How to change the structure of an organization without paying. Organizational structure changes. The result of a change in the organizational structure of the organization
The main economic goals of the enterprise in market conditions are increasing production efficiency, maximizing profits, conquering new markets and meeting the needs of the team. Together with t
Ministry of Education Russian Federation
Tver State Technical University
On the topic: "Change organizational structure enterprises "
Completed by: Ermolaeva I.A.,
Group: AUP - 36
Checked:
Tver 2003
1. Introduction
2. Types of organizational structures 4
3. The concept and principles of building organizational structures 8
5. Features of enterprise management in market conditions 18
6. Conclusion 23
List of used literature 24
1. Introduction
The main economic goals of the enterprise in market conditions are to increase production efficiency, maximize profits, conquer new markets and meet the needs of the team. At the same time, the influence of the factor economic risk, there are advantages of free pricing, the possibility of independent choice of suppliers and consumers. At the same time, the state is relieved of all responsibility for providing the enterprise with raw materials and materials, for the sale of its products, for the level of its wages.
The economic reform being carried out in the country presupposes a radical change in the existing methods of strategic development of the enterprises themselves and state regulation economy. The goal of economic reform is to create new relationships between enterprises as well as within individual enterprises. Macroeconomic transformations are increasingly becoming the sphere of state regulation, and the general trend is the decentralization of management and the shift of the main regulatory levers to the micro level with the transition to ever greater economic independence of enterprises, primarily on the basis of the development of property relations on them.
Each enterprise is forced to independently choose the way out of the crisis and entering the market. A condition for stable effective functioning is such a form of enterprise behavior, in which, in our opinion, “the private initiative and care of each person about himself is manifested as much as possible”.
2. TYPES OF ORGANIZATIONAL STRUCTURES
The assessment of the current organizational structure of the enterprise is best carried out within the framework of a comprehensive diagnostics of the state of the enterprise, including, in addition, an assessment of the financial and economic state, problems and directions of development of the management team, marketing orientation of the enterprise, etc.
The existing management system needs to be changed when the organizational structure and functions performed by the divisions ceased to correspond to the tasks solved by the organization and are insufficient for solving long-term tasks. As a rule, this is precisely the situation at most Russian enterprises - the management structure gradually began to lag behind the requirements of the time (inadequate to the current situation and the ongoing changes). There are the following typical shortcomings of existing organizational structures: excessive isolation of structural units with top managers
(at least - the CEO) and, as a result, their overload
(inability to fulfill their functional responsibilities); the presence of many deputy CEOs and directors with vague and overlapping ranges of responsibility; there is no information support for the activities of the enterprise (the automation department of the control system does not work for the needs of a specific user; the maximum that is served is accounting), in particular commercial and financial activities; different aspects of a unified personnel service are either absent altogether, or are scattered across functional divisions with different levels of subordination (personnel department, personnel department, and labor and wages department); there are no or are present formally vital financial and economic units and a real man fully responsible for the financial results of the enterprise
(financial director); there is no change management service that determines at a specific point in time the orientation of the organization to the requirements of the external environment.
The privatization of state-owned enterprises gave the necessary impetus to a change in the structure of Russian production. Not only the form of ownership has changed, but also the range of products, priorities in the organization of production and sales; finally, really competent specialists in the fields of management, marketing, personnel management and other spheres began to appear at the enterprises. However, often, these changes are only quantitative in nature, and here's why: the organizational structure of state-owned enterprises, as a rule, was built on a functional basis. Decisions were made centrally and planning was done from the center. Such a system was designed to operate in a stable economy.
Such a structure has a number of advantages under certain conditions.
With a centralized planning of production and a weak diversification of production, its vertical organization makes it possible to promptly bring the decisions of the center to the production departments, helps the director to be aware of everything that is happening in all structural units of the enterprise. However, the market environment is characterized by a high degree of diversification of production and great independence of individual divisions of the enterprise. In such conditions, the system of functional organization provides a weak degree of interaction between departments. This leads to an excessive overload of senior management, forced to play the role of a liaison between them, making day-to-day production decisions and resolving conflicts.
In addition, the functional organization does not allow to accurately assess the efficiency of various industries within the same enterprise, which is often critical for the survival of the company.
A structure devoid of these shortcomings is a business unit-based organization.
Each business unit, being an independent production and commercial unit, combines all the functions and activities necessary for the development, production and sale of any particular type of product or group of products and allows managers to develop skills and experience to quickly respond to changing customer needs. and the market situation. Any of these divisions is like a company within the company, the management of which is responsible for the results of its activities. The reports of each business unit are accessible and understandable to both shareholders and senior management of the company.
The activities of each business unit and the results achieved are clearly reflected in its financial statements.
The disadvantage of such an organization system is the inevitable duplication of functions of similar departments within different business units.
In highly integrated industries, it is often impossible to allocate all the resources of an enterprise to business units, as this leads to an increase in the cost of production.
In addition to the organizational structure, built on a functional basis, and the structure based on business units, there is a so-called matrix organizational structure, which combines the features of both.
The purpose of creating a matrix organization is to combine the advantages of both of the above structures. The functional part of the matrix organizational structure ensures the sharing of company knowledge and skills and the implementation of economies of scale. At the same time, having project managers or product managers ensures that individuals are directly responsible for product performance and for coordinating how different functional areas contribute to that performance.
Since each manager applies his own criteria for assessing the effectiveness of his work, disagreements regarding the choice of the optimal solution in a given situation are inevitable. Since the matrix organization does not ensure consistent subordination of managers of different levels and categories, it is often unclear who should make the final decision - heads of functional departments or managers by product. In this regard, the directors of many companies believe that managing matrix organization too difficult.
A matrix organization can function effectively if properly designed and applied. This organizational structure is especially common in large companies that manufacture a wide variety of consumer products. As a rule, common distribution channels are used for these types of products and, possibly, these types of products can be produced on the same production facilities, but at the same time, a quick response to changing consumer tastes must be ensured - flexible change in each of these types of products.
There is a set of standard recommendations that are offered when reorganizing the existing management structure of almost any modern industrial enterprise in Russia: the withdrawal of an enterprise from the zone of near bankruptcy requires active participation in the management of the general director, which is possible only if the number of close ties to him decreases; to manage operational activities, ensure production and implement tasks technical development the firm needs a clearer separation of the functions of the production director and chief engineer; the nature of the firm's activities, the need to solve a large complex of tasks in the field of sales requires the creation of a flexible commercial service that has a certain degree of independence. This is achieved by organizing the service on a regional and product basis, transferring certain powers and responsibility to the heads of the service and product groups for the decisions made in the field of sales and purchases; a weak focus on the final consumer of products dictates the need to create a marketing department at the enterprise and transfer to it the functions of improving the assortment; to ensure the effective functioning of the company, a clear separation of the functions of the financial service and accounting is necessary; ensuring the development of new areas of activity of the enterprise requires the creation of a change management service (the main task of which is organizational support for the adaptation of production and technological process to changing market conditions); to engage in promising market niches it is necessary to reorient the quality management service to the end user; an excess of personnel and at the same time a lack of qualified personnel dictate the need to create a full-fledged HR service under the supervision of the HR Director, especially in terms of personnel motivation and certification, as well as the search and training of highly qualified personnel; hand over transportation Department under the jurisdiction of the commercial director, as he mainly provides the activities of the supply and sales departments; introduce the post of director-administrator with the transfer to him of all auxiliary and service divisions (including the non-industrial sphere); in connection with the tightening of competition, a rational approach to the analysis of the enterprise's activities and planning its own activities for the future is necessary, which can be organizationally provided by the introduction of three departments
(financial planning, corporatization and monetary circulation, economic) with their subordination to the financial director.
3. The concept and principles of building organizational structures.
The organizational structure of management is understood as an ordered set of stably interconnected elements that ensure the functioning and development of the organization as a whole. The organizational structure of management is also defined as a form of division and cooperation of management activities, within the framework of which the management process is carried out according to the corresponding functions aimed at solving the tasks and achieving the intended goals. From these positions, the management structure is presented in the form of a system of optimal distribution of functional duties, rights and responsibilities, the order and forms of interaction between the management bodies that are part of it and the people working in them.
The key concepts of control structures are elements, connections
(relationships), levels and powers. Elements of the organizational structure of management can be both individual employees (managers, specialists, employees), and services or bodies of the management apparatus, which employ a certain number of specialists performing certain functional duties. There are two directions of specialization of elements of the organizational structure of management: a) depending on the composition of the structural divisions of the organization, the links of the management structure are singled out that carry out marketing, production management, scientific and technical progress, etc .; b) based on the nature of the general functions performed in the management process, planning bodies are formed, organizing production, labor and management, controlling all processes in the organization.
The relationships between the elements of the control structure are maintained due to the relationships, which are usually divided into horizontal and vertical.
The first are of the nature of coordination and are single-level. The second is the relationship of subordination. The need for them arises when the structure of the control system is hierarchical, that is, when there are various levels of control, at each of which its own goals are pursued.
With a two-tier structure, top management is created
(management of the organization as a whole) and lower levels (managers who directly supervise the work of performers). With three or more levels in the organizational structure of management, the so-called middle layer is formed, which in turn may consist of several levels.
