What does the organization of work mean? Correct and effective organization of work organization of work in the office. the most important ideas for combating burnout

Any activity is carried out in accordance with any laws, rules, forms, principles or intentions. The activity of an animal's body is carried out in accordance with physiological laws, the activity of a mechanism created by a person is carried out according to a kinematic scheme, a structure, but only human activity can be organized.

Term "organization"(from the Greek "organon" - I order) has three most important interrelated meanings:

The quality or form of interaction of elements of a system or process (so to speak, its "orderliness").
The type of human activity in ordering something (organizing).
Any community, object, system, institution, etc.

Applied to economic activity organization as a form expresses the nature of the interaction of material, labor, information and other elements of the subject of activity in the process of creating products and rendering services.

Organization as a specific type of activity to streamline the interaction of elements in the system is a set of scientific, design, managerial, managerial methods of studying, creating, maintaining or transforming available resources to achieve the goals.

The concept of an organization as a community, an object can be attributed to any enterprise, its subdivision, a separate team, which act as a single whole within the framework of interaction with the environment.

Subject science of organization is the study of objective patterns and forms of organization of various systems, methods and ways of ordering their elements, as well as the behavior of organizations as objects in the environment. In general, one can observe various types of ordering of the interaction of system elements: structural, physiological, chemical, mathematical, and many others. But it is precisely the ordering of the interaction of elements of systems of human activity that belongs to a special type of organizational activity. Organizational activity in the broadest sense can be considered as equivalent to the concept of "management" (translated from English - leadership).

Organizational activities(or management) is carried out through a number of different, but interrelated functions, such as forecasting, planning, management, the organization itself, including - organizational design, control, accounting, analysis, information support, information transfer, communication, etc. Functions can be grouped on the basis of when they are carried out in time in relation to by the time of the activity itself. Functions can precede, be carried out in the process of activity, or after its implementation.

The main content organizational activities - regulation of element states within the system and the environment, as well as the interactions of elements with each other. Directions of regulation depend on the variety of elements, their communicative features (interface). With this in mind, certain ordering functions are selected. Changes to elements within the system or during external environment, their interface is a reason to update the new ordering functions. The regulation of the ordering of elements is carried out in a variety of directions and features:

time;
space;
the formation of functional responsibilities;
execution sequence schedules;
specifying the nomenclature of objects and actions;
limiting the scope and scope of decision-making;
establishing quantitative measures of actions;
setting consumption rates and application rates;
subordination, accountability;
restrictions on disposal rights;
prioritizing action;
stimulating action;
the formation of motives and interests;
the formation of internal incentives and motives;
professionalism and qualifications;
responsibility;
selection of contact audiences, partners, clients;
establishing decision-making algorithms for various situations, etc.

Slave. a place- an area equipped with a technical Wed-you for a vol-I labor activity people. The order of placement of technical Wed-in labor zone. activities people called a slave organization. places . Slave. the place is organized on the basis of optimization of the process of discharge, taking into account ergonomics, sanitary, fire-prevention. and other requirements. Ergonomics incl. 4 main requirements for the organization and slave. places: management, availability, habitability and service. Required Prov.: par-ry slave. zones, optimal. the size of the control organs, reliable. communication m / d workers and equipment, lighting and climate, correct dir tr and rest, protection work. from the air is a dangerous and harmful fact. When planning a slave. place trail. issue-ty main. required .: 1) to work. place d.b. everything is necessary for the implementation of the technology. operations; 2) the size of the work. places do not need to restrict movement-nye slave. and do not add too much. dv-ny and transitions; 3) we apply the placement of all. to the slave. place of items d.b. convenient, so as not to have extra. two-ny; 4) change the slave. when performing operas and trail. the organization is closed. contour without return. overeating; 5) to the slave. place d. free access. Slave. places m. individual (assigned to one slave) and group (to a group of slaves). Any technol. operation m. organized in the presence of 3 components: the subject of labor, the instrument of labor and people.

Basic surfaces are created only for bar stocks. For panel boards. the bases are plastic and sawdust. edges. We receive. in the cut-those cutting the procurement. them. wrong form. At the boards and roughs. harvested. observed cross. and longitudinal warping. Saws for cutting are large with a large tooth pitch and do not give a smooth finish. For better processing of children. (cutting a thorn, cutting a nest, joining the edges of the plots) required: correct. form, ex. size and smooth surface. Exact machining is possible if there are fine bases. For their creation, I use a jointer. and planers. St-mi. Jointing machines with manual feeding one-sided .: SFZ-Z- Thicknesser machines SR3-6- Machine tools of 4 sides. Strictly. In the zav-ti from the har-ra arr-ki zagot. different. track. options for using installation bases and bases for processing: 1. Installation. the base is on one surface, but we process it. pov-st yavl. counterfloor (thicknessing machines) .2. base and get. pov match (SF). 3.Installation base javl horizontal pl-ty, and the end face-st is processed (end alignment machines). base im-sya d / end surface, lower surface and d / edge, and arr-ka is carried out against the th ends. over or in the middle (drilling, grooving, tenoning machines) 5 bases yavl. ends. rep-ti, and the arr-ka produced the rest of the pov-she (lathe).

40. Organization of workplaces when processing procurement in size . Slave. place - zone, equipped. technical Wed-mi for vyp-I labor activity people. The order of placement of technical Wed-in labor zone. activities people called a slave organization. places . Slave. the place is organized on the basis of optimization of the production of work, taking into account ergonomics, sanitary, fire-prevention. and other requirements. Ergonomics incl. 4 main Requirements for the organization and slave. places: handling, adaptability, habitability and serviceability. In this case, it is necessary to provide: zones, optimal. the size of the control organs, reliable. communication m / d workers and equipment. d / control modes, lighting and climate, correct. mode of work and rest, protection of the slave. from the impact, I am dangerous. and harmful. factors. Main har-kami slave. the place is the reach zone, the size of the cat. hung. from the size of the person's body. and his position on the slave. location. The size of the zone depends on the importance of the use and the frequency of the required frequency of occurrence for d-wi people. When planning a slave. places should be drunk DOS. required: 1. to work. place d.b. everything you need for real technol. operations; 2 sizes of slave. places do not need to restrict movement-nye slave. and do not add extra doubles and transitions; 3. placement of all applied to the work. place of items d.b. convenient, so as not to have extra. two-ny; 4. moving slave. when performing, the operation should be organized along a closed loop without return movements; 5. to the slave. place d. Free access. Slave. places m. individual. (assigned to one slave.) and group (to a group slave.) Any technol. operation m. organized in the presence of 3 components: the subject of labor, the instrument of labor and people. Giving to the bar blanks will be finished. shapes and sizes are made by processing them on milling (planing) machines and subsequent facing. Process workpieces to size by thickness. and to achieve the parallel of the opposite. sides m. on planers. or 4 sides. machine tools. Main designation of 2 sides. reysm. machines - planing boards, glued. from the plots. High. to produce with a sample of blanks from 3-4 sides, half on 4 sides. planing machine tools with fur. serving. Machines: СР3-6, СР8 - one-side thicknesser; С10-2-4-side planer. Chipboard workpieces are calibrated in terms of thickness d / to ensure the constancy of the set. size for all workpieces in batches. It is carried out on one-side planers in 1 or 2 passes, on shirokoletochn. grinder machines (coarse sandpaper). To give accurate. length and receive-I end plates exactly. and located. perp-but or by definition. angle to the sides. the edges of the part must be faceted. Let's take two-saw ring equalizers.

