Any company has several functions that it cannot do without, regardless of what this company is engaged. And it is precisely these functions that include administrative and economic work. This article will talk about the most significant administrative and economic functions in companies, the positions that these functions can perform, the place and role of this function in the structure of the company, as well as in more detail about some administrative functions that usually receive insufficient attention.
Despite the fact that administrative and economic functions in various companies are typical, however, their specific content depends on the goals that stand in this moment to the company, as well as the size of the company and its resources. Let's consider the most typical administrative and economic functions, as well as the impact on them of current tasks and the situation in the company.
All administrative and economic functions can be divided into several groups:
1) Current support of activities:
- provision of stationery
- provision of office equipment and consumables
- provision of household goods
- maintaining office equipment and furniture in working order (repair and maintenance)
- providing communication (connection mobile phones, dedicated Internet channels, operation of city lines)
- making large one-time purchases (furniture, office equipment)
2) Document flow:
- development of a filing system
- document management
- archiving
- maintaining libraries, databases
3) Operation of a building, premises, territory:
- cleaning of premises
- maintenance of buildings (electricity, plumbing, small household repairs)
- room decoration
- renovation of premises
- arrangement of adjacent territories
- landscaping
4) Organizational work:
- organization of workplaces
- organization of events (holidays, corporate meetings, presentations)
- organization of meeting rooms
- catering for employees
- transport service
- courier service
- organization of employee and company insurance
- organization of relocations
5) Relationships with third parties:
- interaction with government agencies (issues of operation of the building and surrounding areas)
- interaction with landlords (or tenants)
- relationships with suppliers, tracking contracts, invoices, payments.
6) Internal staff information:
- organization of notification of new documents
- control over the execution of orders
- release of internal corporate publications (newspapers, newsletters, leaflets), preparation and distribution of information messages
- organizing and maintaining bulletin boards up to date
- organization of in-house museums and exhibitions
We would like to draw your attention to the fact that some administrative and economic functions are of a permanent nature, while others are one-time tasks that can be performed only a few times or even once. However, they need to be remembered and discussed with employees when setting their work goals. So that, if necessary, to solve any one-time but global task (for example, organizing a move), the question “Who should do this?” does not arise.
Moreover, administrative and economic employees must firmly know that their main purpose is to ensure the uninterrupted and comfortable operation of all company services. Their main task is to help all other departments of the company perform production plans, no matter what you have to do for this. Thus, the list of functions can be either shortened or expanded, depending on the specific situation.
The following factors influence which functions and to what extent a particular organization needs:
- company size
- company goals
- is the building owned?
- the specifics of the company's activities (for example, how often a courier is required, or how much company cars are needed)
That is, each company can independently create a list of the functions it needs by conducting the appropriate analysis.
To illustrate, we give two examples.
Large industrial enterprise has set a goal to reach the international level and bring the standards of its work closer to the global ones. It was planned to develop international cooperation and receive delegations. The company owns several production buildings (5 workshops, an administrative building, a checkpoint, a boiler room, a canteen, a greenhouse) and has its own territory. The management set the task of reorganizing administrative and economic divisions taking into account new requirements. Before the transformations, the enterprise had an administrative and economic department, which included: an office, an archive, a typing bureau, Courier service, designer, cleaners, janitors. It is noteworthy that the AHO reported to the commercial(!) director, who, naturally, very rarely even remembered the existence of this department. In addition, the following services existed as separate divisions that reported directly to the director of the plant: landscaping department, transport department, canteen, and factory circulation department. Some administrative and economic functions were not assigned to anyone at all, which is why problems regularly arose. Thus, no one was responsible for minor household repairs, and all managers resolved such issues as best they could, involving their subordinates, who were better versed in technology than others, in the work. There was also no centralized purchase of stationery and household supplies, as well as office equipment. Again, each department head purchased everything necessary on his own; no one kept track of estimates for these expenses.
The plant management saw the inefficiency of this area and decided to reorganize. As a result, a separate division was created, headed by the Deputy Director for general issues (new position). The following services were subordinate to him: administration, canteen, transport department, department for landscaping and landscaping, security service, large circulation.
The structure of the administrative and economic department has also undergone changes. It included:
- office
- archive
- administrative sector (organization of meeting rooms, meetings of delegations, events, booking tickets and hotels, etc.)
- sector for supporting current activities (purchase of stationery and household equipment, purchase of furniture and equipment, minor repairs, communications, decoration of premises, organization of workplaces)
- cleanliness sector (cleaners)
Thus, two new departments were introduced (the administrative sector and the sector for supporting current activities), the typing bureau was abolished (in connection with the transition to electronic document management) and courier service (calculation showed that third-party services are cheaper). The janitors became subordinate to the landscaping department. As a result of the transformations, costs were significantly reduced due to the release of the main departments from performing unusual functions (repairs, procurement), as well as due to the fact that the implementation of centralized purchases of office supplies and household equipment made it possible to receive significant discounts for volume, and also led to the need for accurate accounting of the consumption of office supplies , which also provided significant savings.
Example 2.
