On the other hand, the mechanization of labor processes is accompanied by their deep division into small and insignificant labor operations, which leads to the monotony of labor. As a result, the employee's fatigue increases, interest in work is lost, and there is a desire to leave this place of work and change the area of application of one's labor.
Within the framework of the functional division of labor, there is a change in the functional groups of workers: in general, the number of workers decreases with an increase in the number of employees, and among workers there is an outstripping growth in the share of auxiliary and service workers compared to the main ones.
The division of labor on a functional basis, as we found out, is divided into direct manufacturers, auxiliary workers, maintenance personnel and management personnel and specialists.
In general, the process of division of labor includes the definition in activity:
· functional areas;
· functional units;
actions (sustainable labor functions);
operations.
To determine these elements of activity, we use the so-called functional-level approach, from the position of which the activity is considered as a multi-level system, each level of which has its own elements. Each of these elements implements certain functions in relation to the "superior" level or to the entire activity.
Functional areas of activity combine those elements that are associated with the performance of any organizational function - financial management, production or personnel. Usually in the organization each of the specified functions corresponds to its own structural unit (or manager).
Functional units of activity (FED) are already components of the field of activity, “responsible” for the implementation of some tasks that are close in content and complexity. For example, in the activities of a manager who manages personnel, there are several such units: training (training and retraining of personnel, advanced training, etc.), control (monitoring compliance with discipline, labor legislation, etc.), communicative (interviewing and interviews with candidates) and others.
Each FED includes certain actions. This is smallest units activities that retain all of its characteristics. Action is sustainable labor function, that is, it is such a behavioral act in which the meaningfulness of behavior is preserved - the subject is realized (what the activity is aimed at), the goal is comprehended, the procedure is thought out, and the means of its implementation are consciously selected. Continuing the process of division of labor on the example of a personnel manager, in the training unit of his activity, the following actions can be distinguished: determining the need for training, developing learning objectives, drawing up a training plan, etc.
Actions consist of operations - most often of unconscious, automated particles of action. That is, when performing a certain operation, a person practically does not think about its subject and purpose.
For example, creating a new file while working on a computer is an action. You are aware, aware of why (the goal) to open it - to write a letter or term paper (subject of activity). But pressing the corresponding keys or corresponding mouse movements are operations. And (of course, provided that you have a good command of the computer) this happens automatically, since it has been done more than once. A person does not think why and why at the moment it is necessary to press this key.
Working on a computer as a whole is a functional unit that includes quite conscious actions for creating files, moving them, designing, etc. The subject of such a unit is information, the goal is to simplify, streamline and speed up its processing, the means is the computer itself, the technology is a set of appropriate actions and operations. The result of the FED depends on the goal - developing a database, for example, or writing a term paper.
Temporary resource
The functional division of labor can lead to both an increase in production efficiency and its decrease. This requires the definition of rational boundaries for the division of labor, which can be calculated in terms of the use of working time, economic efficiency etc. A rational indicator of the use of working time will be such a division of labor, in which the boundary between the projected and the actual share of operational time in the total fund of several workers performing a common job will be greater than or equal to zero.
Here's an example:
A team of 8 carpenters assembles frames for sofa beds. The operational time for each with an 8-hour working day is 6.3 hours. Hence, the share of operational time in the total working time fund is: (6.3x8): (8x8) = 0.788.
The plan provides for the introduction of an additional auxiliary worker, who would free the machine operators from additional work and would be engaged in scheduled preventive maintenance of all jobs (parts, cleaning, delivery of tools, etc.), as a result of which the operational time for each worker increases to 6.8 hours. , and the proportion of operational time in this case will be 0.887. Subtracting from the projected specific gravity operational time actual: 0.877 - 0.788 = 0.099, therefore the planned division is rational, since the difference between the projected and actual share of operational working time in the total working time fund is greater than zero.
Also, adding additional workers may not be justified, in large-scale miscalculations of the manager, this can cause economic damage to the organization.