In the structure of the organization's management, linear and functional links are distinguished. The first is the essence of the relationship regarding the adoption and implementation of management decisions and the movement of information between the so-called line managers, that is, persons fully responsible for the activities of the organization or its structural units. Functional links are associated with certain management functions. Accordingly, such a concept as powers is used: line personnel, staff personnel and functional. The powers of line managers give the right to resolve all issues of development of the organizations and units entrusted to them, as well as to give orders that are binding on other members of the organization (units). The powers of staff personnel are limited to the right to plan, recommend, advise or assist, but not order other members of the organization to carry out their orders. If one or another employee of the management apparatus is given the right to make decisions and perform actions that are usually performed by line managers, he receives the so-called functional powers.
There are complex relationships of interdependence between all the above-mentioned components of the organizational structure of management: changes in each of them (say, the number of elements and levels, the number and nature of connections and the powers of employees) necessitate a revision of all the others. So, if the management of the organization decided to introduce a new body into the organizational structure of management, for example, a marketing department (whose functions no one had previously performed), it is necessary to simultaneously answer the following questions: what tasks will the new department solve? to whom will he be directly subordinate? what bodies and divisions of the organization will bring the necessary information to him? at what hierarchical levels will the new service be presented? what powers are assigned to the employees of the new department? what forms of communication should be established between the new department and other departments?
An increase in the number of elements and levels in the organizational structure of management inevitably leads to a manifold increase in the number and complexity of connections arising in the process of making management decisions; the consequence of this is often a slowdown in the management process, which in modern conditions is identical to a deterioration in the quality of functioning of the organization's management.
Many requirements are imposed on the management structure, reflecting its key importance for management. They are taken into account in the principles of forming the organizational structure of management, the development of which was devoted to many works of domestic authors in the pre-reform period. The main of these principles can be formulated as follows.
1. The organizational structure of management should first of all reflect the goals and objectives of the organization, and therefore, be subordinate to production and its needs.
2. Provision should be made for an optimal division of labor between governing bodies and individual workers, ensuring the creative nature of the work and the normal workload, as well as appropriate specialization.
3. The formation of the management structure should be associated with the definition of the powers and responsibilities of each employee and management body, with the establishment of a system of vertical and horizontal links between them.
4. Between functions and duties, on the one hand, and powers and responsibilities, on the other, it is necessary to maintain compliance, the violation of which leads to dysfunction of the management system as a whole.
5. The organizational structure of management is designed to be adequate to the socio-cultural environment of the organization, which has a significant impact on decisions regarding the level of centralization and detailing, the distribution of powers and responsibilities, the degree of independence and the scope of control of leaders and managers. In practice, this means that attempts to blindly copy management structures that function successfully in other socio-cultural conditions do not guarantee the desired result.
The implementation of these principles means the need to take into account when forming
(or restructuring) the management structure of many different factors influencing the organizational structure of management.
The main factor "setting" the possible contours of the parameters of the management structure is the organization itself. It is known that organizations differ in many ways. The wide variety of organizations in the Russian Federation predetermines the multiplicity of approaches to building management structures. These approaches are different in commercial and non-commercial organizations, large, medium and small, at different stages. life cycle having different levels of division and specialization of labor, its cooperation and automation, hierarchical and "flat", and so on.
Obviously, the management structure of large enterprises is more complex than that of a small firm, where all management functions are sometimes concentrated in the hands of one or two members of the organization (usually a manager and an accountant), where, accordingly, there is no need to design formal structural parameters. As the organization grows, and therefore the volume of management work, the division of labor develops and specialized units are formed (for example, for personnel management, production, finance, innovation, etc.), the well-coordinated work of which requires coordination and control. Building a formal governance structure that clearly defines roles, relationships, powers, and levels becomes imperative.
It is important to pay attention to the interface between the management structure and the phases of the organization's life cycle, which, unfortunately, is often forgotten by designers and specialists. solving the problem improving management structures. At the inception stage of an organization, management is often carried out by the entrepreneur himself. During the growth stage, there is a functional division of labor of managers. At the stage of maturity, the tendency towards decentralization is most often realized in the management structure. During the recession stage, measures are usually developed to improve the management structure in accordance with the needs and trends in production changes. Finally, at the stage of the termination of the existence of the organization, the management structure either completely collapses (if the company is liquidated), or it is reorganized (as soon as the given firm is acquired or taken over by another company, which adapts the management structure to the phase of the life cycle in which it is located).
The formation of the management structure is influenced by changes in the organizational forms in which enterprises operate. So, when a firm joins an association, say, an association, a concern, etc., there is a redistribution of management functions (some of the functions, of course, are centralized), therefore, the management structure of the firm also changes. However, even if an enterprise remains independent and independent, but becomes part of a network organization that temporarily unites a number of interconnected enterprises (most often to take advantage of a favorable situation), it has to make a number of changes to its management structure. This is due to the need to strengthen the functions of coordination and adaptation to the management systems of other companies in the network.
An important factor in the formation management structures- the level of development at the enterprise of information technology. General trend towards decentralization
"electronic intelligence", that is, an increase in the number of personal computers with a simultaneous expansion of the use of local networks at the enterprise level, leads to the elimination or reduction of the amount of work on a number of functions at the middle and lower levels. This applies primarily to the coordination of the work of subordinate units, the transfer of information, the generalization of the results of the activities of individual employees. A direct result of the use of local area networks can be the expansion of the sphere of control of managers while reducing the number of levels of management in the enterprise.
In this context, it should be noted that the modern development of information systems leads to the formation of a new type of enterprises, which in Western literature are called "virtual" companies (organizations). They are understood as a set of independent (most often small in size) enterprises, which are, as it were, nodes on an information network that ensures their close interaction. The unity and purposefulness of the work of these firms is achieved through flexible electronic communications based on information technology, which literally permeates all areas of their activities. Therefore, the boundaries between the organizations included in them become "transparent", and each of them can be considered by a representative of the company as a whole.
Changes in recent years in the Russian economy have given rise to new concepts and guidelines in the activities of enterprises: the market, competition, etc.
"Coordinates" led to a shift in emphasis on the development of the company's development strategy: instead of focusing on a plan lowered from the top, a transition to asset management. The intensity and form of external influence on the activities of the enterprise has radically changed. New external incentives have emerged, in particular the interests of the owner. The field of choice for the enterprise has also significantly expanded in the possibility of developing its activities, complicating its structure, discovering new, more profitable spheres of functioning. In market conditions, the company is forced to quickly find new solutions for critical situations. Businesses use bank loans, start producing high-demand goods, lease property, etc.
There are two trends in the changing state of Russian enterprises:
Negative, associated with enterprises in a crisis situation, which continue to decline in production, decline in competitiveness up to a halt and bankruptcy;
Positive, associated with enterprises that have not been in a crisis state and continue to function normally, or have stabilized their condition, or provide an increase in sales, profitability, and an improvement in their financial condition.
According to expert estimates, more than 40% of Russian enterprises are unprofitable, they are characterized by delays in wages, non-payments to the budget, etc. and, as a result, aggravation of social tension. The second, positive process, although it manifests itself in a much more modest performance(according to the same estimates -
10-15% of enterprises), is a supplier of invaluable experience, which is necessary to reverse negative trends and ensure the recovery of the Russian economy.
To achieve positive results in an enterprise, it is necessary to activate its internal capabilities, significant change strategies, reorganization and creation of an effective management system, in other words - its reform. It presupposes successive changes leading from the old form of management to a new one, corresponding to the changed economic conditions. Without providing a comprehensive program for reforming unprofitable enterprises, negative trends in the Russian economy cannot be defeated.
The Russian Government made a real step towards reforming enterprises - the Concept of reforming enterprises and other commercial organizations was approved. The concept notes that only macroeconomic conditions for economic growth are not enough and it is necessary to concentrate efforts on ensuring the effective development of enterprises as the main structural element of the economic system of Russia, stimulating internal transformations at enterprises.
The purpose of government reform is only to promote internal processes that lead to better governance in the organization. At the same time, the strategic objectives of the reformed enterprises are: availability of business plans for the medium and long term; go to international standards accounting; transition to payment of value added tax and excise taxes as products are shipped; reduction of non-monetary settlements up to their complete termination.
One of the areas of reform is structural reorganization, or, as they say, restructuring of enterprises. This process includes an increase in the economic independence of divisions, the achievement of one or another degree of their economic isolation, as well as the associated processes of changing the assortment (its diversification); personnel, financial and marketing policy of the enterprise.
It is necessary to highlight the following basic principles restructuring: without giving freedom to departments, it is impossible to make them mobile and proactive, and the whole enterprise is manageable and quickly adapting to external changes; not all units are worthy of life without serious reform; the development and use of reserves is possible only upon obtaining the right to independently use the results of their actions.
Recently, another economic term has appeared and is gaining popularity - reengineering. It means a radical restructuring
(redesigning) business processes to achieve radical, leapfrogging improvement in the firm's performance. Reengineering is usually presented as a fundamental rethinking and radical business restructuring in order to improve such important indicators as cost, quality, service level, speed of operation, finance, marketing, building information systems.