41. Organization of workplaces in the processing of final procurement. Slave. place - an area equipped with a technical Wed-you for a vol-I labor activity people. The order of placement of technical. Wed-in labor zone. activities people called a slave organization. places.Work. place is organized on the basis of optimizing the process of performing work, taking into account sanitary, fire-prevention and other requirements. Main har-kami slave. the place is the reach zone, the size of the cat. depend on the size of the person's body. and his position on the slave. location. The size of the zone depends on the importance of the performance and the frequency of the required repeatability of the d-vii.

When planning a slave. places should be drunk DOS. required: 1. to work. place d.b. everything is necessary for the implementation of technology. operations; 2.sizes of slave. places do not need to restrict movement-nye slave. and do not add extra doors and transitions; 3. placement of all applied to the work. place of items d.b. convenient so as not to have extra two; 4. moving slave. when performing, the operation should be organized along a closed loop without return movements;

5. to the slave. place d. Free access.

Slave. places m. individual. (assigned to one slave.) and group (to a group slave.).

Any technol. operation m. organized in the presence of 3 components: the subject of labor, the instrument of labor and people. H earnest blank, at the cat. the overall dimensions of the det. are formed, i.e. sizes children. the nominal and dimensions of the finished workpiece are the same, taking into account the tolerances. For the processing of finished workpieces, milling, tenoning, drilling and attachment, chain slotting, turning, circular rod and grinding machines. Milling machines- for the formation of through and blind profiles, curvilinear processing of the contour of parts and assemblies, selection of grooves, sockets, spikes. There are 3 types of milling machines used: general purpose universal (FS; FL); carousel (F1K); copying (VFK-1).

Tenoning machines- for the formation of frame and box spikes at the ends of the bar and panel parts. Machines: SHOT one-sided for a rounded tenon; SHPA-40 - one-sided for a box straight thorn. Drilling and chain slotting machines are designed for sampling holes and grooves in panel board and bar details. Drilling and grooving with vertical (SVA-2) and horizontal (SVPG-1) spindles are used; multi-spinning filler (SGVP-1); for drilling and knotting (SVSA-2); grooving (DCA-3). Lathes (TP40-1) and round-rod (KPA20-1) are designed for cylindrical and shaped processing of wood parts by turning. Sections. machine tools - for processing surfaces with sanded tapes on a paper or fabric base

I wrote this article at the request of Microsoft managers who invited me to host a discussion club. The topic of burnout at work seemed to them the most attractive, which is not surprising. When a person burns out, he most often solves the problem by firing from the company, but how can you quit a company like Microsoft, which by many parameters is number one in the labor market?

Remember: the horse worked the best on the collective farm. But nevertheless, she did not become the chairman ...

21 years old: no passion.
23 years old: no development.
28 years old: lack of energy.
30 years: Introducing tools and managing burnout.

At the age of 21, I went to work for hire (although I began to receive my first income from the age of 14, that is, I already had work experience by that time). My first job was in, the position was prestigious, but I didn't enjoy the job at all. Moreover, I did not see a single job interesting for me in this corporation, and the only decision was to leave.

Then my career was rapid, I quickly climbed the career ladder in an interesting company, but as soon as my growth slowed down, I felt signs of burnout. At the age of 28, I was faced with the fact that I did not have enough energy for work, since the intensity was extremely high, and there was no time for recovery. It was very hard, I was burned out and only by the age of 30 I found a cure for burnout and began to use them in my life. Now I am 32, I have a favorite job, which is perfectly organized, and I know how to restore my energy.

Burnout is the opposite of engagement

Herbert Freudenberger (1974) described the phenomenon of burnout in his work "Burnout". Initially, it was most often observed in representatives of such professions as social workers, nurses, teachers, lawyers, engineers, police officers, salespeople are professions with the highest emotional stress. But now any employee is subject to burnout.

Later, in 1986, Kristina Maslach called burnout the opposite side of engagement. Thus, we will consider burnout and involvement as two extreme poles... Anything that promotes engagement will reduce burnout, and vice versa.

According to the medical classification, burnout is associated with overwork and often manifests itself in the form of various diseases caused by psychosomatics. By the way, when was the last time you got sick at work and what was the reason for that?

It is important to be able to distinguish between normal and burnout. What's the difference? Feeling stressed, you are too involved in work, and during burnout, you are indifferent to it. Stress is accompanied by a storm of emotions, but burnout, on the contrary, is characterized by apathy. Stress is accompanied by physical exhaustion, and burnout is accompanied by emotional exhaustion.

How to become a happy owner of your favorite job

1. Start by assessing your burnout.

The questionnaire developed by Christina Maslak allows you to determine the degree of burnout. I suggest you answer a few simple questions by putting down numbers from 0 to 6.

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And now we evaluate the test result.

Up to 17 points- everything is fine with you. It happens to everyone at work.

18 to 29- you have started burning out, you need a program to extinguish it.

From 30 points and above- you are in the deepest stage of burnout, urgent action is needed.

2. Understand what is the reason for your burnout

To eliminate burnout, it is extremely important to know the causes of burnout.

While working on the topic, I researched a variety of sources of information on burnout, from articles and Wikipedia to reading books on Amazon and tips on Quora. Unfortunately, nowhere is there a complete description of the causes of burnout and its treatment. At its best, the author considers only one aspect of burnout - loss of energy or problems of self-determination.

I highlight three main causes of burnout and below I give instructions on how to determine the cause and work on its elimination. I also give some tips on how to deal with the consequences.

So, there are three reasons:

Dislike for work

It's very simple: if there is no basic love (interest, passion - call it whatever you like), if you don't want to run to work in the morning, then sooner or later burnout will come.

Poor work organization

There is a popular saying “People come to work in a company, but leave the boss”. When the work is poorly organized, the boss has little and very little managerial experience, when the company's business processes are disorganized, departments have no common goals, there is no strategy, there is a lot of politics - this leads to employee burnout.

Lack of energy

Any job requires energy. Some are more, some are less. Working in large corporations, as a rule, requires a lot of energy, since the flows of information are huge, there are many cross-requests, a wide range of employee interactions, tight deadlines, and so on.

Each of us has a certain capacity, which we first replenish and then empty. This capacity is different for everyone: some are enough for a longer time, some for less. In addition, we replenish this capacity with different intensity and expend energy with different intensity.

