Organizational structure. The role and structure of staffing in the organization

10.10.2019

Personnel service of the enterprise: office work, document flow and regulatory framework Gusyatnikova Daria Efimovna

2.1. Documents defining the structure and staff of the enterprise

2.1.1. Structure and staffing

Structure and staffing of the organization, enterprise is the document in which the list is fixed structural divisions in order of their importance to the life of the enterprise. It does not have a unified form, it is approved by order (instruction) of the head of the organization or a person authorized by him in writing. Within the structural divisions, a list of positions is given in order of subordination, indicating in a separate column the number of staff units for each position. This document serves as the basis for the preparation staffing.

Structural division of the enterprise- an officially designated management body of a part of the enterprise with independent tasks functions and responsibility for the performance of the tasks assigned to it. In this case, we are talking about structural units of the enterprise that do not have full features. legal entity and are not separate divisions.

There are the following types of structural units :

management;

Branches;

Laboratories;

Sectors;

Plots.

The creation of a particular unit depends on various factors. First of all, this payroll workers . The justification for creating a subdivision, as a rule, is linked to the norms for the number of employees. They are just designed to determine the required number of employees of a particular unit, to establish official duties, distribution of work between performers.

For example, in enterprises with average headcount more than 700 employees, a labor protection bureau is created with a staff of 3-5 employees (including the head) or a department - with a staff of 6 employees. At the same time, at a number of enterprises, the creation of labor protection departments is allowed with a normalized number of employees of at least 4 staff units.

In private enterprises, the most common is structuring into departments. The company determines the staffing standards independently. However, one cannot ignore the fact that the fragmentation organizational structure and the staffing of the enterprise into small divisions of 2-3 people, whose leaders do not have the right to make managerial decisions, leads to the "smearing" of the responsibility of managers at all levels for their decisions. At the same time, an increase in the degree of responsibility causes a response from the heads of departments, namely, demands for an increase in wages.

When determining the size and official composition of a particular structural unit of an organization, it is necessary to be guided by those accepted in the organization (industry) staffing standards and lists, as well as other documents defining these indicators. Among normative documents, which would determine the personal and numerical composition of employees, for example, the following can be called:

Decree of the Russian Ministry of Labor of September 26, 1995 No. 56, which approved the Intersectoral Aggregated Time Standards for Accounting and Financial Activities in Budgetary Organizations;

Decree of the Ministry of Labor of Russia dated January 22, 2001 No. 10, which approved the Intersectoral Standards for the Number of Employees of the Labor Protection Service in an Organization and other documents.

Order of the Gosstroy of Russia dated October 1, 1999 No. 69, which approved the Standards for the number of employees employed maintenance And current repairs rolling stock road transport, construction and special machines at enterprises and organizations of housing and communal services;

Order of the Gosstroy of Russia dated March 22, 1999 No. 65, which approved the Standards for the number of workers in boiler plants and heating networks;

Order of the Ministry of Fuel and Energy of Russia dated July 27, 1998 No. 252, which approved the Norms for the number of industrial and production personnel of thermal power plants;

It should be borne in mind that, according to the Decree of the President Russian Federation dated March 9, 2004 No. 314 "On the system and structure of federal executive bodies" (as amended on December 23, 2005), the above ministries and departments were transformed into new federal ministries, federal services and federal agencies. For example, functions in the field of labor and employment of the population are performed by the Ministry of Health and Social Development of Russia and Rostrud; in the field of construction and housing and communal services - the Ministry of Industry and Energy of Russia and Rosstroy.

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Before creating a legal entity, even at the stage of business planning, it is necessary to establish the structure and staffing of employees in the organization. In fact, this is an integral part of the business plan, since the number of employees depends on the tasks performed and incurs the cost of salaries and contributions to fords. In addition, the founders may be faced with the question of changing the structure as a result of the formation of a new business entity or reorganization strictly.

The staffing of the organization and the structure are fixed, as a rule, in the statutory documents. This is especially important when forming a new economic structure, because both the organizational structure of the organization's management and the procedure for interacting with subordinates should be planned, and the dynamics of the company's growth should be taken into account, taking into account its expansion.

If the structure of the organization is quite large, then the organigram of the enterprise can be broken down separately for each structural unit.

Do not neglect the preparation of this document, as this will avoid unnecessary burden on the organization, both at the development stage and when planning the activities of an already existing company. In addition, the introduction or downsizing of departments can be vital to keeping an organization competitive. If the structure and staffing are fixed on the basis of statutory documents, then changes to the original structure require changes in the constituent documents themselves.