There are several principles of reengineering: abandoning outdated rules and starting the business process from scratch. This makes it possible to overcome the negative impact of the prevailing economic dogmas; neglect of existing systems, structures and procedures of the company and radical change in the way economic activity; leading to significant changes in the indicators of economic activity (by an order of magnitude different from the previous ones). Reengineering is necessary when there is a need for very significant improvements, which is typical for today's Russia.
However, at high economic efficiency reengineering, there are factors that make its application at Russian enterprises problematic.
First of all, these are social reasons, since a sharp rejection of the existing scheme, which is inherent in this process, can have an extremely negative effect on the structure of jobs, and in fact, perhaps, the main requirement of the state for reformed enterprises today is to maintain the current level of employment. In addition, reengineering in itself is a rather risky process, in which a really existing, but unsatisfactory working model is replaced by an ideal one, that is, artificially constructed, which always, and in conditions of Russian instability - especially, can lead to results opposite to those expected.
The liberalization of the economic process (free pricing, the formation of the main elements of costs, the attraction of domestic and foreign capital) affects, first of all, the micro level. It defines fundamental changes within the enterprise itself.
It is important to emphasize the key features of the reformed Russian companies that distinguish them from their foreign counterparts. The differences are due to: unstable socio-economic situation; limited government support for enterprise reform policies and their restructuring in particular; insufficient provision of reforms in the field of the legal and regulatory framework; weak provision of companies with methodological documentation in the absence of qualified consulting services for restructuring and the formation of a financial strategy; unstable financial condition companies (often we are talking about unprofitable or unprofitable companies on the verge of bankruptcy); limited financial base for restructuring, i.e. the continued relative isolation of Russian companies from such sources of funding as international markets capital, loans from large foreign banks, etc .; lack of highly qualified management personnel.
Restructuring should begin with the development of a strategic vision for the company to define its purpose. This general concept should correspond to the strategy that needs to be developed, first of all, for each division within the company. At the same time, it is important to establish the degree of interdependence of the main divisions. If you plan to create joint venture with foreign partners, then it is necessary to clearly present the strategy of this enterprise, providing for the necessary investments. Only then can the organizational structure be modeled most suitable for the implementation of the company's strategy. It is necessary to define the company's management systems, human resources, timelines It is necessary to constantly monitor the compliance of the strategy and organizational model of the company with the changed conditions.
A special issue is the calculation of the costs of the restructuring process. It is important to focus the company's efforts on the area where sustainable competitive advantages are real.
Special work is to be done in connection with the formation of a working group to draw up a general plan for restructuring, to ensure interaction between departments. Providing the working group with the necessary information is of great importance.
By the beginning of the restructuring process, it is necessary to have its clear plan and fully understand what the result is supposed to be, what fundamental changes in the company's activities will occur. Restructuring a company is a long-term strategic task that requires constant, focused efforts. It is important that the work on resolving temporary crisis situations does not negate long-term strategic actions, but serves to support them.
Restructuring is associated with cost reduction by eliminating unnecessary or unprofitable activities, improving the quality of managers and all personnel, but it requires the introduction of clear criteria for assessing performance and an accurate reporting system.
The process must be accompanied by the development effective mechanisms control
(action plans, reports on results achieved, personal interest and management responsibility).
Many Russian enterprises have found approaches to solving their problems, the restructuring carried out allows them to play a significant role in the domestic market and the markets of foreign countries. A typical example of the restructuring of the domestic industry is the reorganization of Rosprom and the Yukos oil holding. In early 1997, a decision was made to merge the two companies into an organizational merger, each of which remains a separate legal entity when a new management structure is introduced.
The initial stage in the integration of the companies was the financing of the joint board as an executive body. The created Administrative Council functions as a general administrative body to consider common issues for all enterprises of Rosprom and Yukos. At the same time, Rosprom -
YUKOS ”creates an external advisory council with the participation of major foreign experts in the field of finance and business. It is assumed that its members will be representatives of the Rothschild investment bank, the company "Artur
Andersen "and others. The YUKOS oil company was forced to agree to such a merger due to the extremely difficult financial situation that developed in the period from 1993 to 1995. The current structure has committees for strategic planning, personnel policy, trade, environmental protection, investment policy, etc. At the end
1996 YUKOS switched to a centralized scheme for organizing financial flows. Currently, he is able to finance the costs associated with the production activities of subsidiaries and make all tax payments.
The result of the restructuring was the stabilization of the financial situation, the opportunity for the company to issue additional shares for 2.3 billion rubles, and to use the proceeds to pay off the debts of its enterprises.
As part of the implementation of the new financial strategy, effective sources were attracted external financing using the mechanisms of the stock market. First of all, we are talking about the issue of shares, which made it possible to reduce the debt to the federal budget from 3.5 at the beginning of 1996 to
1.9 trillion rubles, eliminate wage arrears.
Administration of a number of cities and regions (Volgograd, Samara,
Naberezhnye Chelny, Kostroma, Krasnodar, Moscow Region) actively contribute to conducting seminars to disseminate successful experience in reforming and restructuring. But the example is especially revealing
Nizhny Novgorod regional program.
IN Nizhny Novgorod region, according to the order of the former governor
B. Nemtsova, since mid-1997, a project has been implemented to assist in the restructuring of industrial enterprises in the region. This project includes 9 medium-sized industrial enterprises, and it is of a pilot nature, being the initial stage of preparing a large-scale program for restructuring industrial enterprises, working out mechanisms for state regulation of market relations in industry at the regional level.
At the same time, the restructuring of this project means not only the division of the enterprise into independent economic entities (or the separation of such), but also the change internal structure the enterprise and its management systems, as well as a set of works to activate the internal potential.
The essence of this project the fact that the accumulated resources of the regional administration (reception of the housing and utilities sector, restructuring of debts, tax benefits, cash) are exchanged for the company's obligations to improve its activities, enshrined in the relevant agreements and guarantees.
At the same time, it is essential to develop a plan for restructuring the enterprise with the help of a consulting firm and implement it with possible support by a consulting firm for one year. To participate in the project, consulting firms were selected that were able not only to provide high-quality comprehensive consulting services, but also ready to receive the bulk of payment for their services when the company achieved the planned results (for example, quarterly). Each of the selected consulting firms has its own technologies of work, but their fundamental responsibility, financial and moral, for the achievement of the planned results by the enterprise.
The implementation of the first stage of the program began at 9 enterprises through the joint efforts of local and Moscow consultants, administration and teams of enterprises. Summing up preliminary results for the second half of 1997 showed a high efficiency of investment in regional programs of reform and restructuring. In 1998, other regional programs were launched.
5. FEATURES OF ENTERPRISE MANAGEMENT IN THE CONDITIONS OF MARKET RELATIONS
In August 1997, the government approved the Fundamental Provisions
Enterprise Reform Concept and Enterprise Reform Model Program, and outlined the preparation of a number of accompanying regulations and annexes. The need for the planned transformations is motivated by the fact that "one of the main obstacles to economic growth is the slow process of transformations at the enterprise level."
Among the most typical problems that hinder the effective functioning of the economy at the enterprise level, the documents include:
Inefficiency of the enterprise management system due to: lack of strategy in the activities of the enterprise and focus on short-term results to the detriment of medium-term and long-term; insufficient knowledge of market conditions; low level of qualifications of managers and personnel, lack of labor motivation of workers, decline in the prestige of workers and engineering and technical professions; ineffectiveness of financial management and management of production costs.
Low level of responsibility of heads of enterprises to participants (founders) for the consequences of decisions made, safety and efficient use of enterprise property, as well as financial and economic results of the enterprise.
Lack of reliable information about the financial and economic situation of the enterprise for the owners, shareholders, managers of the enterprise, potential investors and creditors, as well as for the executive authorities.
Obviously, no enterprise can function aimlessly, everyone should have an idea of what awaits him, what it can achieve. The implementation of these provisions is achieved through the development of an enterprise development strategy, an effective combination of various types of planning, increasing the effectiveness of marketing, etc. This must be done continuously and continuously. But the effective fulfillment of these requirements is possible only if the control system and its mechanism make it possible to create favorable conditions for this. In fact, this means the need to improve the management system itself, both as a whole, and its individual elements. The experience of domestic advanced enterprises, as well as foreign companies, shows that the main directions for improving the management system are as follows:
Decentralization of management.
Specialization and diversification of production.
Improving the economic mechanism.
Creation of stability in the activities of the enterprise.
Decentralization of management is a relatively quick adaptation of the enterprise management system to the ongoing changes in the business environment, as the experience of domestic and foreign companies shows, depends on the degree of centralization (decentralization) in decision-making. This is due to the measure in which the powers of the level are transferred to lower levels of government (decentralization) or are retained at the upper level.
(centralization).
The efficient operation of a multi-layered structure requires the development of extensive rules, regulations and procedures. As a result, all this makes the management structure not only cumbersome, but also not flexible, unable to respond quickly to a rapidly changing situation. That is why, since the 70s, in the context of rapidly changing demand, shortening the life cycle of many products, expanding the range of products, reducing the volume of its output, complicating technological processes, increasing requirements for the quality of service and product while solving the problem of timely execution of orders, the decentralization of management acquires paramount importance. On the one hand, it allows you to quickly respond to consumer requests, and on the other, it makes the decision-making process more efficient. Decentralization of management occurs in two interrelated directions: by delegating decision-making rights and by unbundling large companies and transitioning to relatively small autonomous structural units endowed with the right to make decisions on all production and economic issues.