If the capacity of our energy is small, the work requires a lot of effort, which means that we quickly empty it, and then slowly fill it, then we begin to work at the limit and wear out. This is a direct path to burnout.

3. Understand the consequences of burnout

It is the awareness of the consequences of the lack of treatment that forms the desire for treatment. Very often, the first symptoms of the disease are so minor that we are ready to live with them. But only after realizing how the disease will develop and how the treatment will become more complicated, we find the strength (time, resources, money) to cure the disease at an early stage.

Burnout leads to professional death:

Aggression.
Dependencies.
Persistent illness.
Stop career.
Deep depression.

First, a person begins to behave aggressively (I note that aggression can be both active and passive - in the form of indirect attacks) in relation to colleagues, becomes a critic of everything that happens. In an attempt to restore the old energy, he begins to drink a lot of coffee at work, alcohol after work, smokes more (including in order to rest more often during the working day).

Against the background of burnout, career growth, as a rule, stops, since the manager is not interested in promoting an employee who can barely cope with his current job. Burnout usually results in deep depression.

Such a well-known phenomenon, as, is also closely related to burnout.

It is task avoidance that comes as a result of burnout. There are various reasons for procrastination, and burnout is not the main source of it. But against the background of burnout, procrastination appears more and more often, deadlines are burning, projects are not being implemented. As a result - reprimands from the management, deprivation and even dismissal.

4. Remember the formula to avoid burnout

Now let's talk about how to avoid burnout, and if it has already begun, how to stop it. Reflecting on the topic of burnout, I came to following formula which should solve this problem:

dream job + engagement + energy

Just three simple components allow you to avoid burnout forever: dream job, job involvement, constant replenishment of energy a little more than what is being spent.

Let's start with our dream job.

5. Start moving towards your dream job.

A dream job is a combination of just three simple factors: love of work, the ability to do your job well, and an adequate salary.

If with the ability to do work and wages, everything is usually more or less clear, then few people pay attention to the love of their work.

6. Determine your type of burnout

There are eight types of burnout arising from this model and related specifically to internal causes. The absence of one, two or all three factors in a person's work leads to a different type of burnout.

But even in the presence of all three factors (love of work, the ability to do it and a decent wage), burnout is still possible and has a certain character.

Please do not be offended by the names of the types of burnout that I have chosen for illustration. They are needed here to add more drama to the situation.

Dream Prisoner- a person who loves his job very much, but is still poorly coping with it and earns little. These are all novice specialists who have just started their work. Burnout here occurs primarily due to low wages, but sometimes also due to negative feedback that a person receives against the background of low professionalism.

Burnt out star- this is a person who, quite recently, was doing great with work. She was loved, easy for him and high paying, but it worked. external factors or the energy is depleted, and burnout has come. This is a great example of how burnout happens even to those who have a passion for their work.

Lost / unemployed- this is a person whose career did not take place. No favorite job, low qualifications and low earnings. The highest risk group (cleaners, porters).

Hard worker- loves his job and even copes with it perfectly, but earns very little. The hard worker is born from the prisoner of the dream. The problems mostly lie outside of work, usually at home. The reason is low energy levels, which leads to burnout at work.

Poor fellow- is very similar to the lost one, but he is already doing his job well.

Golden handcuffs- a difficult situation when a person has taken place as a professional and has an excellent one, but has not loved his job for a long time, or maybe he didn’t love it initially. Burnout occurs due to a lack of love for work.

I grabbed my luck by the tail- a rare situation when a person does not like work, does not know how to do it, but earns good money. This is either the result of a family business or political decisions.

From dirt to Kings- and this is already a very rare situation when a person loves work, does not cope with it very well yet, but already earns excellent money. As a rule, the result of successful career decisions. In pursuit of advanced training, a person overloads himself with information, actions, tasks and burns out as a result of a lack of energy.

7. Rate how much you love your job

Understanding the current level of love for work helps you choose a further strategy: change your job completely or change something in your current job.

Now take a short test, evaluating the answer to each question on a five-point scale, where 1 - you do not agree at all with the statement, 3 - somewhere between agreement and disagreement, and 5 - you absolutely agree with the statement.

I happily go to work every day.
My work allows me to fully realize myself and my talents.
I see meaning in what I do at my job.
My kind of activity corresponds to my life values and priorities.
I want to improve in what I do.

And now we evaluate the results.

Above 20- you are lucky with your job, you love it.

15–19 - you have a good job. Not ideal, of course, but, most likely, this will not lead to rapid burnout. Think about what you can change in your work to get closer to 20 points.

10–14 - you don't really like your job and, most likely, you often face burnout. It's time to start thinking about changing jobs here.

Less than 10- you do not like your job, which means that you are at risk and burnout, most likely, has already begun. It's time to actively start looking for a new job.

8. Describe your dream job

How do you get your dream job? There are a variety of training and career coaches available to help you find your dream job. I suggest starting with a simple exercise that will help you learn to understand what you like about work and what you don't.

Get a pen and a piece of paper or create a document on your computer. Make a three-column table: “I don't like this in my work”, “I love this in my work”, “I miss this in my work”.

First, we write down everything that we don't like about work and that we would not like to have in the future.

In the second - all the most interesting things in the work that are now (functions, tasks, colleagues, work schedule, office and its capabilities, etc.).

In the third - what is missing in your work. Here, too, we are not limited to functional duties alone.

9. Analyze how your work is organized

As I said before, in addition to internal factors (love of work), there are also external factors that also affect engagement. The world famous Gallup Institute has developed a questionnaire called Q12. It contains 12 questions that allow you to assess how much the workplace allows you to involve an employee. All 12 questions are structured around four areas:

the opportunity to grow at work;
teamwork;
management support;
meeting basic needs to get the job done.

These are 12 questions. Just answer “yes” or “no” and count the sum of the affirmative answers.

Do you know exactly what results are expected of you at work?
Do you have all the materials and equipment you need to get the job done well?
Do you have the opportunity to do what you do best every day at your workplace?
Have you received praise or an award for Good work in the last week?
Does your boss or any coworker care about your personal development?
Is there an employee who encourages your professional development?
Do colleagues and management consider your professional opinion?
Do you think your company's mission / purpose is helping you to understand the importance of your work?
Are your colleagues adhered to high standards of work quality?
Do you have a friend at work?
Has anyone at work talked to you about your progress in the past six months?
Have you had the opportunity to learn new things and grow professionally in the last year?

Now let's look at the results:

10 positive answers- everything is fine with your work, it has a high level of involvement.

7–9 - your work is generally quite engaging, but there is already a risk of burnout.

4–6 - your work does not involve you very much. You are lucky if at the same time you love her and you have enough energy.

3 or less- even against the background of love for work and a sufficient supply of energy, the risk of burnout is high.

By the way, according to the same Gallup research, companies with a high level of employee engagement are more successful, so creating engaging work is useful not only for the employee, but also for the company itself.