One of important documents, defining the structure of the company - is, on the basis of which the admission of employees to the company is carried out. It also regulates the salary for each position.

Who draws up the document

Due to the ever-increasing competition in the market, flexibility and efficiency are required in resolving a number of issues, these changes relate to the number of staff and its structure, therefore, this issue, as a rule, is the competence of the head of the organization. It is he who is obliged to regulate the staff and build the specifics of service relations in the company, guided by the financial situation, market and line of business. The head is responsible to the founders for the final result and can take organizational measures without their prior permission.

In most cases, medium and small organizations do not always use local regulations that fix the structure of the organization and its staffing. Or they can use such documents in the form of a scheme that defines the hierarchy of the organization's management structure and service relationships, both between managers and performers (subordinates). Each structural subdivision can also be separated separately.

The diagram represents an inverted two-dimensional tree, which schematically shows the structure of subordination of employees in the form of a linear type of construction. The internal structure may not be documented in the following cases:

The organization has a complex multidimensional structure.
There is no need to divide the personnel into separate groups, due to the fact that the organization conducts one type of activity.
Management and decision-making is carried out by the same person.
The organization belongs to small business, in this regard, the development and implementation of job descriptions for employees will be a more rational action.

This document does not have an established unified form; when compiling it, certain rules should be followed:

The content of the document can be in the form of a diagram, text or table.
To determine the required number and form the organizational structure required for the successful solution of the problems of the enterprise, either the head or the HR director should. At the same time, this responsible person must have all the necessary information about the state of the market, the prospects for the development of the organization, and at the same time have the necessary knowledge and experience.
The finished document must be agreed with the heads of structural areas (divisions).

The document that determines the staffing and structure of the organization is the basis for the formation of the staffing of the enterprise.

The staffing and salary fund of employees, as well as the structure of the enterprise, are determined at the stage of the business planning process during reorganization, the formation of a legal entity, or during the development or expansion of another type of activity. The solution of these issues is the direct prerogative of the founders.

The staffing and structure of the enterprise, as a rule, is fixed in the statutory documents. In the conditions of dynamically developing market relations, prompt response to changes in the market is vital for each business entity. If the staffing and structure are fixed in the statutory documents of the enterprise, then the change procedure is possible after the corresponding initial changes in these documents and the state registration of these changes.

Market relations require the highest efficiency and flexibility, therefore the issue of changing and forming the structure and number of employees in many commercial enterprises is within the competence of the head of the organization.

It is he who must necessarily determine the structure, regulate the entire number of employees, build specific service relations, based on the current situation in the market, the financial situation and the activities of the organization he leads. Before the founders, the manager is responsible for the final result and takes the necessary organizational measures without prior permission.

In the vast majority of small and medium-sized organizations, a document that normatively fixes the staffing and structure is either missing or presented in the form of a diagram, which determines the hierarchy of service relations between different kind.

This scheme is presented in the form of an inverted two-dimensional tree and describes the functional-linear type of organizational structure of the enterprise. The internal structure of the enterprise should not be documented if:

decision-making and management is carried out by one person;
the organization is indeed a small business and therefore it would be more appropriate to develop for employees job descriptions;
the enterprise is engaged in one type of activity and there is no need to divide the personnel into separate groups;
the enterprise is built on a complex, multidimensional system.

If CEO decided that the document - "Staffing and Structure" is necessary for the enterprise, then in the process of its execution it is worth following some rules.

There is no unified form for compiling this document. It can have the content in the form of a table, text or diagram. The personnel manager (director) who has the necessary experience and knowledge, as well as information about the state of the market and the prospects for the development of the enterprise, should be involved in determining the size and developing the structure of the organization. This document must be coordinated with the heads of structural divisions (directions).

Based on the accepted staffing and structure, the personnel department prepares the staffing table for approval.

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Regardless of the form of ownership of the enterprise, its organizational and staffing structure is a fundamental element of economic and legal regulation labor activity employees. The personnel policy of the commercial or establishes the framework of corporate behavior of employees, the system of remuneration for their activities, incentives or disciplinary sanctions.

What is structural

Any organizational and staffing structure serves as a reflection of the principles of personnel management operating at the enterprise, the model of relationships between the management and employees, the tactics of distributing duties and competencies between them.

The hierarchical system deserves special attention. large companies having a multi-level chain of command.