Delegation of power from higher levels of government to lower levels is conditioned by a number of reasons. In production and economic activities, there is a lot of uncertainty and risk, the situation is gradually changing, which becomes a characteristic feature of the development of the enterprise, the flow of production processes becomes more complicated. Therefore, not a single leader, even the most talented, is able to fully capture the ongoing changes and processes. The solution to this problem involves the delegation of power from the highest level to the lowest. It is important to remember here that when delegating power, leaders do not diminish their own responsibility.
Unbundling of companies follows the principle of creating horizontal structures, that is, companies reduce the number of management levels and expand horizontally by creating autonomous structures subordinate to vice presidents.
Specialization and diversification of production is the basis for its occupation of a leading position in the market. At the same time, getting the maximum benefit from its specialization, the company is obliged to simultaneously engage in diversification. Specialization and diversification in isolation from each other are unproductive. In this regard, the task of management is to establish the correct relationship between them, since it is it that determines the productivity of the enterprise's resources, its sustainability and economic growth.
The solution to this problem presupposes a constant critical self-analysis of the enterprise. The center of attention, according to the famous American economist Peter F. Drucker, in self-analysis should be in the search for the unexpected. For example, you should ask: who does not buy the company's products and why? What are the buyers of the enterprise (and not the buyers) buying from others? What value do these acquisitions have for them? Are they actually or potentially competing with the satisfaction that the goods of a given enterprise or service bring? All this forces the entrepreneur to really take the market point of view, and not just talk about it. Hence, marketing is more than market and consumer research. Firstly, his main task is to look at the business as a whole, and secondly, he must consider not just his consumer, his market, his products, but the market in general, the consumer as a whole, his purchases, the value system, the degree of satisfaction, established patterns of purchases and costs, its rationalism.
Constant striving to make the company work efficiently.
There are three ways to develop this direction: based on the use of the model " ideal business", The essence of which is that the established theoretical optimum economic activity the enterprise serves him as a measure of actual results; maximum use of opportunities for transferring an enterprise from
From yesterday to today, preparing it for future challenges. In this regard, the efforts of management should be aimed at identifying those areas of activity that should be developed as quickly as possible, and those that should be abandoned. At the same time, something new is being introduced that will help to increase the results of the enterprise's activities in the market or in the field of knowledge in which it specializes; maximum use of resources by focusing them on the identified priorities, which allow the enterprise to obtain the highest results from the expended effort and energy.
The implementation of the desire to improve the efficiency of the enterprise largely depends on the correct determination of the business potential. Prosperity and economic growth are known to accompany an enterprise that systematically identifies and uses its potential. The business potential is always higher than the realized activity.
In creating the stability of the enterprise, stability is achieved in various ways. Firstly, it is the strengthening of the company's ties with its customers. Here, the basis must be based on the principle that an enterprise will always fail if it does not serve its customers at the full level. In practice, this means that customers must be carefully studied, considered and analyzed in order to understand the needs. And for this it is necessary to answer the following questions: who are the clients - private or legal entities and what prompts them to buy the company's products? Secondly, it is a good knowledge of competitors.
The management system must focus marketing on conducting an active marketing policy, and therefore, you need to know: who is the competitor, what helps them retain their customers and what needs to be done to lure customers? An important point in pursuing an active marketing policy is working with suppliers of raw materials. At the same time, it is necessary to pay attention to the formation of reliable connections, to ensure the possibility of service.
Most important aspect leadership, determining the stability of the enterprise, according to the heads of the largest foreign companies, is the definition of the ideals of the corporation. The whole business is actually based on this. Moreover, these ideals should equally apply to both the president of the company and ordinary employees.
The next important aspect in increasing the stability of the enterprise is the constant adaptation of management to changes in the environment - in politics, economics, technology. If this is not the case, then the enterprise will become a victim of change.
During the period of dynamic development of scientific and technological progress, enterprises are constantly experiencing its consequences through increased competition. To endure these tests, the production organization system at each enterprise must have a certain margin of safety. Since any enterprise, as a rule, in its activities is limited by the amount of production and financial resources, then an economic entity must use the available personnel and equipment in the most efficient way. And this is achieved with the help of an appropriate system for organizing production and marketing management.
In connection with the intensification of competition for sales markets, there is an increase in attention to product quality. This factor, in turn, necessitates appropriate changes in the product quality management system. In foreign countries, this has found its expression in shifting the emphasis from managing quality control of products to creating conditions for defect-free work.
A new approach to the placement of industrial equipment and the development of jobs is also needed. When placing equipment, one should adhere to the rule that everything that is intended for the production of the same type of products or a family of similar products should be grouped in one place (from the beginning to the end of the technological cycle). Within the framework of the classical school of management, as you know, all equipment is placed not according to the similarity of products or products, but according to the similarity technological operations, therefore, the path of movement of materials is much longer, therefore, the time of their waiting for their turn for processing increases. As a result, non-production losses increase, the flow of materials in general slows down, etc.
This type of equipment placement was determined when the share of living labor costs in the cost of production was high. In the conditions of modern production, when the main source of growth in its efficiency is saving the costs of manual labor, material and energy resources, a more efficient form of equipment placement is a cellular one. At the same time, the time technological processing is reduced by 80%. When introducing a cellular form, it is required to maintain a balance of technological operations, i.e. so that they are all approximately the same in duration.
The experience of prosperous firms in America and the West shows that the practical use of new methods of organizing industrial production results in a 50% decrease in inventories and work in progress.
100%, requirements for production space - by 30-50%, total production costs - by 30-50%, etc.
Implementation of the above directions for improving management will allow it to be more than just receptive to change. That take place in the economy, but also ready for these changes and able to implement them.
6. CONCLUSION
Improving the economic mechanism is such a construction of organizational structures of management, motivation and management methods that would allow the enterprise not only to adapt to changes in the environment, but also create opportunities to be ready for the challenges of tomorrow. Improvement, as the experience of manufacturing companies in industrialized countries shows, is based on a series of innovations and new approaches to doing business. This, for example, is the creation of your customer.
Restructuring is a change in the structure of a system. If structure is understood as an organizational structure, then restructuring is a change in the organizational structure. If the structure of business processes is considered, then restructuring is a change in business processes. Thus, depending on the type of structural section of the system, the tasks of carrying out the corresponding changes arise. The general principle is simple: the typology of systems structures predetermines the typology of changes.
List of used literature
1. Akkerman Sh., Svirshchevskaya A., "ABC M&A" // "Securities market", No. 6,
1998 year
2. Baev S. "How to penetrate the market of the North-West" // "Securities market",
No. 8, 1998
3. Blake E., Levy F., "Myths about restructuring in Russia" // "Securities market", No. 6, 1998
4. Lyapina S., "Mergers and acquisitions - a sign of a developed market economy" // "Securities market", No. 8, 1998
5. Sarkisyants A., "Mergers, bankruptcies and the stock market" // "Securities market", No. 3, 2001
6. Magazine "Expert", No. 33, 2002
7. J.C. Van Horn, "Fundamentals of Financial Management", Moscow, "Finance and Statistics", 2002.
8. Gardner D. et al., "Raising Capital", Moscow, "John Wiley and
1. The concept and principles of the organizational structure
2. Goals and objectives of organizational restructuring
3. Assessment of the organizational structure
4. Trends in organizational structure changes
1. In a crisis, depending on the degree of its depth and the nature of its course, the management takes various measures to overcome the negative situation. A fairly common method here is to change the organizational structure, which, if properly organized, gives good results.
The organizational structure of management is an interconnected set of organizational units of the management apparatus that perform various management functions aimed at solving certain problems and achieving goals. Thus, if we consider the management structure in this light, then we can say that this is a system of the optimal balance of functional duties and responsibilities between the bodies and management elements included in it.
The elements of the organizational structure of management are departments and employees of the management apparatus who perform certain functional duties. There are links between elements, which can be horizontal and vertical.
Horizontal control links are single-level and are carried out through negotiations and coordination. Vertical links express the subordination system.
There are the following types of organizational structures:
1. Linear structure - decisions are made and implemented by line managers.
2. Functional structure - the leader assigns the functions of everyone in the management system.
3. Linear-functional structure - there is a chief manager, to whom both linear and functional systems are subordinate.
4. Divisional structure - the basis is the principle of separating large production and economic units and the corresponding levels of management with the granting of production independence to these units.
5. Adaptive structures are the most complexly organized management structures, among the distinctive features of which are flexibility and decentralization of management, a small number of management levels.
The management structure should correspond to the stages of development of the enterprise, since at different stages the management functions change. This fact must be taken into account when making changes so that the new management structure contains the elements necessary for effective management at this stage of its existence.
2. Objectives of organizational restructuring:
1. Taking the enterprise out of the crisis and ensuring stable operation.
2. Improvement of the control system and bringing it to a qualitatively new level.
3. Increasing the competitiveness of the enterprise.
4. Compliance with the situation in the modern economy.
5. Changing the organizational structure and subsequent increase in the profitability of production to attract new partners and foreign investors.