In addition to the factors described above, there are several other factors that affect engagement.

10. Tell yourself honestly: do you only work for the wages?

Wages play a big role in engagement and burnout. I have observed many people who, having an unloved job and not a very good organization of their workplace, could travel a lot, do their hobbies outside of work.

11. Look at your boss: maybe the reason for your burnout is in him?

The manager can also both contribute to employee burnout and help to avoid it. Basically, the difference lies not in who is better: a manager or a leader, but in how much the manager is interested in the employee as a person. How much attention is paid to his emotions, condition, problems, interests.

Consider if your manager is capable of ensuring engagement on all 12 of the issues above? Maybe within the company you can go to another boss?

12. Focus on the area of influence, not on the area of concern

In his book "" Stephen Covey explains in detail what proactivity is and divides our work into two parts: a circle of concerns and a circle of influence. The key idea is that you need to focus your attention on the circle of your influence, and not on the circle of concerns, gradually expanding the former.

The circle of influence is what a person can change, improve, and so on, and the circle of concerns is external factors that affect the work, but it has not yet been possible to change them. Remember the stories about taxi drivers who are the best experts in politics and economics?

13. Develop Your Leadership Even If You Are Not A Leader

Burnout is also greatly influenced by working in matrix structure, when, in addition to the direct functional leader, there is another leader who sets tasks. Usually this is the head of the product, brand, line of business.

There is another side of working in a matrix structure: it is often necessary to organize the work of employees who are not direct subordinates. The same fate awaits project and product managers. The problem is called the entrepreneurial gap. This is when the tasks of the employee are broader than the sphere of direct influence. As a result, he is forced to answer for what he cannot influence administratively or by order.

The only solution to the problems of working in a matrix structure and the entrepreneurial gap lies in the area of leadership.

Leadership is the ability to influence people without administrative leverage.

This is the difference between a manager and a leader.

14. Slow down

An important burnout factor is the speed of work. There are companies that they say: "A year in two / three / five." These are companies in which processes are going many times faster than the industry average. This is a great place to quickly build a successful career, to skyrocket salaries, and accelerate burnout.

If you feel that you are working in such a company, think about how you can slow down? Give up secondary projects and tasks? More employees? Automate and optimize your work?

15. Assess Your Energy Balance

Now let's talk about energy, the third factor contributing to burnout, along with a love of work and an engaging workplace.

Our energy balance is influenced by:

Eco-friendly energy sources are those that are safe for our body.
Toxic energy sources - born from a lack of environmentally friendly, but have consequences in the future. These energy sources are commonly referred to as "credit". A person receives energy here and now, but is forced to give it for restoration in the future.
Energy thieves, or energy leaks. They reduce energy levels, but they are not wasted in work or life.

Eco-friendly energy sources

I have studied the issue of nutrition. I know what I eat and it benefits me.
I train at least three times a week and walk a lot.
I . At least eight hours a day.
I have a good attitude to people, to myself, and I have a close relationship with my loved one.
I can relax and spend time lazily.

5 - perfect! You have a lot of pure energy. No wonder you are happy and energized.

4 - Good! If you wish, you can do even better, because there is not much strength these days.

3 - it's time to change something. There are many more green energy sources that you have not tapped into. Where do you start?

1–2 - changes are urgently required. It seems that surgery is needed in this situation. Choose the sources that will give you the most energy and start making changes for the better.

In fact, there are many more sources, but these are the main ones, according to various studies. We will consider a wider list below and make your individual one.

Toxic energy sources

I am often in a hurry, nervous, annoyed with events and / or other people.
I often feel anxious. I am often moved.
I often feel the pressure of deadlines for completing tasks.
I often eat unhealthy foods, and I know about it.
I often drink alcohol, use drugs and smoke. I am ready to answer this question honestly.

We count the number of positive answers:

1–2 - perfect! Apparently, you have a minimum of toxic energy. Keep it up!

3 - Good! At the same time, there is room to grow. There are some toxins in your life. What are you going to do about it?

4 - it's time to change something. Most likely, you do not fully have enough energy for all your plans. The reason is now clear. Start cleaning up toxins.

5 - changes are urgently required. Immediate detoxification is needed. You have tremendous opportunities to increase your own energy level in a harmless way. Talk to your coach about a change plan.

At first glance, many of these factors are similar not to the source of energy, but to its thief, but this is not so. Adrenaline, which accompanies haste, anxiety, is an excellent source of energy, but depletes the body and requires subsequent recovery.

Energy Thieves

I weigh more than I would like. I'm definitely unhappy (unhappy) with my weight.
I am often surrounded by people who share negative thoughts and news, complain, and also criticize others and / or me.
I often have remorse and do nothing to remedy the situation.
I am constantly surrounded by clutter (in everyday life, work, schedule), and this prevents me from being effective and enjoying life.
There are people with whom I did not resolve conflicts, although I could. It would do me good.

And now we count the number of positive answers:

1 - perfect! It looks like there is a minimum of energy loss in your life. Keep it up!

2–3 - Good! If there is a desire to bring the situation to perfection, then you have the opportunity for this. The ideas are in front of you.

4 - it's time to change something. Now it is clear why there is not always enough strength for action. You have a lot of losses. Get rid of them and live a more energetic life.

5 - changes are urgently required. It seems that the level of the outflow of forces is simply off scale, but this is also the good side... By getting rid of losses, you can achieve much more. It's time to plan and implement major changes for the better.

Think about your list of kidnappers. I recommend making a list of at least 10-15 items, and then asking yourself the question: "How can I get rid of these kidnappers?"

16. Build your list of energy sources

Sources of energy that restore its supply as quickly as possible:

meditation;
yoga;
religion;
sympathy;
love relationship;
pet you can pet (sorry, fish lovers);
volunteering (but not professions that require a lot of compassion);
laughter;
joy;
fun.

Now let's put together your list of things to do to help you recover. The list is highly individual. This can include anything: sports, travel, or any other device, reading articles and attending trainings, spending time with family, sauna with friends, reading books, shopping, washing a car, visiting a hairdresser, and more.

17. Find ways to save energy outside of work

In addition, we spend a lot of energy at home performing routine activities that are necessary for life. But some of them are subject to automation and optimization. Here's a quick checklist of what you can do to save 5 to 30% of your daily energy reserve. I will omit the most obvious things that are already in every home, like a washing machine or a regular vacuum cleaner.

Robot vacuum cleaner. It is only gaining popularity, but it has already proven itself perfectly. Works in automatic mode every day, due to the turbo brush and dust suction, it ensures cleanliness in the house. Completely replaces a conventional vacuum cleaner, and this saves two to three hours per week.

Dishwasher. There are both built-in and free-standing ones (that is, you can buy after buying a kitchen). In addition to saving water, it solves the problem of hand skin contact with toxic detergents. Savings - seven hours a week.