What is the difference between the two documents?

Staffing and organizational structure cannot be called equal concepts. In the first case, we are talking about a document containing the names of positions, the number of staff units for the corresponding position and the amount of the rate for each employee. As for the organizational structure, it is also a written document, which clearly spells out the positions available at the enterprise and the subordination order. Competent management of the organizational structure and staffing allows you to establish the qualitative and quantitative composition of individual units, based on the content and scope of the tasks assigned to the enterprise, taking into account the material and technical base and budget.

Determining the rate in the staffing structure

During the period of existence of the enterprise, its divisions can merge, change names, disband, etc. At the same time, information about ongoing changes in the structure of the enterprise should be stored in the personnel department and the catalog of structural units. The staffing table is a summary document that allows you to visually solve the tasks and problems of the personnel policy of the enterprise.

The main element of the organizational-staff and units separately is the rate, which was mentioned above. At each enterprise, its quantity corresponds to a particular position, profession, conditions of payment and labor activity. The number of rates is formed taking into account regular structural units.

Principles of formation of organizational structures at the enterprise

Thus, in order to implement the functions on which the success and competitiveness of the company depend, it is important to have a developed and effective organizational and staff structure. However, for its formation it is important to adhere to the following principles:

ensuring the smooth and uninterrupted work of all departments;
loyalty and ability to maneuver for a lightning-fast reaction in case of rearrangements of market conditions;
making efforts to prevent or neutralize social conflicts;
minimalism in the formation of the number of administrative and managerial staff in order to reduce the cost of its financial support and prevent the increase in economic costs at the enterprise;
guaranteeing high results and fulfilling the profit plan;
timely fulfillment of obligations to customers, suppliers, creditors.

Staff structure as a reflection of the company's strategy

In addition, the management of the organizational structure implies taking into account the interests of the working team, based on the principles of equal partnership. The choice of a competent management model for an enterprise of any field of activity and form of ownership is one of the fundamental criteria that determine the future of the company.

The direction and strategy of the company are starting points for planning the organizational structure. A well-formed coordinating device of a firm or non-profit institution must meet the following requirements:

interact with partners and customers on favorable terms;
rationally distribute among the staff the amount of work related to solving current production problems.

Varieties of models of organizational and staff management

The management model of the organizational and staffing structure of an enterprise is a set of departments that perform a number of functions for the preparation, development, adoption and implementation of company decisions. For convenience, the system is depicted graphically in the form of a diagram or diagram showing the composition, relationships of individual staff units and their levels of subordination.

Several models of the organizational structure are in demand and will be applied in practice. Their formation corresponds to the following principles:

multifunctional management structure of the enterprise (it is understood that each division or staff unit performs one function assigned to it);
process type of organizational structure (involves the implementation of a specific process by a separate unit);
matrix form of management (represents a complex mechanism for the implementation of projects by a group of employees from various multifunctional departments).

The use of another model, built on the principle of "one division - one counterparty" (the latter can be contractors, suppliers, client groups, etc.), is used in cases of a limited market.

The secret of success and relevance of the organizational structure

Multifunctional and process management models, their modifications, which have been used since the beginning of the last century, have become widespread. Such models of the management structure of an enterprise are often called bureaucratic. The effectiveness of hierarchical systems is explained by the following factors:

subordination, in which the work of all lower units is controlled and regulated by higher structures;
compliance with the abilities of employees of the position held, i.e. certain hierarchical role;
division job duties for additional specializations;
formalization of activities or the introduction of standards, thanks to which an unambiguous approach of employees to the implementation of assigned tasks is guaranteed;
mass and impersonal performance of the relevant functions by employees;
strict selection of employees in accordance with strict qualification conditions.

Staff organization of the enterprise: an example

One of the classic examples to consider is a manufacturing company that manufactures products. At the heart of such a firm is a multifunctional coordinating device. If, in accordance with the staffing table, about 100 employees are officially employed in it, the creation of several large divisions will be an expedient solution. For example:

production department;
directorate for financial matters;
sales department.

Accordingly, each of them includes other, smaller structural units, which are entrusted with the implementation of specific tasks. As a rule, the accounting department and the logistics department are formed outside the organizational and staffing corps. If it is necessary to expand the range or update the catalog for convenience, the enterprise can temporarily switch to a matrix management model by creating a new division within the company for the period of solving the tasks.

Is it necessary to draw up a staffing table?