Let's look deeper:
METHODS FOR CALCULATION OF STAFF REQUIREMENTS
Methods for determining the planned number of personnel for the whole organization, for any division or quality criterion; staffing needs (for example, in a certain profession, etc.). Basic M.r.p. in p .: a method based on the use of data on the time of the labor process. Data on the process time make it possible to calculate the number of pieceworkers or time workers, the number of which is determined directly by the complexity of the process. For the calculation, the following typical dependence should be used:
Number of workers \u003d Time required to complete the production program (Tn) / Useful fund of time for one worker (Tpol) - Coefficient of recalculation of attendance to payroll
In its turn,
Tn = ∑n NiTi + Tn.pr.i/Kv
where: n is the number of nomenclature items of products in production program;
Ni - quantity products i-th nomenclature position;
Ti is the execution time of the process (part of the process) for the manufacture of the product of the i-th nomenclature position;
Тn.pr.i - the time required to change the value of work in progress in accordance with the production cycle of products of the i-th position;
Кв - coefficient of fulfillment of time norms (in foreign literature - the level of productivity, the level of time use).
A variation of the considered method can be an approach based on determining the number of administrative and managerial personnel using the Rosencrantz formula:
H \u003d ∑n MiTi - Knrv,
where: N - the number of administrative and managerial personnel of a certain profession, specialty, division, etc.;
n - the number of types of organizational and managerial work that determines the load of this category of specialists;
Mi - the average number of certain actions (settlements, order processing, negotiations, etc.) within the i-th organizational and managerial type of work for a specified period of time (for example, for a year);
Ti - the time required to complete the unit M within the i-th organizational and managerial type of work;
T - working time of a specialist according to employment contract(contract) for the corresponding period of calendar time taken in the calculations;
Кнрв - coefficient of necessary distribution of time;
Knrv \u003d Kdr - Ko - Kp,
where: Kdr - coefficient taking into account the costs of additional work, not taken into account in advance in the time required for a certain process (M - t); usually in the range of 1.2< Кдр < 1,4;
Ko - coefficient taking into account the time spent on rest of employees during the working day; usually set at 1.12;
Кп is the conversion factor of the turnout number into the payroll.
Service rate calculation method. In foreign literature, the name “unit-method” is adopted, showing the dependence of the calculated number on the number of serviced machines, aggregates, and other objects. The number of time workers or employees according to service standards is calculated by the formula: N = Number of units - Load factor / Service rate - Conversion factor of the attendance to the payroll. In turn, the service standards are determined by the formula:
Service rate \u003d T floor / ∑n (tedi - npi) + Td,
where: n is the number of types of work to service the facility;
tedi - the time required to complete the unit. volume of the i-th type of work;
npi - number of units. volume of the i-th type of work per unit. equipment or other calculation object (for example, a unit of production area);
Tpol - a useful fund of the employee's time per day (shift);
Td - the time required for the worker to perform additional features, not included in t units.
The calculation method for jobs and headcount standards should be considered as special case use of the method of service rates, tk. and the required number of employees in terms of the number of jobs, and the size standards are set based on service standards. The number of employees by jobs is determined by the formula:
N = Required number of employees (number of jobs) - load - Coefficient of conversion of turnout into payroll
Number standards are determined from the ratio:
Nh = Scope of work / Service rate
A specific case of applying the method of service standards should be considered the determination of the number of managers through the norms of manageability. As general recommendations according to their establishment, the following can be adopted: for managerial positions in departments with a significant share of work of a creative non-standard nature, high qualification or frequent deviations from the pre-planned process technology, the manageability rate should lie within 5-7 people; for managerial positions in departments with a fairly well-established nature of work, largely determined by standard organizational and managerial procedures, the manageability rate should be in the range of 10-12 people; in any case, the manageability rate should not exceed 15-17 people, otherwise the team becomes unmanageable. Some statistical methods can be used to calculate the headcount. They are conditionally divided into two main groups: stochastic methods; methods of expert assessments. Stochastic calculation methods are based on an analysis of the relationship between the need for personnel and other variables (eg production volume). In this case, data for the previous period are taken into account. It is assumed that the need in the future will develop according to a similar dependence. As a rule, such factors are used for calculation that do not require complex mathematical operations, but give quite acceptable results. The following stochastic methods are most often used: calculation of numerical characteristics; regression analysis; correlation analysis. The calculation of numerical characteristics is used when the need for personnel is largely related to any factor and this relationship is quite stable. For example, when calculating the number of maintenance personnel, the following data are used: production volume for the past year; the complexity of the repair during this period. On their basis, the indicator of labor intensity of repair per unit is calculated. output, on the basis of which the volume of repair work for the planned period is determined. The further order of calculation is performed according to the scheme of the method based on data on the time of the workflow.