Multicooker. Helps to cook without being at the stove, as it eliminates the possibility that food will run away or burn due to boiling water. The savings greatly depend on the amount of home cooking and the sophistication of the menu, I think that at least five hours a week.

Dryer for clothes(or washer with dryer function). Allows you not to put the laundry in a basin, carry it to the balcony, hang it on the dryer, then collect it again from the dryer in a basin and carry it for ironing. Savings - two hours a week.

Electric meat grinder. Cited as an example. There are also bread makers (which also make jam excellently), electric coffee makers with a built-in coffee grinder and other equipment that slightly simplifies the cooking process. Savings - one hour per week.

Cleaning lady for hire. Usually once every two weeks is enough, costs $ 60 a month and saves four hours a week. Not very common yet. When making a hiring decision, I recommend that you compare your hourly income with the cleaning lady's hour ($ 4) and conclude whether it is worth investing this time in work tasks and getting a reward, or doing the work yourself.

Takeaway food. It is not always necessary to cook food at home - you can often order delivery of pizza, sushi and, in general, any meals to your home. It costs less than going to a restaurant and avoids cooking once or twice a week. Savings - one hour.

Microwave. It is extremely popular now, but few people use it specifically for, in 90% of cases, for warming up. Nevertheless, in it you can perfectly cook your own porridge in the morning (if not in a slow cooker) and save one hour a week.

We count all the savings: 3 + 7 + 2 + 4 + 1 + 1 = 18 hours a week... And this is two working days, for example.

18. Reduce the number of decisions you make

Another fun way to save energy is to keep life's problems and solutions to a minimum. An interesting case with Mark Zuckerberg, Steve Jobs and Barack Obama, who stated that they wear the same clothes to avoid having to make a decision every morning about what to go to work.

19. Start going home at 7:00 pm or earlier.

Speaking of energy, it is important to note such a growing trend as. In fact, there is a simple truth behind the beautiful title and the abundant literature: the time spent at work and the time spent outside of it must be balanced.

There is a lot to say about this, but my experience only testifies to one thing: if you leave work after 19:00, then you have no balance. I am not writing 6:00 pm because an article on burnout is likely to appeal to career-focused people for whom leaving at 8:00 pm is a good thing. If you don't have enough time at work, come earlier. At 8:00, at 7:00, and maybe at 6:00. The main thing is to leave early.

In the morning at home before work, you do not recover. Don't develop. So why waste the morning and then go home late?

20. Practice wellbeing.

The concept of wellbeing and happiness in life is gaining more and more popularity. Wellbeing is made up of five elements and helps prevent burnout:

Keep in touch. Strive to build relationships with people who are important to you.
Be proactive. Take a walk (if you work in a low-rise building, very often there is an opportunity to resolve issues with a colleague while walking around the building), run, ride a bike. Move.
Watch. For what is happening around, for the changing seasons. Enjoy every moment.
Keep learning. It doesn't matter what: cooking new dishes, playing the guitar, English, driving a car or even extreme driving, speed reading, touch typing.
Give it back. Do something good for your friends, family, and thank and smile at others.

21. Focus on your happiness

Many companies are starting to focus on happiness. The happiness of employees, customers, players. For example, we all know a company about which even a book has been written.

Happiness also helps you avoid burnout. Follow the principles of a happy life and work, and you will not be afraid of burnout. The most famous here is the PERMA model.

Positive emotions (I already wrote about this as one of the main sources of energy renewal).
Engagement is both a love of work and engagement in the workplace.
Relationships (mentioned this in the points about energy sources and wellbeing).
The meaning of life is broader than the love of work. This is an understanding of your place in life.
Achievements are any results that give us a sense of usefulness and value.

22. Hire a coach

Another popular area is career coaching. More and more people are emerging who specialize in career counseling. These people tend to know what influences successful careers and how to deal with burnout.

23. Take the Sabbatical

It is still a rare phenomenon in our country, but already popular in the West -. Conscious leaving work for a period of 30 to 180 days, although in rare cases it can be for a whole year. This is an analogue of dismissal from a company with the only difference that after some time the person returns to work and looks to see if the burnout has been completely cured. The Sabbatical very often ends not with a return to exactly the same place, but with a transfer to another position or direction within the company.

Why is sabbatical better than firing? It is very difficult to rest and recover, knowing that after that you will need to actively look for work. The uncertainty of the future creates a sense of fear. Agree, it's hard to recover from fear.

24. Read trending articles

What else is interesting about burnout? On the Quora platform, which is so popular today, people give the following tips:

Despite the workload and intensity of work, do not quit.
Take breaks from work as often as possible. Use opportunities to hold meetings outside the office, during walks, organize team meetings outside the company.
Even a 30-day sabbatical can help well.
Passion for work is the main vaccine against burnout.
The ability to react very quickly to the first signs of burnout is the best prevention.

25. Read a book on burnout

There are quite a number of books on the topic of burnout on Amazon, but, unfortunately, I never found a comprehensive and holistic approach. At best, 50% of the material in this article, but a more detailed description can be found in total in these four books:

Mission, vision, values, goals.
Goals, development, relationships and support, contribution, leader, coach.
Sports, travel, games, articles and trainings, family, sauna, friends, books, shopping, car wash, barbershop.

I have determined for myself what my mission in life is, what future I am going to, what is important for me on the way and what goals I want to achieve. Thanks to this, I have a love for my work.

At work, I set goals that are related to the goals of the company, maintain relationships with colleagues, constantly assess my contribution to the overall result, and communicate with my leaders in confidence. In addition, I have a coach who helps me build my development. This all gives me a high level of involvement in the workplace.

I restore energy through classes, I love traveling with my family, playing computer games, going to the sauna. I talk with friends almost every day, read books.

Here, in fact, I told you about what burnout is, what are its causes. He talked about the burnout formula, the importance of love for work, high-quality workplace organization and energy recovery. I shared my experience, as well as the world's best sources.

10 most important ideas to combat burnout

Determine if you have signs of burnout.
Find out what is the reason for your burnout.
Describe your dream job.
Analyze the quality of the organization of your work.
Assess your energy balance.
Make a list of energy sources for yourself.
Streamline your work at home.
Leave home before 19:00.
Think about your happiness, watch your steps towards a happy life.
If you are already on the verge of complete burnout, take the sabbatical.

Surely each of us has a friend, acquaintance or colleague who sits opposite. He has clear signs of burnout, and he will definitely be grateful if you drop him a link to this article.

The organization of workplaces at the enterprise must be carried out competently and correctly, so that employees can perform their duties efficiently with the least amount of time.

The workplace is that part of the production area where a person performs his functions using the tools he needs for this. The equipment and design of the space he needs depends on the activities of a person and his duties.

Characteristics of the cook's workplace

The reputation of food establishments depends to a large extent on the work of the chef. In cafes and restaurants, with well-prepared and beautifully decorated dishes, the number of visitors will only increase. In order for a chef to perform his duties well, he must have an efficiently equipped workplace.

