Structural divisions of the institution. Structural subdivision of the organization. Functions of structural divisions

10.11.2020

MINISTRY OF EDUCATION OF THE RUSSIAN FEDERATION

KEMEROVSK TECHNOLOGICAL INSTITUTE

FOOD INDUSTRY

Test

Management

Performed:

gr. EC nz -

Methodical complex in the discipline "Management" for students of the correspondence faculty of the specialty 060800 "Economics and management at the enterprise"

Year of publication: 2002

Option 5

5. The main structural divisions of the organization

Structural subdivision is an officially allocated 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 isolated (branch, representative office) or not possessing the full characteristics of an organization (internal).

There are several types of enterprise structures:

Organizational

Production

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

The totality of interrelations and relationships arising in the management process between the divisions of enterprises, including the relationship of the rights and responsibilities of employees for the performance of specific activities in the management process, is the organizational structure of the enterprise. It, in turn, has five types:

1. Linear structure - at the head of the organization and each unit is a leader, endowed with all powers and concentrating all management functions in his hands. Its decisions, passed along the chain from top to bottom, are binding on all lower links. On this basis, a hierarchy of managers of this management system is created (for example, the director of the organization, the head of the shop, the foreman). The advantages of this management structure are the unity and clarity of orders; increased responsibility of the head for the results of the activity of the headed unit; efficiency in decision-making; receipt by the performers of mutually agreed orders. The disadvantages are high requirements for the manager, who must have extensive knowledge and experience in all managerial functions and activities of the enterprise. This structure is usually used in small and medium-sized organizations.

2. Functional structure - a structure in which management actions are divided into linear and functional, and each of these actions is mandatory for execution. Leaders don't interfere in each other's affairs. The general head only coordinates the actions of the heads of departments and performs a limited list of his functions. Advantages of this structure: attraction to the leadership of specialists competent in a particular field; efficiency in solving non-standard situations; rapid growth in the professionalism of managers. Disadvantages: violation of the principle of unity of command; depersonalization of responsibility; Difficulty in coordinating the activities of departments.

3. Linear-functional structure - it includes linear and functional organizations, which creates a double subordination for performers. The advantages are the high competence of specialists responsible for specific functions. The disadvantages include the lack of unity of action; the impossibility of maintaining the constancy of the relationship between functional services; lengthy decision-making process; reducing the responsibility of performers for the work, since each of them receives instructions from several managers.

4. Divisional structure - it is based on the final result. This structure combines the centralization of a number of functions at the highest level and the decentralization of the activities of production units. With this structure, the organization can rationally manage different activities in different markets. The heads of production departments, depending on the products they manufacture, the services provided and the territory assigned to them, coordinate activities not only by “levels”, but also “by functions”. As a result, the decision-making process is accelerated and the quality of implementation is improved. In divisional organizations, interdepartmental careers are also difficult.

Varieties of the divisional structure are regional, product and consumer structures, according to which the organization is divided into elements and blocks according to the types of goods or services, customer groups or geographic regions.

5. Matrix structure is a modern effective type of organizational management structure, which is created by combining two structures: linear and program-targeted. With this structure, the project manager works with specialists who are also subordinate to line managers. It determines what and when should be done for a particular program. The line manager decides who and how will perform this or that work. The advantages of the matrix system are: revitalization of the activities of management employees through the formation of program units that interact with functional units; involvement of managers at all levels and specialists in active creative work to improve production; reducing the burden on managers top level as a result of the transfer of decision-making powers to the middle level. At the same time, coordination and control over the implementation of key decisions remain at the highest level.

With matrix structures, it is often possible to carry out restructuring associated with the introduction of new technological processes and more productive equipment.

With the transition to matrix structures, the greatest economic effect is achieved in large organizations that produce complex products.

Matrix structures are characterized by an increased level of conflict.

6. Combined structure - a set of linear, functional, linear-functional and other management structures, determined by the peculiarities of the work of units within the same organization. In this case, the organization takes the form that is best suited for this particular situation. So, in one department of the company, a product structure can be used, in another - functional, and in the third - matrix. As a rule, the highest level of management is built on a linear-functional structure, the middle level can have the whole variety of management structures. The lower level of management is usually built on linear structure management. At the same time, the flexibility of the organization's management structures is assessed only by the average level of management. The structures of the higher and lower levels of management in the organization should be more conservative to changes.