One of important points any organization and division of labor is the cooperation of labor.
labor cooperation
The division of labor in the enterprise is inextricably linked with its cooperation. The deeper the division of labor in an organization, the wider its cooperation, the more workers involved in the implementation of simple labor processes, the more performers need to be combined into a single process of production and provision of services. Cooperation is commonly understood as the unification of all categories of personnel to participate in a joint, systematically organized labor activity. Labor cooperation is carried out at all levels of management - from a separate workplace where several workers can be employed, to the entire economic space of an enterprise and the whole country, and is a system of stable labor relations between individual performers or production units in the course of an enterprise or organization.
Examples of cooperation are separate working groups, production sites, various departments and services, and the organization itself, which unites all its personnel to achieve a common economic goal.
At domestic enterprises, there are several types of industrial cooperation:
· - interdepartmental;
- intrashop;
- intra-district.
Intershop cooperation is based on the division of the production process between workshops and ensures the interaction of personnel at all stages of production.
Intrashop cooperation unites all employees in solving relevant production tasks.
The most important task intradistrict cooperation is to create conditions for the effective interaction of all employees in joint labor activities. At most enterprises, the most common forms of cooperation are production teams that combine workers of various categories. Depending on the professional composition of workers, specialized and complex teams are distinguished. Specialized teams are usually created from workers of homogeneous professions and specialties working on a single task, for example, assembly, installation and repair of equipment.
Integrated teams include workers of various professions performing a complete technological stage or a set of unified works. In such teams are created the necessary conditions for the development of creative abilities and professional development of all employees. Cooperation within the framework of the scientific organization of labor is understood as an association of individual representatives or their groups in one or more interconnected labor processes.
Directions for improving labor discipline
Rational division and cooperation of labor serve as the organizational basis for the effective use of all economic resources, improving labor results individual workers and professional groups.
As world experience shows, the technological and organizational innovations of recent years are aimed at designing and developing group forms of organizing and stimulating labor.
A group is usually understood as: a work crew, a production site, an appropriate center of efficiency (for example, a business center), or the company itself.
The long-term practice of improving the organization of labor at Russian enterprises, which has become widespread in companies in economically developed countries, confirms high efficiency application of the considered types and forms of division and cooperation of labor in the conditions of market relations, in particular, brigade forms of organization of labor of personnel, the combination of professions of numerous service, etc. in accordance with section VIII of the Labor Code of the Russian Federation “Labor regulations and labor discipline”, in an effective personnel management system, important organizational factors technological and labor discipline and the working schedule of the working day for employees serve. The labor discipline at the enterprise provides for obligatory obedience for all employees to the rules of conduct established by the Labor Code of the Russian Federation and others. regulations organizations.
Labor discipline characterizes the observance of the established work schedule, the fulfillment of the duties assigned to the employee and the orders of higher managers.
Discipline creates legal basis the unity of the labor activity of the personnel in order to most effectively achieve the necessary production results. Exist different kinds disciplines: production, labor, technological, social, etc.
Production discipline covers all aspects of production economic activity employees and requires them to comply with the requirements necessary for production, timely completion of production tasks, and compliance with safety regulations.
Labor discipline requires all participants in production to strictly observe the established work schedule: timely start and end of work, set time for rest breaks, accurate fulfillment of all duties assigned to the employee, unconditional implementation of all orders and instructions from management.
Technological discipline is the strict observance of all technological relations, technological modes of operation of the equipment provided for production process.
The internal labor regulations of the organization are approved by the employer and are an annex to the collective agreement.