1. Ensuring the high-quality functioning of all departments and divisions of the enterprise.
2. Establishing links between departments and divisions and ensuring their interaction.
3. Improvement of personnel and related management bodies.
4. Creation of departments for forecasting and analytical work.
5. Creation of a solid anti-crisis system.
3. In a crisis situation, as a rule, an analysis is carried out of almost all areas of the enterprise, since various problems are caused by shortcomings of a different nature: economic, social, managerial. But the enterprises and organizations of the new era are faced with another problem - the obsolescence of the organizational structure. Even 20-30 years ago, competition and technological development were not as large-scale as they are today. High rates of development determine the availability of an appropriate level of flexibility and organizational structure in enterprises. Newly organized enterprises from the very beginning form an organizational structure that is relevant to modern conditions. Another question is when it needs to be changed to improve management and performance. First, you need to assess the structure.
The assessment of the organizational structure of the enterprise should be carried out as part of a comprehensive diagnosis of the state of the enterprise, which also considers the problems of the management apparatus, shortcomings of personnel policy, financial and economic problems, etc. It is advisable to pose the question of changing the organizational structure if it has ceased to correspond to the goals and objectives of the organization or has become irrelevant in the context of the development of the economy and technology.
But there may be problems in modern organizational structures, in the presence of which there may be a question of making changes to the structure of the enterprise:
the main functional load is concentrated on the chief executive, which does not provide an opportunity for deeper and more effective management;
too large a hierarchical network, especially for a large staff of managers;
information services of the enterprise are poorly developed and do not provide departments and divisions with the timely information necessary to identify and recognize crises in the early stages;
the personnel system in the field of organizational structure is untenable;
vital departments and divisions (economic, financial and production) have insufficient funds and capabilities for full-fledged activities, there is no control over the functioning of these departments and divisions;
there are no or insufficiently developed departments involved in the analysis and research of internal and external factors enterprises.
There are two trends in the changing state of enterprises:
negative - enterprises that are in a crisis situation and do not have the ability to overcome it;
positive - enterprises that have not been in crisis situations or have managed to overcome negative manifestations and continue to function and develop.
Before the direct implementation of the program to change the organizational structure of the enterprise, it is necessary to carry out a number of measures that are the key to successful restructuring.
As a rule, for restructuring, a special team or temporary department is created to collect information, process it, develop a strategy and its further implementation.
Test questions:
Organizational structure of management.
Objectives of organizational restructuring.
The need to assess the organizational structure of the enterprise.
The variety of types, types, forms of organizations is growing constantly and rapidly. Even the most permanent of the known types of organizations, such as family, ethnic group, state, have undergone such significant changes in recent decades that the theories describing them are often opposite. As for the organizations associated with production activities, their change is a direct consequence of their existence, or rather, the consequence of expanded reproduction. The rapidly developing global network (including virtual) organizations in recent decades, uniting in front of our eyes into Internet communities that create the Internet economy and Internet culture, that is, the global Internet society, serve as a vivid example of what has been said. All this undoubtedly complicates the process of designing and changing the organization, its organizational structure and management structure.
The reason for the inevitability of new organizational relations and the corresponding management structures lies in the constant development and redistribution of functions between the elements of the management system, the obsolescence of the structure and in such a powerful catalyst of social, economic and management changes as scientific and technical progress(replacement of equipment, development of new products and technologies).
Analysis of the activities of leading companies and firms in modern Russia shows that their organizational structures are in constant dialectical development. For example, the company "Party" almost every year, and sometimes more often, changes its management structure, as the volume of sales changes and new areas of activity are formed. In the Savva company, restructuring is carried out annually for the same reasons and is formalized by the decision of the board of directors.
In real organizations, the possibilities of experimenting with the management structure are very limited, therefore, models that allow choosing an effective organizational hierarchy, as well as justifying the need and direction of its reforming when the operating conditions of the organization change, become important.
An example of a change in the management structure. Growth of the organization while reducing management costs. Suppose we have the opportunity to expand the organization to include two more performers. This can be meaningfully interpreted as follows. For example, big company wholesale trade buys a manufacturer of goods ("executor" 1) and a network of retail stores ("executor" 2), seeking to manage the entire line from production to the final sale of goods. After expansion, the organization will be forced to rebuild the management hierarchy: hire two lower-level managers who will be responsible for managing large flows. At the same time, management costs can decrease with the expansion of the technological network (the inclusion of new performers - part external environment). This can be one of the reasons for buying a new business, which is not profitable in itself, but allows you to reduce the cost of running the main business. In practice, there are many similar facts. For example, in Russia in the 90s. XX century many factories Food Industry transformed into vertically integrated agro-industrial companies after purchasing agricultural enterprises in their region, which were not profitable, but allowed to ensure an uninterrupted supply of cheap raw materials.
Errors in the structure lead to a decrease not only in the effectiveness of the management system, but also in the entire organizational system generally; the structure follows the strategy and must be sensitive to its changes. American management consultants note that in their practice, up to 75% are work to eliminate deficiencies in the management structure of enterprises. Constantly changing market situation, the need for the introduction of new technologies and development new products, a very weak share of the probability of forecasting results makes many specialists skeptical about organizational charts and insistently demand their constant adjustment. There are also such hard-line judgments: “Let's face it and recognize that all organizational charts have very limited value, and some are simply deceitful,” says senior management specialist Don Fuller. However, management without a well-thought-out structure is almost impossible, and the need for periodic adjustments structural diagrams obvious.
Rarely is a radical breakdown of the structure of the organization required and in reality carried out. Most often we are talking about optimization of organizational structures.
1. It is necessary to choose the most effective organizational measures to reduce management costs and provide for measures to adapt the organizational structure to changing external conditions.
For example, the world-renowned manager Lee Iacocca set about reorganizing the Chrysler corporation by simplifying the management structure and reducing the number of middle management staff by 40%!
2. With an increase in qualifications, the optimal control rate increases, that is, more qualified managers are assigned a larger number of direct reports. This is quite understandable from a substantive point of view - more qualified managers do more work. Consequently, if the top management of the organization invests in improving the qualifications of managers of the hierarchy, for example, in their training, then these actions lead to a decrease in the management costs of the hierarchy, but the costs of the hierarchy itself top management in this case, it can also increase, if, of course, the hierarchy changes in parallel in order to make the best use of the new conditions.
3. Improving the organization of managerial work. A manager's job may be to familiarize immediate subordinates with the provisions of the order he has received. If a manager brings his subordinates together for this, then the volume of his work is proportional to the volume of the order. If he introduces the order to each of his men individually, then the volume of work increases. The coefficient of laboriousness of the analysis of one position of the order increases in comparison with the laboriousness of its detailing for subordinates.
4. The connection of the manager and the expert. In practice, when recruiting personnel, it is rarely possible to find a sufficient number of employees who would be both technology specialists and experienced managers at the same time, and one has to find some compromise in the possession of these skills. Nevertheless, it is more profitable for an organization to have managers who are specialists in technology.
Reasonable conclusions about the profitability of certain managerial actions to change the organizational structure can be made only after a detailed analysis of the specific situation in which the organization is located.
Management structure change technology. Modeling a complex system is impossible without it. decomposition into simpler subsystems, which allows you to first investigate the behavior of isolated subsystems, and then describe their interrelationships. Multilevel decomposition allows you to represent a complex object in the form of a hierarchy of nested simpler parts that define its structure, and its operational characteristics largely depend on how well the structure of the designed system is chosen.
Analysis and improvement of existing organizational structures are carried out by various methods, among which the most simple, available are the method of analogies (the management structures of enterprises operating in similar production and economic conditions are studied), expert assessments (the improvement of the enterprise management structure is carried out on the basis of analysis of the structural problems that have arisen by experienced consultants and the study of advanced management systems for related sludge
and enterprises with similar objectives, including foreign ones) and the method of structuring goals, when the management structure is developed with a focus on the strategic objectives of the enterprise.
The simplest and most frequently used method for choosing an organizational structure is to study the structures of successfully developing related enterprises. Another method - the development of a new structure is carried out on the basis of the recommendations of professional consultants and experts. Less commonly used are methods of structuring goals and organizational modeling.
The latter is more professional, but difficult to implement. It is based on the development of algorithms for the main functions of an enterprise under the conditions of the criteria of optimality of control and the existing system of restrictions. This method makes extensive use of methods of mathematical formalization, which makes it easy to switch to computer programming and analysis of options for organizational structures using computer technology.
It is important to remember that most structural changes are resisted by staff, and these changes will have a high chance of success if the most Active participation they will host top managers of the organization. It is important that the need for structural changes is clear to everyone and that each innovation is properly reasoned. The leaders of the enterprise must be mentally prepared for possible disruptions in work, for violations of the usual rhythms of activity.
Conclusion. The optimal organizational structure, corresponding to dynamic changes in the external environment, is able to solve the following tasks: coordination of the work of all functional services of the enterprise, a clear definition of the rights and duties, powers and responsibilities of all participants in the management process. Timely adjustment of the structure contributes to an increase in the efficiency of the enterprise, and a reasonable choice of the organizational structure largely determines the management style and the quality of labor processes.