Despite the fact that the legislation of the Russian Federation does not stipulate a strict need to approve the organizational structure and staffing of the company's employees, the requirement for a staffing table at the enterprise is in articles 15 and 57 of the Labor Code of the Russian Federation. An indirect mention of the legislator is contained in the requirement to employ employees in positions corresponding to the staff list, with the prescription of labor functions in the contract.

Thus, any institution, trade or manufacturing company a document on the number of employees and rates should be introduced in order to avoid disputes about the positions held by subordinates, the range of their duties. There is also no single standard form of the organizational and staffing structure, the composition of employees of a separate unit. At the same time, information about the coordinating device of the enterprise is allowed to be reflected in the T-3 form approved by the State Statistics Committee of the Russian Federation.

About filling out the staffing form

It is universal and suitable for staffing, the structure of any organization. The following fields must be filled in to complete the document:

registration number and date of registration;
the period during which the document will be considered valid;
full name and code of the structural unit;
professions and positions of employees;
the total number of staff positions and rates;
salary, the presence or absence of an allowance.

The column "Approved", available in the staffing table, contains data on the order that allows the document to enter into force. The codes of the structural department and each of its units are assigned here or in advance. They are indicated in a hierarchical sequence - from the top to the subordinate units. When determining a position, it is advisable to adhere to the provisions of the OKZ - the All-Russian classifier of occupations. The regular organization of the enterprise is approved for a specific period, if necessary, it can be extended or changed. Although the obligation to draw up this document is not established by the regulatory legal act, in fact it is approved in 90% of cases. In addition, in isolated cases, the staffing table may be requested by regulatory authorities during inspections and audits.

The structure and staffing of the organization (document provided for by OKUD, code 0252211), as well as the payroll fund, as a rule, are determined at the stage of business planning during the formation, reorganization of a legal entity or when expanding or developing a new type of activity, that is, the solution of these issues initially, and subsequently, are the prerogative of the founders.

The structure and staffing of the enterprise can be fixed in the statutory documents (Charter, Regulations). With the exception of state-owned enterprises that are on budget financing, or branches (representative offices) commercial enterprises Such strict regulation is extremely rare. In the conditions of market relations, it is vital for any business entity in any field of activity to quickly respond to changes taking place in the market. If the structure and staffing are fixed in the constituent documents, then changes are possible after the initial corresponding changes in these documents and the necessary state registration of such changes (the whole procedure).

The dynamics of market relations requires the highest flexibility and efficiency, therefore, in most commercial organizations, the issue of forming and changing the structure, as well as the number of personnel, is within the competence of the CEO. It is he who must determine the structure, build service relations, regulate the numerical strength, based on the current situation on the market in general, the areas of activity and the financial situation of the enterprise he leads. He is responsible to the founders for the final financial result, and should not ask anyone for permission to take the necessary organizational measures, moreover, in medium and especially small enterprises, the general director himself is the founder (co-founder).

In practice, in the vast majority of medium and small enterprises, a document that normatively fixes the structure and staffing is either absent altogether or has the form of a scheme that defines a hierarchy of service relations between or their production relationship (flows of information and reporting).

Such a scheme is an inverted two-dimensional tree and describes a linear-functional type of organizational structure of an organization. However, other more complex types of organizational construction are also known from management theory, such as matrix and project, which are multidimensional. Accordingly, a schematic representation of the multidimensional structure of the organization on paper (document) is practically unrealistic.

Based on the fact that the presence of such a document as "Structure and staffing" is not mandatory for the organization, as a tip, we will give several situations where the creation of such a document can only harm the cause. It is not necessary to document the internal structure of the organization if:

the organization is really a small business and enough to develop complete for employees;
all management (decision-making) is concentrated in one hand;
the organization is engaged in one type of activity and there is no need to divide employees into separate working groups;
The organization is built on a multidimensional system.

If the head decided that the document "Structure and staffing" is necessary for the organization, then when it is drawn up, the following rules should be obeyed.

There is no standard or unified form, therefore, the rules for its design are subject to general requirements GOST, that is, it can have content in the form of text, tables or diagrams.

The development of the structure of the enterprise and the determination of the staffing, at best, should be the responsibility of the director (manager) for personnel, who has the necessary knowledge and experience, as well as, perhaps most importantly, information about the market, the state of the company and development prospects. This document must be agreed with the heads of areas (structural divisions).

Based on the approved structure and staffing, the HR department prepares for approval