According to the Labor Code of the Russian Federation and, accordingly, the internal regulations, gross violations labor discipline are considered:
- unauthorized termination of execution job duties;
- absenteeism, including absence from work for more than four hours in a row during the working day;
- appearance at work in a state of intoxication, narcotic and toxic intoxication;
- participation in gambling;
- transfer of a pass to another person for access to the territory of the enterprise;
- damage or use of a company car for personal purposes;
- committing theft at the place of work.
For the commission of a disciplinary offense, the employer has the right to apply the following penalties:
- remark;
- reprimand;
- dismissal on the appropriate grounds.
Work time is the main economic category. The rational use of working time at the enterprise is the first sign of the coordinated organization of labor, technological and production resources. Under working time, it is customary to understand the legally established period of work for all participants in production. Currently, such a working period is considered a forty-hour work week.
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Organizational structure is a set of ways in which the work process is first divided into separate work tasks, and then coordination of actions to solve problems is achieved (Henry Mintzberg, “Structure in a Fist”). In essence, the organizational structure determines the distribution of responsibilities and authorities within the organization. As a rule, it is displayed in the form of an organigram (English organigram) - graphic scheme, whose elements are hierarchically ordered organizational units (divisions, job positions).
The structure of the enterprise is established on the basis of the volume and content of the tasks solved by the enterprise, the direction and intensity of the information and documentation flows that have developed at the enterprise, and taking into account its organizational and material capabilities.
Horizontal division of labor
The horizontal division of labor leads to the fact that each worker turns into a partial worker. In other words, he does not produce a finished product, but only performs some of the operations necessary to obtain a finished product. In order for the finished product to be ultimately obtained, the actions of all partial workers must, as noted above, be coordinated, that is, management is necessary.
Where there is no division and cooperation, there is no need for governance. The larger and more complex the organization, the more important the role and the more complex the management process. Therefore, if in small organizations the performance of managerial functions can be combined with other activities, then in large organizations management is a separate type of activity.
Vertical division of labor
Since work in an organization is divided into its component parts, is carried out through the joint efforts of many people, and needs to be managed, someone must manage it. If the organization includes a sufficient number of people and groups whose activities should be coordinated, then there will be many coordinators. And this means that among the coordinators, a division of labor also arises and that their activities will also have to be coordinated. Thus, people appear in the organization whose task is to coordinate numerous coordinators-managers. It is clear that the work that managers will perform, coordinating directly the performers, will differ markedly from the work of their superiors.
Thus, in the organization there are two internal forms of division of labor. The first is the division of labor into components that make up parts general activities, i.e., the horizontal division of labor. The second, called the vertical division of labor, separates the work of coordinating actions from the actions themselves and highlights the levels of such coordination.
Functional division of labor - the division of labor depending on the nature of the participation of performers in the production process. At the same time, they distinguish:
- workers: main and auxiliary;
- managers: linear and functional;
- specialists: designers, technologists, suppliers, etc.;
25.1 Memory: remembering. Conditions conducive to meaningful memorization. Types of memorization.
Memorization. It proceeds in three forms: imprinting, involuntary memorization, arbitrary memorization.
Imprinting is a durable and accurate preservation of events in short-term and long-term memory as a result of a single presentation of material for several seconds.
In short-term memory, eidetic images arise - the image of what is seen is stored in the mind as a whole, color and stable form are preserved.
In long-term memory, imprinting occurs under a strong emotional impression.
Involuntary memorization is the preservation of events in the memory as a result of their repeated repetition.
Involuntary memory reflects permanent, repetitive events
Arbitrary memorization - arose in labor activity, most often a person resorts to memorization.
In relation to the original text, there are literal, close to the text and semantic.
According to the nature of the connections, mechanical and semantic memorization are distinguished.
Patterns of memorization:
1. on purpose. 2. by means of presenting the material. 3. according to the logical structure. 4. on the organization of the learning process.
Preservation. More or less prolonged retention in memory of information obtained in the experiment.
Preservation has two sides: actual preservation and forgetting.
Playback. Recreation in activity and communication of the material stored in memory.
Includes three levels: recognition, reproduction, recall.
The ratio of the levels of development of memorization and preservation.1. Fast memorization - fast forgetting.2.Slow memorization - slow forgetting.3.fast memorization - slow forgetting.4. slow memory - fast forgetting.