Unfortunately, the improvement of the state management system is carried out most often under the influence of subjective factors, volitional decisions of individuals or government ministries and departments. Attempts to reduce the size of the civil service management apparatus often reduce the effectiveness of individual functions of the subdivision, which forces the formation of new management structures. For example, the Office of the President carries out management functions in the regions of the country; the same functions are performed by the Ministry of Nationalities and Federal Relations. Talking about structure government controlled, one cannot pass over in silence such a formidable, destructive phenomenon as separatism. The weakness of the central government initiated the process of autonomization, the growth of regional independence, unjustified by any logic. management systems, their dependence on the federal center is becoming more nominal every year. Chechnya has demonstrated an extreme degree of separatism, and many other regions of the country show political loyalty only in the hope of receiving financial assistance from the federal center. The example of regional centers was followed by many enterprises that became independent as a result of privatization. The peculiarities of the existing organizational structures, their type, functional tasks also depend on the adopted management strategy. The adopted strategic decision always raises the question: will the existing organizational structure correspond to the new tasks? The main criterion for the quality of organizational structures is the final socio-economic and sometimes psychological result.
The name of the structural unit (department) of the organization is changed. Labor functions and job titles of the department employees do not change. What entries are made in the work book? What documents need to be drawn up? Is it required to conclude additional agreement with the staff of this department?
According to the second part of Art. 57 of the Labor Code of the Russian Federation, such a condition as a place of work is mandatory for inclusion in. Part of the fourth art. 57 of the Labor Code of the Russian Federation stipulates that the employment contract may provide for additional conditions, including the clarification of the place of work (indicating the structural unit and its location) and (or) the workplace.
According to Art. 72.1 of the Labor Code of the Russian Federation, permanent or temporary change in the labor function of the employee and (or) the structural unit in which the employee works (if the structural unit was specified in the employment contract), while continuing to work for the same employer, as well as transfer to work in another locality together with the employer is a transfer to another job. Translation is allowed only with the written consent of the employee, except for the cases provided for in parts two and three of Art. 72.2 of the Labor Code of the Russian Federation.
In this case, it is planned to change the term of employment contracts on the place of work of employees, which is a structural unit that is not isolated. The change in the name of the unit, as follows from the question, is not accompanied by a change in the labor function of employees and the names of their positions. In this situation, the structural unit does not change. After all, employees do not move to work in another structural unit. Therefore, it is impossible to talk about a transfer to another job in this case.
Recall that according to general rule, established by Art. 72 of the Labor Code of the Russian Federation, the terms of the employment contract can be changed only by written agreement of the parties. The only exceptions to this rule are the cases provided for Labor Code RF.
One of such exceptional cases is a change in the terms of an employment contract at the initiative of the employer in the manner provided for in Art. 74 of the Labor Code of the Russian Federation. In the event that, for reasons related to changes in the organizational or technological conditions of work (changes in technology and production technology, structural reorganization of production, other reasons), the terms of the employment contract determined by the parties cannot be saved, it is allowed to change them at the initiative of the employer, with the exception of changes in the employee's labor function.
In the event of a dispute, the court will definitely check whether it was possible to keep the previous terms of the employment contract. The employer must prove to the court the need to change the terms of the employment contract due to changes in the organizational or technological working conditions (clause 21 of the Resolution of the Plenum of the Supreme Court of the Russian Federation of March 17, 2004 N 2 "On the application by the courts of the Russian Federation of the Labor Code of the Russian Federation"). In the absence of the necessary evidence, the decision is usually made in favor of the employee (see, for example, the determination of the Ryazan Regional Court dated July 22, 2009 N 33-1214, the decision of the Presidium of the Moscow Regional Court dated September 28, 2005 N 532, the decision of the Rzhevsky City Court of the Tver Region dated 05/31/2005 N 2-149).
Since in the manner prescribed by Art. 74 of the Labor Code of the Russian Federation, any conditions of the employment contract can be changed, with the exception of the labor function, then such conditions of the employment contract as the place of work can be changed.
Consequently, if the change in the name of the structural unit in the case under consideration is associated with a change in the organizational or technological working conditions, such a change does not require the conclusion of an agreement with each employee to an employment contract. The employer is obliged to notify the employee in writing no later than two months in advance of the upcoming changes in the terms of the employment contract on the place of work, determined by the parties, as well as the reasons that caused the need for such changes, unless otherwise provided by the Labor Code of the Russian Federation (part two of Article 74 of the Labor Code RF).
At the same time, if there are no reasons associated with a change in organizational or technological working conditions in this case, one should be guided by the procedure provided for in Art. 72 of the Labor Code of the Russian Federation. The employer must conclude an additional agreement to the employment contract with each employee, in which the new name of the structural unit should be recorded.
In this case, it is not necessary to warn employees 2 months in advance and wait for the expiration of this period.
When changing the name of a structural unit, it is necessary by order (order) of the head of the organization or a person authorized by him to make changes to, since it must contain a list of structural units of the organization (instructions on the use and filling out of forms of primary accounting documentation for labor accounting and payment, approved by the decree Goskomstat of Russia dated 05.01.2004 N 1). WITH new edition staffing table employees must be familiarized with signature (part two of article 22 of the Labor Code of the Russian Federation).
Instructions for filling out work books (approved by the decree of the Ministry of Labor of the Russian Federation of 10.10.2003 N 69, hereinafter referred to as the Instruction) indicates that changes and additions made in accordance with the established procedure to the staffing table of the organization are brought to the attention of employees, after which in their work books on the basis of an order (instruction) or other decision of the employer, appropriate changes and additions are made. The instruction does not provide for the specific wording of the entry in the work book due to the change in the name of the structural unit.
In our opinion, the form and procedure for making such an entry are similar to the form and procedure for making an entry on the renaming of an organization (clauses 3.1 and 3.2 of the Instructions for filling out work books, approved by the Resolution of the Ministry of Labor of Russia dated 10.10.2003 N 69). A separate line in column 3 of the section "Information about work" of the work book is made, for example, the following entry: "Department No. 1 has been renamed to the administrative department from 01.03.2011", and in column 4 the basis for renaming is put down - the order of the employer to change the staffing table , its date and number. Columns 1 and 2 remain empty.
Prepared answer:
Expert of the Legal Consulting Service GARANT
Erin Pavel
Response quality control:
Reviewer of the Legal Consulting Service GARANT
Komarova Victoria
The material was prepared on the basis of an individual written consultation provided as part of the service
the structure of the enterprise is changing, the order of subordination and job titles are changing. What is the procedure for processing these changes? "
Answer
The change in the structure of the organization can be formalized in the form of changes in the terms of the employment contract determined by the parties for reasons related to changes in the organizational or technological working conditions (Article 74 of the Labor Code of the Russian Federation).
At the same time, it is important that there is a causal relationship between changes in the organizational (technological) working conditions and the impossibility of maintaining the previous conditions of the employment contract. Indicative list the reasons that are the basis for changing the terms of the employment contract are given in clause 21 (link is active) of the Resolution of the Plenum of the Supreme Court of the Russian Federation of March 17, 2004 No. 2. Among them, for example, changes in the organization's management structure, changes in the organizational structure of an enterprise with a redistribution of workload to departments or to specific positions and, as a consequence, changes in the systems of remuneration.
These changes need to be real and documented. The employer is obliged to notify employees in writing about the upcoming changes, as well as the reasons that caused the need for such changes, no later than two months in advance. If the employee does not agree to work in the new conditions, then the employer is obliged to offer him in writing another job available to the employer (both a vacant position or job corresponding to the employee's qualifications, and a vacant lower position or lower-paid job), which the employee can perform taking into account his health conditions. At the same time, the employer is obliged to offer the employee all the vacancies that meet the specified requirements that he has in the area. The employer is obliged to offer vacancies in other localities, if it is provided for by the collective agreement, agreements, labor contract. It should be noted that a change in the staffing table alone is not a basis for the transfer of an employee in accordance with Art. 74 of the Labor Code of the Russian Federation.
If in the company there is a general decrease in the number of employees due to a reduction in the number or staff, then the transfer of the specified employee is made within the framework of the general reduction in accordance with paragraph 2 of Part 1 of Art. 81 of the Labor Code of the Russian Federation.
Additionally, you can familiarize yourself with the Articles (links are active):
The rationale for this position is given below in the materials of the JSS Sistema Yurist.
"Reduction of wages without the consent of workers
Many employers commit to such an obvious violation of the law as lowering wages without the consent of workers.
Meanwhile, such actions are illegal. In accordance with Art. 57 of the Labor Code of the Russian Federation labor remuneration conditions (including the size tariff rate or salary (official salary) of an employee, additional payments, allowances and incentive payments) are mandatory conditions of an employment contract. They can only be changed by agreement of the parties, concluded in writing (Article 72 of the Labor Code of the Russian Federation) *.
However, some employers believe that if you change local acts (including the staffing table), the consent of workers to work in the new conditions (with lower wages) will not be required. In reality, this is not the case.
Recall that Article 135 of the Labor Code of the Russian Federation allows the employer, taking into account the opinion of the representative body of workers, to change the local act establishing the remuneration system.
According to Art. 12 of the Labor Code of the Russian Federation, a local regulatory act enters into force from the day it is adopted by the employer or from the day specified in it and applies to relations that arose after it was put into effect. In relations that arose before the entry into force of such an act, it applies to the rights and obligations arising after its entry into force.