In this organization, senior corporate management is responsible for long-term planning, strategic policy development, and the coordination and control of activities throughout the organization. The divisions, which are usually independent economic units, make operational decisions. They report to the parent company mainly in financial matters.

Types of structural divisions

a) sectors. Sectors (from lat. seco - cut, divide) are created as a result of temporary or permanent division of a larger structural unit. Temporary structuring occurs when two or more specialists are allocated as part of a department to solve a specific problem or carry out a specific project, headed by a chief or leading specialist; after the task is completed, the sector is disbanded. The main functions of the permanent sector is the implementation of a specific area of activity of the main unit or the solution of a certain range of issues. For example, in finance department a sector for financing operating expenses, a sector for methodology and taxation, a sector for financing investments and lending, a sector for bureaus of securities and analysis can be created as permanent ones; as a temporary sector, a sector for the implementation of a specific investment project can be created; b) plots. These structural divisions are created on the same principle as the permanent sectors. Usually they are strictly limited to "zones" of responsibility - each section is responsible for a specific area of work. Usually the division of a structural unit into sections is conditional and is not fixed in staffing(or in the structure of the organization); c) groups. Groups are structural units created according to the same principles as sectors, sections - they bring together specialists to perform a specific task or implement a specific project. Most often, groups are temporary, and their creation is not reflected in overall structure organizations. Typically, the group operates in isolation from other specialists of the structural unit in which it was created. The specific name of the subdivision indicates the main activity of the selected structural unit. There are several approaches to establishing unit names. First of all, these are the names, which in their composition 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 supervise the activities of these divisions, for example, “chief engineer service”, “chief technologist department”. The name may not contain an indication of the type of unit. For example, “office, “accounting”, “archive”, “warehouse”. Names are assigned to production units most often by the type of products produced or by the nature of production. In this case, the name of the manufactured product (for example, “sausage shop”, “foundry shop”) or the main production operation (for example, “car body assembly shop”, “repair and restoration shop”) is attached to the designation of the type of subdivision.

Introduction…………………………………………………………………………...3

Types of structural divisions………………………………………………4

The composition of the details of the Regulations……………………………………………………...7

General provisions………………………………………………………………...9

The structure and staffing of the unit……………………………11

Main goals and objectives………………………………………………………...14

Functions…………………………………………………………………………….16

Duties of department employees……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

Marketing/Market Research Director

and planning…………………………………………………………..…..17

Marketing Manager………………………………………….……..….18

Vice President of Marketing……………………………...…………....…18

Assistant Brand Manager……………………………...…...19

Senior Product Group Manager……………………………..…....19

Brand and Product Manager………………………….…..19

Label manager……………………………………………………………………………………………………20

Merchandiser………………………………………………………….….….21

PR manager……………………………………..…………….…….……….21

PR Director………………………………………………….………..…..22

Corporate events manager ………………………….….22

References………………………………………………………………24

Introduction

Since the requirements for provisions on structural divisions and the rules for their development are not established by law, 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 following recommendations are developed.

As follows from the Qualification Directory for the positions of managers, specialists and other employees, approved by the Decree of the Ministry of Labor of Russia dated August 21, 1998 No. 37 (as amended on November 12, 2003), the department of organization and remuneration of labor should develop provisions on structural divisions. 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 the provisions, or to the personnel service (personnel department). The legal or legal department may also be involved in the collaboration.

In some organizations, it is accepted that each structural unit independently develops a position for itself. It is unlikely that such a practice can be called correct, especially if the company has not developed uniform rules and requirements for these local regulations.

The general management of 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).

Types of structural divisions

1) control . These are subdivisions formed according to industry and functional characteristics, and ensuring the implementation of certain areas of the organization's activities and managing the organization. Usually they are created in large companies, public 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 sectoral or functional divisions, as well as departments that combine smaller functional divisions.

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

3) departments . They are also subdivisions structured according to industry and functional characteristics, which, like management, ensure the implementation of certain areas of the organization's activities. Usually, such units are created in state authorities and local governments; they unite in their composition 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 are understood as functional structural units responsible for a specific area 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 functionally united structural units that have related goals, tasks and functions. At the same time, the management or leadership of this group is carried out centrally by one official. For example, the service of the Deputy Director for Personnel may 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. Thus, the security service is a structural unit that ensures the physical, technical and information security of all structural units 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 unit (for example, a department), or as an independent unit. As an independent structural unit, the 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 - a 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 justification 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. Indirectly, the choice of the type of unit is affected by the number of personnel. So, for example, in organizations with an average number of employees over 700 people, labor protection bureaus are created with a regular number of employees 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.