Evaluation of the work of a cook

Any work should be paid fairly. For this, an assessment of jobs is carried out, which determines the size of the employee's wages. Evaluated:

The complexity of the functions performed.
Personal responsibility in the workplace.
Availability of the necessary knowledge and skills for work.

These three main criteria consist of many small items that are also evaluated. It is important that the assessment of jobs does not have subjectivity, but takes place from the objective side.

The microclimate of the cook's working area

In order for a person to perform his duties efficiently, it is necessary to create decent working conditions for him. The microclimate is the main parameter that ensures the comfort of being in the working area.

The organization of the cook's workplace should be carried out taking into account the principle of creating maximum comfort for the employee. If the chef is uncomfortable in performing his duties, then it is necessary to carry out a full range of technological, sanitary-technical, organizational measures to bring the microclimate of the room back to normal.

Necessary:

Adjust the ventilation system.
Insulate surfaces that emit thermal radiation.
Replace old equipment with modern ones.
Use collective remedies.

Using local exhaust

When cooking food, the air is saturated with its aromas, and if you cook a lot, and often - different food, then there is always a "mixed" smell. At the same time, not only it appears in the air, but also oil particles, residues of water vapor, soot. It also mixes carbon monoxide and carbon dioxide with air.

These odors can be controlled by using the ventilation system in the space. It is rather difficult to assess the excess of the level of odors and gases, because a person who has been in such a room for some time has a dull sense of smell, which is why the assessment will be subjective.

To get rid of excess odors and improve the air, local hoods are installed in the kitchen. They will "intercept" the aromas above the stove and bring them into the ventilation system. Hoods must be of high quality and powerful, then this will help to cope with the problem of air purification in the kitchen.

High-quality equipment is a guarantee of the institution's reputation

The organization of the cook's workplace implies the presence of the necessary attributes - tools. They are needed in order to quickly and efficiently prepare food. Therefore, the tool must be of high quality, as well as convenient to use and, ideally, perform several functions, that is, be multifunctional.

Food establishments must have professional equipment so that the cooking process of the cook goes without delay in time. Such equipment will pay off by the fact that it will last for many years without breaking or requiring repair.

The availability of multifunctional equipment will reduce the production stage to a minimum. However, the equipment present must be placed organically and not interfere with the chef's duties.

In the photo below, the workplace is presented in this form.

Required working area

An optimally equipped cook's workplace encompasses a triangle, that is, three key positions: stove, sink and refrigerator. At the same time, everything should be arranged conveniently and not too far from each other so that the cook does not travel long distances when preparing food. However, it is not recommended to put too close, since the movements should not be constrained.

Chef's work clothes

While at his workplace, the chef must wear special changeable clothing, which is worn directly at the workplace. This is done so that the street dust that is present on ordinary everyday clothes does not get on the food.

A set of sanitary clothes consists of the following mandatory items:

Jacket.
Cap.
Apron.
Neck scarf.
Towel.
Pants or skirt.
Replaceable special shoes.

The organization of the cook's workplace also includes the provision of quality work clothes. The chef's overalls follow modern trends. If earlier a robe was a necessary attribute of the form, now trousers (or a skirt) and a tunic are used. This, more "military" name, characterizes the features of the shirt: stand-up collar, double-breasted fastener, reliefs with piping. The jacket may have various buttons that will add style, they may also have the logo of the institution. Formerly a must-have cravat designed to wipe away sweat, it is now more like a complementary garment design element.

Since the cook is constantly exposed to steam and heat, the best option for shoes is a clog made of genuine leather with an orthopedic insole. The use of such insoles will allow you to correctly distribute the load on the legs - they will be less tired.

Clothing should provide the necessary freedom of movement, while always being clean and ironed.

Rules for the use of work clothes

Storing and wearing changeable clothes complies with the following rules:

Clothes should always be clean.
You cannot use pins.
Store changing clothes separately from regular clothes.
Do not go out in sanitary clothes.
Change as it gets dirty.

At his workplace, the chef always looks neat, which only adds to the positive feedback to the establishment's reputation.

Conclusion

The correct organization of the cook's workplace is the key to the success of the establishment. Because, being in a comfortable environment, the chef will be able to perform his duties efficiently and with pleasure. Moreover, his appearance must comply with the sanitary and hygienic standards of work in production.

Stylish design, high-quality tools, equipment and their organic arrangement in the working area will make the chef's work comfortable and productive.

To achieve the goals and perform the corresponding tasks, the manager must create an organizational structure (organizational management system) of the enterprise. In the most general sense of this word, the structure of a system is a set of connections and relationships between its elements. In turn, the organizational management system is a set of subdivisions and positions connected by relationships and subordination. When creating a management structure, the manager must, as much as possible, take into account the specifics of the enterprise and the peculiarities of its interaction with the external environment.

The process of creating an organizational management structure usually includes three main stages:

■ determination of the type of organizational structure (direct subordination, functional, matrix, etc.);

■ separation of structural divisions (management apparatus, independent divisions, targeted programs, etc.);

■ delegation and transfer to lower levels of authority and responsibility (management-subordination relations, centralization-decentralization relations, organizational coordination and control mechanisms, regulation of the activities of units, development of regulations on structural units and positions).

Methods for designing organizational structures. There are four methods for designing organizational structures. This is an analogy method, an expert method, a goal structuring method, and an organizational modeling method. Let's consider them in more detail.

1. The analogy method consists in developing, based on the analysis of best practices, typical management structures for enterprises operating in similar conditions.

2. The expert method consists in studying the organization, identifying and comprehending its most significant specific features, "bottlenecks" in the work of the apparatus, and developing recommendations based both on the opinions of experts and generalization and comprehension of the most advanced trends in the field of management organization.

3. The method of structuring goals provides for the development of a system of goals for the organization and its subsequent combination with the structure being developed. Thus, the structure is built on the basis of a systematic approach, which manifests itself in the form of graphic descriptions of this structure with a qualitative (partially quantitative) analysis and justification of options for its construction and functioning.

4. The method of organizational modeling is the development of formalized mathematical, graphic or machine descriptions of the distribution of powers and responsibilities in the organization in order to assess the degree of rationality of organizational decisions on the basis of clearly formulated criteria. At the same time, a formal description of an organization becomes its model if it can be used to evaluate various options for constructing an organizational management structure and its individual blocks.

The organization and management of the enterprise is carried out by the management apparatus. The structure of the enterprise management apparatus determines the composition and relationship of its divisions, as well as the nature of the functions assigned to them. Since the development of such a structure is associated with the establishment of a list of relevant departments and the staff of their employees, the manager determines the relationship between them, the content and scope of work performed by them, the rights and obligations of each employee. From the point of view of quality and efficiency of management, the following main ones are distinguished types of governance structures by the enterprise:

■ hierarchical type, which includes the linear organizational structure, functional structure, linear functional management structure, headquarters structure, line-staff organizational structure, divisional management structure;

■ organic type, including team, or cross-functional, management structure; project management structure; matrix, or program-target, management structure.