But if the change in the local act worsens the working conditions enshrined in the existing employment contract (including if the contract contains a reference to the local act), the employer must draw up a written agreement with each employee to introduce the changes.
The employee's consent to the application of a new local act is not required, only when the change does not entail a change in the essential conditions of the employment contract.This is, for example, adjusting the procedure for paying bonuses, the features of calculating the average wage, the form of the pay slip.
Change of employment contract
An employer who proposes to make the appropriate changes to employment contracts may face a situation where some employees will not agree to a reduction in wages. Thus, some of the employment contracts will remain in the same wording.
Consequently, those workers who agreed to change working conditions will receive a reduced salary, the salary of the rest, according to the law, should remain unchanged. It is unlikely that such changes can be kept confidential. The question arises, what will be the productivity of such a team and will the employer agree to “keep” the “dissenting” on the same terms? This situation will clearly provoke a new conflict.
At the same time, it should be remembered that it is possible to enter into force agreements on changing labor contracts in terms of lowering wages only taking into account the provisions of Art. 3 and 132 of the Labor Code of the Russian Federation. Namely: the salary of each employee depends on his qualifications, the complexity of the work performed, the quantity and quality of labor expended, and is not limited to the maximum amount. Any kind of discrimination in the establishment and modification of the terms of remuneration is prohibited. It will be illegal to reduce the wages of a part of employees while maintaining the same wages for other employees performing the same work under the same conditions. *
Arbitrage practice
On October 14, 2005, the Supreme Court of the Russian Federation considered case No. 5-B05-120 on the claim of flight personnel for the collection of wages, on the obligation to pay wages in accordance with the current hourly rates of payment for flight work and additional payments for flight hours in connection with the publication director general JSC Aeroflot - Russian Airlines of Order No. 355 “On Improving the Contract System and Paying Flight Crew Workers”. This order put into effect the "Regulations on the wages of flight personnel". This provision established higher rates for calculating the wages of persons who entered into fixed-term employment contracts (contracts), and lower rates for persons who did not enter into such contracts.
As pointed out by the RF Armed Forces, the implementation of the right to remuneration for labor enshrined in the RF Constitution in a market economy implies the possibility of the parties to the labor agreement to independently determine the amount of remuneration. As criteria for determining the amount of remuneration, the amount of labor expended by the employee (personal labor contribution) and its quality, determined by the qualifications of the employee and the complexity of the work performed by him, are indicated. This recognizes the right of everyone to remuneration that ensures, at a minimum, all workers a fair wage and equal remuneration for work of equal value without distinction of any kind.
Paying plaintiffs less wages for equal work than other workers doing the same work just because they have not signed individual labor contracts (contracts) with a limited duration is a type of discrimination in pay for equal work and violates constitutional rights of plaintiffs.
At the same time, the very difference in the texts of labor contracts (with the same actual working conditions) cannot lead to a conclusion about the possibility of using different systems and amounts of remuneration. Thus, when considering a case of discrimination in the field of work, the court must compare the actual working conditions of workers whose work is paid according to different pay systems, and not the wording of labor contracts.
In connection with the foregoing, it seems that lowering wages by making appropriate changes to labor contracts, staffing, a local act with the consent of workers is advisable in small enterprises, where it is quite easy to reach an agreement between workers and the employer.
The impossibility of reducing the terms of the contract for reasons related to changes in the organizational or technological working conditions
As you know, Art. 74 of the Labor Code of the Russian Federation allows the employer to unilaterally amend labor contracts. This is possible when the terms of the employment contract determined by the parties cannot be preserved for reasons related to changes in the organizational or technological working conditions (changes in technology and production technology, structural reorganization of production, other reasons).
In this case, the employer does not have the right to change the labor function of the employee, but has the right to transfer him to another structural unit. Terms of payment, working hours and other conditions may change. Changes to the terms of the employment contract determined by the parties should not worsen the position of the employee in comparison with the established collective agreement, agreements * (part 8 of article 74 of the Labor Code of the Russian Federation).
In addition to observing the procedure for introducing changes (a written warning two months in advance, indicating the reasons for changing the employment contract), the employer should take into account the following. A change in the economic situation in itself (for example, the occurrence of losses as a result of non-payments, a decrease in customers (clients)) is not a change in the organizational and technological working conditions, but it may entail such changes.
If the employee does not agree to work under the new conditions, the employer is obliged in writing to offer him another job that he has available, which he can perform taking into account his state of health *.
In the absence of such or refusal of the employee from the proposed occupation, the employment contract is terminated in accordance with clause 7 of part 1 of Art. 77 of the Labor Code of the Russian Federation. At the same time, the employee cannot be considered as not agreeing to work in the new conditions, if he actually started it. This conclusion, in particular, was reached by the RF Armed Forces when considering the case of the reinstatement of persons dismissed on the basis of clause 7, part 1 of Art. 77 of the Labor Code of the Russian Federation (refusal to continue work in connection with a change in the terms of the employment contract determined by the parties). For example, in the ruling of October 31, 2008 No. 25-B08-9, referring to clause 13 of the Resolution of the Plenum of the RF Armed Forces No. 2, the RF Armed Forces indicated that the plaintiffs (medical workers) continued to perform their labor functions under the changed conditions. The plaintiffs actually worked after the introduction of the changes for two months. These circumstances prove that the plaintiffs did not refuse to work and continued to perform their labor functions in the new division.
An employee who does not agree to change the terms of the contract or is dismissed under clause 7 of part 1 of Art. 77 of the Labor Code of the Russian Federation, can file a claim for reinstatement at work. He can also challenge the legality of changing the terms of the employment contract determined by the parties while continuing to work without changing the labor function.
In the event of a dispute about the legality of amendments to the terms of the contract, the employer must prove:
- the fact of changes in the organizational and technological working conditions at the enterprise (confirmed, for example, by decisions of the authorized bodies of the legal entity);
- a causal relationship between these changes and changes in working conditions;
- the fact of compliance with the procedure for changing working conditions (acts, notifications of changes in working conditions with signatures of employees and dates);
- the fact that employees have been sent a proposal to conclude a new employment contract (or a written agreement to amend existing employment contracts) *.
The employer does not have to prove the expediency (economic justification) of such changes in labor disputes.
In accordance with paragraph 21 of the Resolution of the Plenum of the RF Armed Forces No. 2, when resolving such cases, the courts should take into account the following. Based on Art. 56 of the Code of Civil Procedure of the Russian Federation, the employer is obliged, in particular, to provide evidence confirming that the change in the terms of the employment contract determined by the parties was the result of changes in the organizational or technological working conditions. For example, it can be changes in technology and production technology, improvement of jobs based on their certification, structural reorganization of production. In addition, it should be proven that such a change did not worsen the employee's position in comparison with the terms of the collective agreement or agreement.
Certification as an optimization tool
Some employers rely on certification results when optimizing employee wages. However, it should be remembered that certification is a complex mechanism and is often associated with a number of mistakes on the part of the employer1.
If the employee does not correspond to the position held or the work performed due to insufficient qualifications, confirmed by the results of attestation, the employer is obliged to offer him another job available to him. This can be either a vacant position or work that corresponds to the qualifications of the employee, as well as a vacant lower position or lower-paid work that the employee can perform, taking into account his state of health. At the same time, the employer is obliged to offer the employee all the vacancies that meet the specified requirements that he has in the area. The employer is obliged to offer vacancies in other localities, if it is provided for by the collective agreement, agreements, labor contract. And only by using all these opportunities to employ an employee, the employer has the right to dismiss him on the basis of clause 3 of part 1 of Art. 81 of the Labor Code of the Russian Federation *.
Dismissal based on the results of certification can be challenged by the employee. Moreover, both a violation of the established procedure for attestation and the conclusions of the attestation commission on the merits can be put in the basis of the claim.
Thus, the Presidium of the Moscow Regional Court in its resolution dated 06.04.2005 No. 208 in case No. 44g-123/05 on reinstatement at work, on payment of time forced absenteeism, on compensation for non-pecuniary damage, mentioned that the court ordered a forensic examination to determine the operability of the software products performed by the plaintiff, in order to verify the results of the certification, on the basis of which the plaintiff was dismissed. According to experts, these programs could not be used in production due to gross errors. Since other conditions of dismissal were met, the plaintiff's reinstatement at work was lawfully denied.
If, in violation of the Regulations on the attestation of a federal civil servant, approved by Decree of the President of the Russian Federation of 09.03.96 No. 353, less than two-thirds of its members took part in the meeting of the attestation commission, the dismissal of the bailiff under sub. "B" clause 3, part 1 of Art. 81 of the Labor Code of the Russian Federation for non-compliance with the position held due to insufficient qualifications, confirmed by the results of certification, is illegal. This was indicated by the RF Armed Forces in the Definition of 16.12.2005 No. 20-B05-36. That is, in this case, the established procedure for attestation was not followed.
In order for the assessment and subsequent organizational conclusions to be legal, it is necessary to comply with at least the following rules.