If we turn to the organizational structure of the federal executive authorities, we can find the following dependence: the staffing of the department is at least 15–20 units, a department within the department is at least 5 units, and an independent department is at least 10 units.

Rules and principles of structuring commercial organization, the staffing standards of a particular unit, its management determines independently. However, one should take into account the fact that the fragmentation of the organizational structure into independent units, consisting of 2 - 3 units, whose leaders do not have the right to make management decisions, leads to a "blurring" of responsibility and a loss of control over the activities of all structural units.

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

a) sectors . Sectors (from lat. seco - cut, divide) are created as a result of temporary or permanent division of a larger structural unit. Temporary structuring occurs when two or more specialists are allocated as part of a department to solve a specific problem or carry out a specific project, headed by a chief or leading specialist; after the task is completed, the sector is disbanded. The main functions of the permanent sector is 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 financial department, a sector for financing operating expenses, a sector for methodology and taxation, a sector for financing investments and lending, a sector for securities and analysis bureaus can be created as permanent ones; as a temporary sector, a sector for the implementation of a specific investment project can be created;

A structural subdivision of an organization is a certain part of an enterprise that is focused on performing individual tasks in accordance with job descriptions, charter and other local regulations. About what a structural unit of an organization is, why they are needed and how they are provided legal regulation, should be known to every employer and specialist.

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 combines certain jobs and employees occupying them, which has a certain independence within the organization. The division into structural units allows for effective delegation of labor, simplifies the management of personnel and the entire enterprise as a whole. That is why, without division into structural units, effective conduct of activities is possible only in organizations related to small businesses.

Legislation, in turn, does not regulate the activities of individual structural units in any way, does not single out 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 unnecessary restrictions in regulatory and procedural matters.

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

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

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

The legislation does not provide for and does not allow 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, the questions of the name, as well as the specific goals and objectives facing these divisions, may have different answers. But in most cases in personnel office work established main 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 the structural divisions of the organization, along with their main tasks and functions, may look like this:

In addition, other types of structural units within the enterprise can also be distinguished. So, for industries, 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 the 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 at the same time be members of several of them. So, for example, a builder-repairer may belong to the department overhaul, which, in turn, will be included in the economic department of the enterprise. At the same time, a colleague of this builder, in a similar position, can work at the first service site with one team, and the builder himself can work at another site with other responsible persons.

How to create a structural unit - procedure

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

General information about the enterprise and the planned actions, the purpose of creating organizational structures.
Specific information on the number of employees - both for the enterprise as a whole and for the planned divisions.
Tasks and functions of the created structural divisions.
Direct appointment of leadership in them or the creation of mechanisms for appointing leadership.
The order in which the relationship between different units 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 regulation on a structural subdivision can be created either one-time, when introducing this system, or supplemented later or adopted anew when creating additional subdivisions. 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 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 would not be superfluous to pay the attention of employers to the main requirements for structural divisions:

Each division 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 in a rigid framework - otherwise there will be no point in the division of labor.
The size of the units should correspond to the capabilities of the leader. At the same time, it is necessary to understand that the optimal size in most cases is the size of structural units from 5 to 20 people, but no more, and no less.

In small organizations, almost any employee can perform several different functions. With the increase in the number of employees, several of them begin to perform similar duties. It is at this stage of the development of the enterprise that the first structural unit arises. Persons performing the same type of operations are combined into various special units: links, sections, sections, workshops, and so on. Such a combination contributes to the creation of an easily manageable enterprise.

The structural subdivision is based on the implementation of the same type of function necessary for the entire enterprise. An important factor for their creation is to increase the efficiency and cost-effectiveness of the enterprise, which are evaluated based on the content of the operations carried out, the number of employees, location.

A structural unit is a dedicated management body with independent functions, specific tasks and responsibilities. It can be isolated (representatively, a branch) and internal (does not have all the features of an independent organization).

Any structural unit carries out its economic activity on the basis of the approved regulation on these associations, which is being developed at the enterprises where they exist. This document is developed by employees of the personnel department and heads of departments.