Let's consider them in more detail.

Hierarchical type of management structures. At modern enterprises, the most common hierarchical management structure (Fig. 2.5). Such management structures were built in accordance with the management principles formulated by F. Taylor at the beginning of the XX century. German sociologist M. Weber, having developed the concept of rational bureaucracy, gave the most complete formulation of six principles.

1. The principle of hierarchy of management levels, in which each lower level is controlled by a higher level and obeys it.

Following from the previous principle, the authority and responsibility of management employees correspond to their place in the hierarchy.

2. The principle of division of labor into separate functions and specialization of workers according to the functions performed.

3. The principle of formalization and standardization of activities, ensuring the uniformity of performance by employees of their duties and the coordination of various tasks.

4. The principle that follows from the previous one is the impersonality of employees performing their functions.

5. The principle of qualified selection, according to which hiring and dismissal from work are carried out in strict accordance with qualification requirements.

The organizational structure built in accordance with these principles is called the hierarchical or bureaucratic structure.

All employees can be differentiated into three main categories: managers, specialists, performers. Leaders- persons performing the main function (GF) and carrying out general management of the enterprise, its services and divisions. Specialists- persons performing the main function (PF) and engaged in the analysis of information and preparation of decisions on economics, finance, scientific, technical and engineering problems, etc. Performers- persons performing an auxiliary function (WF), for example, work on the preparation and execution of documentation, economic activities.

The nature of the structure of the management apparatus, as a rule, is determined by:

■ the volume of work performed;

■ the complexity of the manufactured products;

■ the number of employees;

■ the level of specialization of production;

■ the degree of technological equipment.

The management structure of various enterprises has a lot in common. This enables the manager to use so-called standard structures within certain limits. A prerequisite for this should be taking into account the specifics of the production of the enterprise, for which a version of the organizational management system is being developed.

Let's look at some of the hierarchical organizational structures.

Linear type of organizational structure (type of direct reporting). This version of the management structure is based on the principle of one-man management, which implies granting the manager broad rights and powers to perform his functions. The manager has the right to single-handedly make decisions on the management of the unit and is personally responsible for the activities of the team. The manager himself is usually subordinate to a higher management body. However, the head of this supervisory structure does not have the right to give orders to his subordinates without the permission of the immediate supervisor (manager) (Fig. 2.6).

Advantages of the structure: a clear system of mutual relations, clear responsibility, quick response and Feedback in response to guidance from senior management.

Disadvantages of the structure: lack of departments for production planning and preparation of decisions, a tendency to red tape when solving related problems of departments, overloading top-level managers.

The functional type of organizational structure. A feature of this type of organizational structure is that each structural unit specializes in performing a specific function. For industrial enterprises operating in a market economy, the following main functions are typical: research and experimental-industrial work, production, marketing, finance. Fulfillment of orders of the head of a functional unit within the limits of his authority is mandatory for subordinate structural units (Fig. 2.7).

Advantages of the structure: release of heads of production departments from the need to resolve special issues, the possibility of using experienced specialists, reducing the need for economists.

Disadvantages of the structure: complication of relationships, difficulty in coordinating management actions, manifestation of tendencies towards excessive coordination.

Linear-functional type of organizational structure. This is one of the most common options for organizing enterprises. The essence of this type of structure lies in the fact that production management is provided by both a linear apparatus and functional services (Fig. 2.8).

The basis of linear-functional structures is the "mine" principle of construction and specialization of the management process according to the functional subsystems of the organization: marketing, finance, planning, production (Fig. 2.9). For each of the subsystems, a hierarchy of services is formed, the so-called "mine", which permeates the entire organization from top to bottom. The results of the work of each service of the administrative apparatus are assessed by indicators characterizing the fulfillment of their goals and objectives.

Line managers carry out direct management of production, each of them acts as the sole manager in the corresponding production unit. Line managers are empowered and accountable for end results activities of subordinate units. Functional services (departments: planning, labor and wages, financial, accounting
riya, etc.) carry out the necessary preparatory work, carry out accounting and analysis of the activities of the enterprise, develop recommendations for improving the functioning of the enterprise. Based on these recommendations, the line apparatus makes the necessary decisions and issues orders to ensure the implementation of the relevant tasks. The personnel of the line apparatus and functional services are not directly subordinate to each other, however, they have certain mutual obligations to solve the problems facing the enterprise.

Advantages of the structure: liberation of line managers from the functions of providing production with resources that are unusual for them; the ability to coordinate actions between line and functional units; a high degree of specialization of the structural units of the enterprise.

Disadvantages of the structure: the need for line managers to constantly coordinate when solving current issues of production, economics, personnel with both the relevant functional services and top management; a long chain of commands and, as a result, distorted communications.

Headquarters type of organizational structure. This variant of the structure is primarily intended for organizing the work of top managers. With such a leader, a group of departments is created, the purpose of which is to obtain and analyze the necessary information, prepare and provide management with the necessary set of options.
solving a specific problem (Fig. 2.10).

Advantages of the structure: high-quality preparation of plans and solutions, a high degree of specialization of activities, professionalism of personnel.

Structural weaknesses: tendency to over-centralize management; reducing the personal responsibility of employees for the results of their work.

Linear staff management structure. The line-staff management structure has the same characteristics as the line-functional structure. It provides for the functional division of managerial labor in headquarters services at different levels (Figure 2.11).

The main task of line managers in this case is to coordinate the actions of functional services and direct them towards the common interests of the organization. The administration of Moscow is based on this principle.

Advantages of the structure: deeper, than in the linear, study of strategic issues; some unloading of top managers; a good first step towards more effective organic management structures, provided that headquarters units are empowered with functional leadership; the possibility of attracting external consultants and experts.

Disadvantages of the structure: insufficiently clear distribution of responsibility due to the fact that the persons preparing the decision do not participate in its implementation; a tendency towards excessive centralization of management; many of the disadvantages are similar to those of the linear structure, partially in a weakened form.

Divisional management structure. Divisional (from the English. division- branch) management structures began to emerge by the end of the 20s. XX century, when the size of enterprises increased sharply (Figure 2.12). They have become multidisciplinary, technological processes have become more complex.

Large corporations, which were the first to use these management structures, began to provide a certain degree of independence to their production units. The management remained with the development strategy, research and development, financial and investment policy. This type of structure combines centralized coordination and control of activities with centralized management. The key figures in the management of an organization with a divisional structure are not the heads of functional divisions, but managers who head production departments, the so-called divisions.

Structuring by division, as a rule, is carried out according to one of the criteria: product specialization(according to this principle, for example, the well-known company Procter and Gamble is built; by focusing on certain groups consumers - consumer specialization; by the served territories - regional specialization(the already mentioned company Procter and Gamble). Peak practical the use of these structures fell on the 60s - 70s. XX century.