First, the certification must be carried out strictly in a certain order. In accordance with Part 2 of Art. 81 of the Labor Code of the Russian Federation, such a procedure is established by labor legislation and other regulatory legal acts containing labor law norms, local regulations adopted taking into account the opinion of the representative body of employees. Consequently, the enterprise must operate a local act adopted in accordance with labor legislation (in particular, in accordance with part 4 of article 8 of the Labor Code of the Russian Federation), establishing the procedure for conducting certification, including objective criteria for assessing the qualifications of employees.
Secondly, the change in wages based on the results of certification cannot be arbitrary. The staffing table, other local act (regulations on wages, regulations on bonuses) must contain information on the amount of wages (salary, bonuses, allowances), depending on the qualifications of the employee *.
It seems that, with a competent and objective approach, certification can legally and rationally improve the work of an enterprise. We are talking about transferring less qualified workers to lower-paid jobs while maintaining the wages of the most valuable employees and dismissing workers who do not meet certain criteria, etc.
Unjustified registration of downtime for reasons beyond the control of the employer and employee
Recall that downtime is paid in different ways, depending on who is to blame for the suspension of work (part 1-3 of article 157 of the Labor Code of the Russian Federation). Thus, downtime due to the fault of the employer is paid in the amount of at least two-thirds of the employee's average wage. For reasons beyond the control of the employer and the employee - in the amount of at least two-thirds of the tariff rate, salary (official salary), calculated in proportion to the downtime. Through the fault of the employee, it is not paid at all.
Downtime associated with an unfavorable economic situation, obviously, cannot be recognized as downtime due to the fault of the employee and therefore must be paid.
Some employers seek to arrange a downtime for reasons beyond the control of the employer or employee, even when the suspension of work is caused by the economic difficulties of the enterprise.
However, the employer does not have the right to transfer risks caused by unfavorable economic conditions to the employee. This is due to the distinction between entrepreneurial and labor activity... Employer ( Self employed or legal entity-enterprise) by virtue of Part 3, Clause 1, Art. 2 of the Civil Code of the Russian Federation, as a rule, is engaged in an independent, carried out at its own risk entrepreneurial activity, and therefore, independently bears all economic risks.
The employee's relationship with the employer is based on different grounds. By concluding an employment contract in accordance with Art. 22 of the Labor Code of the Russian Federation, the employer assumes a number of obligations. In particular: comply with labor laws and other regulatory legal acts containing labor law norms, local acts, conditions of a collective agreement, agreements and labor contracts, provide employees with work stipulated by an employment contract, provide them with equipment, tools, technical documentation and other means necessary for the performance of their labor duties.
Thus, it is the employer who is responsible for providing the employee with work in an amount that meets the labor standards provided for by the labor contract, local acts, collective agreement, agreement. And also for the provision of raw materials, materials, equipment and other means of production. Failure to comply with this obligation is a culpable violation of the terms of the employment contract.
HR solutions to optimize personnel costs
If the employer cannot provide all employees of the enterprise with work in an amount corresponding to the agreed working conditions (labor contracts, local acts, collective agreements, etc.), he can arrange a downtime due to the fault of the employer and pay the employee two-thirds of the average wage.
As indicated by the Constitutional Court of the Russian Federation in the Decision of 15.07.2008 No. 413-O-O “On the refusal to accept for consideration the complaint of the citizen Gennady Aleksandrovich Turkin on violation of his constitutional rights, Art. 8, paragraphs 1 and 2, h. 1 of Art. 81 of the Labor Code of the Russian Federation, art. 195 Code of Civil Procedure of the Russian Federation ", the employer, in order to carry out effective economic activity and rational property management, has the right to independently, under his own responsibility, make the necessary personnel decisions (selection, placement, dismissal of personnel). Moreover, he must provide in accordance with the requirements of Art. 37 of the Constitution of the Russian Federation, guarantees enshrined in labor legislation labor rights workers. The decision to change the structure, staffing table, and the number of employees in the organization is within the exclusive competence of the employer. The latter has the right to terminate the employment contract with the employee in connection with a reduction in the number or staff of the organization's employees (clause 2, part 1 of article 81 of the Labor Code of the Russian Federation), subject to the procedure for dismissal and guarantees set forth by the Labor Code of the Russian Federation against arbitrary dismissal. The preferential right to remain at work is granted to workers with higher labor productivity and qualifications. Simultaneously with the warning of the upcoming dismissal, carried out by the employer in writing at least two months before the dismissal, the employee must be offered another job available to the employer (vacant position), and transfer to this job is possible only with the written consent of the employee (Part 1 Art. 179, parts 1 and 2, Art. 180, part 3, Art. 81 of the Labor Code of the Russian Federation).
If the employer wants to keep jobs, a part-time regime (part-time (shift) or part-time work week) can be introduced. Part-time work is paid in proportion to the time worked by him or depending on the amount of work performed (part 2 of article 93 of the Labor Code of the Russian Federation).
At the initiative of the employer, a part-time working day (week) can be established for a period of up to six months, if a change in the organizational or technological working conditions determined by the parties may lead to mass dismissal, taking into account the opinion of the elected trade union body in the manner prescribed by Art. 372 of the Labor Code of the Russian Federation. Moreover, the mode of part-time work (shift) and (or) incomplete working week earlier than the period for which they were established, is canceled by the employer, taking into account the opinion of the elected body of the primary trade union organization (parts 5, 7, article 74 of the Labor Code of the Russian Federation).
By agreement with the employees, the working time regime is introduced without such restrictions.
Other terms and conditions of employment contracts can be changed by agreement between the employer and the employee. For example, switch to piecework wages with work at home. This will allow the employer to pay only for the work actually performed, and the employee, in particular, to find a part-time job or use the freed up time for other purposes.
Consequences of duress claims
Often, given the unpopularity of deteriorating working conditions, the employer makes it clear to employees that those who disagree may face unfavorable consequences, up to and including dismissal. Judicial practice in this matter is unambiguous: any agreement with an employee must be voluntary *.
So, in the Resolution of the Plenum of the Armed Forces of the Russian Federation of March 17, 2004 No. 22, the court indicates that a fixed-term employment contract can be recognized as legitimate if there was an agreement between the parties (part 2 of article 59 of the Labor Code of the Russian Federation), that is, if it was concluded on the basis of a voluntary the consent of the employee and the employer. If the court, when resolving a dispute about the legality of concluding a fixed-term employment contract, establishes that it was entered into by the employee involuntarily, the court applies the rules of the contract concluded for an indefinite period (clause 13 of the Resolution).
As the Constitutional Court of the Russian Federation points out in its Resolution No. 378-O-P3 dated 05.15.2007, the employee has the right to challenge the legality of concluding a fixed-term employment contract with him in a court of general jurisdiction, if the conclusion of the contract was forced.
Similarly, this rule can be applied to any legal action that requires the will of the employee. If an employee has signed an agreement that changes his working conditions at the enterprise to an unfavorable side for him, he can file a claim to invalidate such an agreement as concluded by him under pressure and to restore the previous working conditions.
However, if the employee refers to coercion of the agreement by the employer, the burden of proof of this fact falls on the employee himself.
By analogy, this is confirmed by the position of the Plenum of the RF Armed Forces. So, if the plaintiff claims that the employer forced him to file a letter of resignation under on their own, this circumstance is subject to verification, and the duty to prove it rests with the employee (paragraph 22 of Resolution No. 2). In this case, the employee can provide any evidence, including the testimony of other employees of the enterprise.
For example, considering case No. 46-В02-33 / 34, concerning, in particular, unlawful dismissal, the RF Armed Forces indicated in the Decision dated 09.12.2002 that the courts had to take into account the testimony of employee witnesses. So, on the day of the dismissal of the plaintiff, the bank employee, during her negotiations with the management, witnesses heard a loud conversation in the office, the employee crying, and then she said that she had written a letter of resignation. At the same time, the explanations of the plaintiff deserved attention. According to her, the issue of dismissal was decided in advance. This was stated by the manager of the bank branch, who insisted on her submitting an application for dismissal of her own free will. The plaintiff was forced to agree to this *.
The court also on the basis of Art. 50 of the Code of Civil Procedure of the Russian Federation should have invited the parties to submit additional evidence or, upon their requests, assist in the collection of evidence, in particular, summon the manager of the bank branch to the meeting.
If the employee cannot prove that the employer exerted pressure on him, the claim will not be satisfied.
Thus, in the Decision No. 6-B08-12 of September 26, 2008, the RF Armed Forces refuses to cancel the court decision and indicates the following. The court, having examined the evidence presented, came to the correct conclusion that an agreement had been reached between the parties on the early termination of the employment contract. The plaintiff did not provide evidence that his dismissal was forced.
The prohibition on pressure from the employer does not mean a prohibition on providing employees with information about the economic situation in which the enterprise is located, about the measures that the employer will have to take to maintain its competitiveness. Informing employees that a reduction in headcount or staff is envisaged, and about possible measures that may help the enterprise avoid layoffs (for example, the introduction of a part-time regime) cannot be considered as pressure on employees.
It seems that the task of finding a balance between the interests of the employer and the employees will be greatly simplified if the employer, when economic difficulties arise, will more often turn to the instruments of social partnership. These tools include informing, consulting and taking into account the views of employees (representative body) on issues that directly affect their interests. "
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