Structural divisions of the enterprise can be as follows:

Management - units that are formed on a functional basis, they ensure the implementation of certain areas of the enterprise and manage the organization. They are created in government agencies, large companies and unite divisions and departments.
Departments - are typical for treatment-and-prophylactic, medical institutions. They are also available in public authorities, banks, credit institutions.
Departments. They are created on a functional and branch basis. They provide the implementation of certain areas of activity. Often departments are created in the authorities of all levels, representative offices of foreign companies.
Departments - functional units that are responsible for a specific type of activity.
Services - groups of united structural units that have related functions, they are managed by one head.
The Bureau. It is created as part of a larger division and as a separate unit.

In addition to the listed units, such as a workshop, laboratory, workshop are being created.

Independent units can be divided into smaller structures:

sectors - are created temporarily or operate permanently;
sites - strictly limited by their areas of responsibility, the site is engaged in a specific area of work;
groups - a structural unit, which is created on the principle of sections and most often of a temporary nature, they bring together specialists in order to perform a specific task.

The name of any division, as a rule, denotes its main activity.

Interaction must be coordinated. The larger the organization, the more important and complex this problem is.
The provision on the division of the enterprise is the value that determines the entire procedure for creating a production unit, its legal status in functions, tasks, responsibilities, rights and obligations, the order of interaction with other production units.

The regulation on the structural unit is a local regulatory act of the organization that 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 provisions on structural divisions and the rules for their development are not established by law, 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 following recommendations are developed.
Structural subdivision is an officially allocated 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 isolated (branch, representative office) or not possessing the full characteristics of an organization (internal). It is for the second type of units, that is, internal ones, that these recommendations have been prepared.
As follows from the Qualification Directory for the positions of managers, specialists and other employees, approved by the Decree of the Ministry of Labor of Russia dated August 21, 1998 No. 37 (as amended on November 12, 2003), the department of organization and remuneration of labor should develop provisions on structural divisions. 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 the provisions, or to the personnel service (personnel department). The legal or legal department may also be involved in the collaboration.
In some organizations, it is accepted that each structural unit independently develops a position for itself. It is unlikely that such a practice can be called correct, especially if the company has not developed uniform rules and requirements for these local regulations.
The general management of 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).