The advantages of the structure. Such a structure is able to provide management of diversified enterprises with a total number of employees of the order of hundreds of thousands and territorially distant subdivisions. The divisional structure provides greater flexibility and quicker reaction to changes in the enterprise environment as compared to the line and line-staff structure. Branches become “profit centers” as the boundaries of their independence expand. There is a closer connection between production and consumers.

Disadvantages of the structure: a large number of "floors" of the management vertical; the disunity of the headquarters structures of the departments with the headquarters of the company; the main connections are vertical, therefore, there are common disadvantages for hierarchical structures, for example, red tape, overworked managers, poor interaction in solving issues related to divisions, and so on; duplication of functions on different "floors", and as a result, very high costs of maintaining the management structure; in departments, as a rule, a linear or line-staff structure with all its shortcomings is preserved.

Organic type of management structures. Organic governance structures have been developing since the late 70s. XX century. Such structures are also called adaptive, as they are able to quickly respond to market changes. The main property of organic management structures is their ability to change their shape, quickly adapting to changing conditions. The types of structures of this type are matrix (program-target), design and team forms of structures.

Matrix type of organizational structure. For the first time, this structure was proposed by Kaori Ishikawa and to this day, with minor changes, functions at Toyota and many other firms (Fig. 2.13). This management structure is also called target-oriented.

This variant of the organizational structure is based on the target-oriented principle of performing work, which involves the development of a program (project, topic, task) to achieve a specific goal. The manager in charge of the program is endowed with the necessary rights to attract the relevant production and functional units for the duration of a particular stage of work. At the same time, the specialists of such units participating in the implementation of this stage of the program continue to report to their immediate supervisors. With a matrix control structure, several programs can be executed simultaneously. The main thing is that there are enough material, financial and qualified labor resources for their implementation. Thus, with a matrix type of organizational structure, the vertical and horizontal lines of executive power function in parallel, which requires, first of all, from the top managers of the management a clear coordination of the work being carried out.

Advantages of the structure: focus on achieving the ultimate goal of the program; cross-functional coordination of work; effective ongoing planning; rational use of quality resources; increasing the degree of control over the work; unloading top management.

Structural weaknesses: difficulties in maintaining a balance of power between the leaders of the vertical and horizontal levels; violation of communications between permanent and temporary participants in the work; the complexity of reporting and monitoring work; the threat of double reporting for employees; high requirements for the qualifications of personnel.

The design type of the organizational structure. A project is understood as any purposeful change in the system. This can be the development and production of a new product, the introduction of new technologies, the construction of facilities, etc. In this case, the activities of the enterprise are considered as a set of ongoing projects, each of which has a fixed start and end date. Each project has its own structure, and project management includes defining its goals, forming a structure, as well as planning and organizing work, coordinating the actions of performers. When the project is completed, its structure falls apart, and employees move to new project or quit (if they were hired on a contract basis). In its form, the project management structure can correspond to both a brigade or cross-functional structure, and a divisional structure, in which a certain division (department) does not exist permanently, but is created for the duration of the project.

Advantages of the structure: high flexibility and reduction in the number of management personnel compared to hierarchical structures.

Disadvantages of the structure: very high requirements for the qualifications, personal and business qualities of the project manager. Such a leader must not only manage all stages of the project life cycle, but also take into account the place of the project in the company's project network. There is a fragmentation of resources between projects. The complexity of the interaction of a large number of projects in the company is observed. The process of developing an organization as a whole becomes more complicated.

Brigade (cross-functional) management structure. This is a very ancient organizational form. Workers' cooperatives were the first examples of such a management structure. The basis of this structure is the organization of work by working groups or teams (Fig. 2.14).

The greatest use of the brigade structure was observed from the late 70s - 80s. XX century. The basic principles of such a structure are: autonomous work of working groups (brigades); independent decision-making by working groups and horizontal coordination of activities; replacement of rigid administrative ties of a bureaucratic type with flexible ties, as well as the involvement of employees from different departments for the development and solution of tasks. In such organizations, functional units may remain, or may be absent (Fig. 2.15).

Advantages of the brigade structure: reduction of the managerial staff and improvement of management efficiency; flexible use of personnel, their knowledge and competence; creating conditions for self-improvement; possibility of application effective methods planning and management; reducing the need for generalists.

Disadvantages of the brigade structure: complication of interaction (this is especially evident in the cross-functional structure); difficulty in coordinating the work of individual teams; the need for high qualifications and responsibility of personnel and high requirements for communications.

Improving the organization of the enterprise. The job of managing an enterprise is complex and varied. To ensure the well-coordinated work of all structural divisions, a strict distribution of functions between them, it is advisable for an enterprise to have internal production regulations (regulations on departments, workshops, sectors, groups, teams, etc.). They should clearly define the tasks of the unit, its structure, subordination, and develop the duties and responsibilities of its head and employees. A clear division of responsibilities among subordinates is critical to successful management
enterprise.

To ensure the necessary flexibility and management efficiency, the manager should empower employees and assign appropriate responsibilities in such a way that emerging issues are resolved at the lowest possible level of management. The specific range of rights and obligations of employees of management systems units is provided for by job descriptions that should be available at each workplace. Job descriptions significantly increase the responsibility of the employee, specify his functions and enable the manager to clearly control the progress of their implementation.

A prerequisite achieving success in work is a competent organization of verification of the execution of the assigned case. Each violation of the established procedure, any unsatisfactory performance of the duties assigned to a certain employee should entail appropriate sanctions.

The need to improve the management system is due to objective processes associated with the complication of production and economic ties: an increase in the volume of work on the collection and processing of information; change (expansion) of the activities of enterprises.

A special place here belongs to the problem of collecting and processing information, the quality of decisions made on its basis.

Studies carried out abroad show that in a number of cases the actual information flows are approximately 4 - 5 times higher than the human ability to perceive and process it.

As a result, only part of the information is useful, which ultimately affects production process... Statistics show that the lower, and often the middle, management spend at least 40-50% of their working time collecting information and drawing up reports. Therefore, only such management is effective, which allows in a short time to process increasing flows of information, to use the objectively necessary number of indicators contained in it. The solution to the problem is possible only with the help of appropriate means of mechanization and automation of information processing. However, technical means by themselves cannot provide high management efficiency.

Therefore, it is extremely important for the manager to economically justify the choice of technical means in each specific case; determine the most rational organizational forms of using these funds; before implementation, review the existing systems and methods of work, change the forms and routes of documentation.

Considerable reserves for increasing the productivity of managerial labor lie in eliminating the loss of working time, combining functions, developing the division and specialization of labor of employees of the administrative apparatus. The main prerequisite for reducing the amount of work on management is the improvement of the production and organizational structure of the enterprise by combining related units, rational reduction of their number.

Simplification and reduction of documentation and reporting, rationalization of workflow, improvement of office work are also essential for reducing the volume of management work.