Types of structural divisions

When assigning a name to a structural unit, first of all, it is necessary to decide what type of unit is being created. The most common is the structuring of the organization into the following divisions:
1) control . These are subdivisions formed according to industry and functional characteristics, and ensuring the implementation of certain areas of the organization's activities and managing the organization. Usually they are created in large companies, public 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 sectoral or functional divisions, as well as departments that combine smaller functional divisions.
Public authorities are also structured into departments (for example, departments are created in regional customs departments). As for banks and other credit institutions, as a rule, branches in them are created on a territorial basis and are separate structural units registered as branches;
3) departments . They are also subdivisions structured according to industry and functional characteristics, which, like management, ensure the implementation of certain areas of the organization's activities. Usually, such units are created in state authorities and local governments; they unite in their composition 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 are understood as functional structural units responsible for a specific area 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 functionally united structural units that have related goals, tasks and functions. At the same time, the management or leadership of this group is carried out centrally by one official. For example, the service of the Deputy Director for Personnel may 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. Thus, the security service is a structural unit that ensures the physical, technical and information security of all structural units 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 unit (for example, a department), or as an independent unit. As an independent structural unit, the 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 - a 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 justification 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. Indirectly, the choice of the type of unit is affected by the number of personnel. So, for example, in organizations with an average number of employees over 700 people, labor protection bureaus are created with a regular number of employees 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.
If we turn to the organizational structure of the federal executive authorities, we can find the following dependence: the staffing of the department is at least 15-20 units, a department within the department is at least 5 units, and an independent department is 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, one should take into account the fact that the fragmentation of the organizational structure into independent units, consisting of 2-3 units, whose leaders do not have the right to make managerial decisions, leads to a "blurring" of responsibility and a loss of control over the activities of all structural units.
As already noted, independent units, in turn, can be divided into smaller structural units. These include:
a) sectors . Sectors (from lat. seco - cut, divide) are created as a result of temporary or permanent division of a larger structural unit. Temporary structuring occurs when two or more specialists are allocated as part of a department to solve a specific problem or carry out a specific project, headed by a chief or leading specialist; after the task is completed, the sector is disbanded. The main functions of the permanent sector is 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 financial department, a sector for financing operating expenses, a sector for methodology and taxation, a sector for financing investments and lending, a sector for securities and analysis bureaus can be created as permanent ones; as a temporary sector, a sector for the implementation of a specific investment project can be created;
b) plots . These structural divisions are created on the same principle as the permanent sectors. Usually they are strictly limited to "zones" of responsibility - each section 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 staff list (or in the structure of the organization);
c) groups . Groups are structural units created according to the same principles as sectors, sections - they bring together specialists to perform a specific task or implement a specific project. Most often, groups are temporary, and their creation is not reflected in the overall structure of the organization. Typically, the group operates in isolation from other specialists of the structural unit in which it was created.
The specific name of the subdivision indicates the main activity of the selected structural unit. There are several approaches to establishing unit names.
First of all, these are names that in their composition contain an indication of the type of unit and its main functional specialization, for example: “financial department”, “ economic management”, “X-ray department”. The name may be derived from the titles of the positions of the chief specialists who head these divisions or supervise the activities of these divisions, for example, “chief engineer service”, “chief technologist department”.
The name may not contain an indication of the type of unit. For example, “office, “accounting”, “archive”, “warehouse”.
Names are assigned to production units most often by the type of products produced or by the nature of production. In this case, the name of the manufactured product (for example, “sausage shop”, “foundry shop”) or the main production operation (for example, “car body assembly shop”, “repair and restoration shop”) is attached to the designation of the type of subdivision.
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.
The legislation does not contain rules for establishing the names of structural units - as a rule, organizations assign them independently, taking into account the above rules. Previously, state-owned enterprises were guided by officially approved staffing standards for the number of structural units, the Unified nomenclature of positions of employees (Decree of the USSR State Labor Committee of 09.09. 1988).
At present, to determine the name of the structural unit, it is advisable to use the already mentioned Qualification guide positions of managers, employees and other specialists, containing the names of heads of departments common to all sectors of the economy (heads of departments, heads of laboratories, etc.). In addition, this issue should also be guided by All-Russian classifier professions of workers, positions of employees and tariff categories(OKPDTR).

The composition of the details of the Regulation

The main requisites of the position<*>about the structural unit as a document are:

1)	name of company;
	the name of the document (in this case, the Regulation);
	registration number;
	title to the text (in this case, it is formulated as an answer to the question about which structural unit this Regulation is about, for example: “On the financial department”, “On the personnel department”);
	stamp of approval. As a rule, regulations on structural divisions are approved by the head of the organization (directly or by a special administrative act). By the constituent documents or local regulations of the organization, the right to approve the regulations on structural divisions may be granted to other officials (for example, the deputy head of the organization for personnel). In some organizations, it is accepted that the provisions on structural divisions are approved by a body authorized by the founders (participants) legal entity;

	approval marks (if the Regulation, in accordance with the rules adopted by the organization, is subject to external approval, then the approval stamp is affixed, if only internal - then approval visas). Usually the draft Regulations are only internally approved. The list of structural divisions with which it is coordinated is determined by the organization independently.

The draft Regulations on the structural unit are subject to approval:

-	with a higher manager (if the unit is part of a larger unit);
	with the deputy head of the organization supervising the activities of the unit in accordance with the distribution of responsibilities between senior employees;
	with the head of the personnel service or other department that manages the personnel;
	with the head of the legal or legal department or with the lawyer of the organization.

In order to avoid inaccuracies in the wording of the relationship of the unit with other structural units, duplication of functions in the regulations on different structural units, it is desirable that the draft Regulations be agreed with the heads of those structural units with which the unit interacts. If the number of subdivisions with which the draft Regulations are to be coordinated is more than three, then it is desirable to issue an approval visa in the form of a separate list of approvals.
Such requisites as the date of publication may not be affixed, since the date of the Regulation will actually be considered the date of its approval. Also, the number may not be indicated, since a separate Regulation is developed for each structural unit.
The text of the Regulation can be structured into sections and subsections. The simplest is structuring into sections:
1. General Provisions".
2. "Goals and objectives".
3. "Functions".
4. "Rights".
More complex is the structure, in which sections are added to the above sections:
"Structure and staffing";
"Leadership (management)";
"Interaction";
"Responsibility".
Even more complex is the structure, which includes special sections on the working conditions of the unit (working mode), issues of control and verification of the activities of the structural unit, assessing the quality of the performance of the unit's functions, property of the structural unit.
In order to show how the provisions on structural divisions are designed, let's take such a division as the personnel department. A sample Regulation on the simplest, but sufficient for the technocratic organization of the activities of this unit, is given in the "PAPERS" section (p. 91). To develop provisions along this model, it is enough to use the recommendations below for the first four sections. As for more complex models of regulations on structural divisions, one of them, prepared taking into account the recommendations for all sections, will be published in one of the following issues of the journal.

Section 1. "General Provisions"

This section of the Regulations reflects the following issues:
1.1. The place of the unit in the structure of the organization
If the organization has such a document as the "Structure of the organization", then the place of the unit is determined on its basis. If there is no such document, then the Regulation indicates the place of the unit in the organization's management system, and also describes what this structural unit is - an independent unit or a unit that is part of a larger structural unit. In the event that the name of the unit does not allow you to determine the type of unit (for example, archive, accounting), then it is desirable to indicate in the Regulation on what rights it was created (on the rights of a department, department, etc.).
1.2. The procedure for the creation and liquidation of a division
As a rule, a structural subdivision in a commercial organization is created by order of the head of the organization by his sole decision or in pursuance of a decision taken by the founders (participants) of a legal entity or a body authorized by them. The details of the document on the basis of which the division was created are indicated when stating the fact of the creation of a structural division.
The same paragraph defines the procedure for the liquidation of the unit: by whom such a decision is made and by what document it is drawn up. If the employer establishes special rules for the liquidation of a unit in his organization, then it is also advisable to describe the liquidation procedure here (provide a list of liquidation measures, the timing of their implementation, the procedure for paying compensation to employees). If the organization applies the general rules for reducing the staff of the organization’s employees, then in this paragraph of the Regulation it is sufficient to confine itself to referring to the relevant articles Labor Code RF.
It is highly undesirable to use the concept of “abolition of a structural unit”, since abolition is understood as the termination of the activities of a structural unit not only as a result of the liquidation of the unit, but also as a result of its transformation into something else. However, since it is still desirable to resolve this issue, the Regulations must provide for the procedure for changing the status of a structural unit (its merger with another unit, transformation into a different type of unit, separation of new structural units from its composition, joining the unit to another unit).
1.3. Subordination of the structural unit
This paragraph indicates to whom the structural unit is subordinate, that is, which executive carries out the functional management of the department. As a rule, technical departments report to technical director(chief engineer); production - to the deputy director for production issues; planning and economic, marketing, sales divisions - to the Deputy Director for commercial matters. With such a distribution of responsibility between executives, the office, legal department, public relations department and other administrative divisions may report directly to the head of the organization.
If a structural unit is part of a larger unit (for example, a department within a department), then the Regulations indicate to whom (position title) this unit is functionally subordinate.
1.4. Fundamental documents that guide the unit in its activities
In addition to the decisions of the head of the organization and the general local regulations of the organization, the Regulation lists special local regulations (for example, for the office - Instructions for office work in the organization, for the personnel department - Regulations on the protection of personal data of employees), as well as industry-wide and industry-specific legislative acts ( for example, for accounting - the Federal Law "On Accounting", for the Department of Information Protection - the Federal Law "On Information, Informatization and Information Protection").
The structure of this paragraph of the Regulation may be as follows:

“1.4. The department carries out its activities on the basis of: _____________________________»
(name of documents)
or
“1.4. In its activities, the department is guided by:
1.4.1. ______________________________________________________________________.
1.4.2. ________________________________________________________________________"
or
“1.4. In solving its tasks and performing its functions, the department is guided by:
1.4.1. ________________________________________________________________________.
1.4.2. ___________________________________________________________________________"

1.5. Other
The Regulations on the structural unit may provide other information that determines the status of the unit. So, for example, the location of the structural unit can be indicated here.
The same section of the Regulations may contain a list of basic terms and their definitions. It is advisable to do this in the regulations on structural units that perform specific functions, and the staff of which includes specialists who perform duties that are not related to the main tasks of the unit (for example, in the Regulation on the Department for Information Protection, it is desirable to clarify what is meant by "information leakage" , "object of information", "opposition", etc.).
In addition, other issues can be included in the "General Provisions" section, which will be discussed further as part of other sections of the Regulations on the structural unit.