A small organization (publishing business) rented several premises in office building. Repair of the premises, electrical supply, plumbing work, food (canteen) were provided by the landlords. Previously all necessary administrative functions performed by the secretary. Other employees also assisted her as needed. But gradually the company grew, and there were so many tasks that it was decided to introduce a special position for this work. It was decided to allocate the position of office manager with the following functions:
- current support of activities in full
- supervising the work of a secretary, cleaner, courier, driver, IT manager
- interaction (drawing up contracts, recording primary accounting documents, monitoring payments) with third parties (suppliers, lessors)
- organization of the meeting room work
- ensuring internal information in the company (preparing texts for newsletters, issuing a Newsletter, designing a Notice Board)
Thus, we see that to determine the functions and tasks of the administrative and economic block in a company it is necessary:
- analyze the current state of the company, identify missing functions
- determine the goals of the direction based on the company’s goals
- identify the specifics of the company and its impact on the goals of the direction
- identify bottlenecks; moments that may prevent you from achieving your goals
- calculate the feasibility of performing some work on your own or using third-party contractors
- define best format implementation of this function (one employee, department, entire service)
- resolve the issue of subordination of this position
The format of the article does not provide an opportunity to examine in detail each of the functions of the administrative and economic department, so we will focus only on two functions that usually receive insufficient attention. In our experience, complaints about the administrative and economic department most often arise on the following issues:
- organization of employee workplaces
- fulfilling requests for minor repairs
Since these tasks are classified as cross-functional, problems most often arise due to inconsistency in the actions of various departments. In this situation, the role of the Administrative Office is to organize the entire process and coordinate the work of all services. And since complaints usually relate to the timing of these tasks, it is obvious that the problems lie in the so-called network planning. Let's consider how best to organize the implementation of each of these tasks.
Organization of workplaces
Since new jobs in companies are not created every day, usually no regulations are developed regarding this process, and the task is solved according to the situation, most often in an emergency. But it is the Regulations for organizing a new workplace that will allow you to plan the entire process on paper, understand how it can be optimized, and what is best to do in what order. This is especially true for companies that have set goals active development, which is most often associated with staff expansion.
The first thing you need to start this work with is to create a description of the workplace. This description should include a list of the necessary furniture and equipment for a typical workplace. It is possible to gradate workplaces depending on the level of position (top manager, middle manager, performer) and the specifics of the activity (presence of visitors, use of additional special equipment or inventory, special requirements for room temperature, lighting, etc.).
Ideally, it is better to write a job description for each position. However, this is very labor-intensive work, so at the first stage you can limit yourself to drawing up a description of a typical workplace, as well as workplaces of individual (specific) positions. For example, for a secretary it is important to provide a utility cabinet for storing dishes, household supplies, and food. It is important for the laboratory worker to provide sufficient lighting and a certain temperature regime. For employees working with clients - availability of waiting areas for visitors. And for the chief accountant - a safe.
Let's give an example of a description of a typical office employee's workplace.
|
Index |
Indicator value |
Note* |
|
Workplace area |
Minimum 4 sq.m. |
Based on this indicator, the maximum permissible number of workplaces in each workroom is calculated. |
|
Illumination |
Enough general lighting |
Some work areas may require additional local lighting |
|
Necessary furniture |
||
|
Chair – 2 pcs. |
One chair for visitors |
|
|
Movable cabinet |
||
|
Filing Cabinets |
||
|
Necessary equipment |
Computer |
|
|
Common use for several rooms |
||
|
Inventory |
Calculator |
|
|
Box for storing floppy disks |
||
|
Removable drive |
||
|
Stationery set |
(including paper clips, ruler, buttons, pens, pencils, eraser) |
|
* In the Note of the actual document, it is best to indicate the coordinates of the supplier for this item.
Thus, if it is clear in advance what exactly is needed to organize a workplace, then it is easier to think about how to organize the entire process.
The main principle in this case is to determine what is better to have in stock constantly (in case of hiring a new employee), and what to purchase after receiving information about the departure of a new person. For example, it is better to have a small supply of inventory, especially since working employees may also need it. If space allows, you can also have tables and chairs in stock. But it’s hardly worth keeping a computer in reserve - it’s expensive, and, most importantly, such equipment quickly becomes obsolete and storing it without use is ineffective.
To reduce the time it takes to organize a workplace, the administrative office must have actual information about suppliers of furniture and equipment. If such information is not taken into account and stored, then the administrative worker will first have to spend quite a lot of time finding the necessary suppliers and choosing among them those that are suitable for the given situation.
In general, it is best to draw up a matrix of the entire business process of organizing a workplace and indicate in it all the departments participating in the process, as well as which department should do what and in what time frame. This is all the more important, since punctures very often occur precisely because of failures in the transmission of information.
Let us give a simplified example of the business process of organizing a new workplace.
|
Action |
Note |
|
The decision to hire a new employee |
The director makes the decision and agrees on the date with the HR department |
|
The HR department informs the Administrative Office about the release date of the new employee and provides an application indicating special requirements |
On the same day that the decision was made |
|
Drawing up a plan for preparing a new workplace based on standard plan and the current situation. An audit of what is in stock and what needs to be purchased. |
The Administrative Office draws up the application on the day it receives it and approves it with the director (including the estimate) |
|
Decision on the location of a new workplace (in what room, how) |
The issue is discussed by the HR department and the Administrative Office when discussing the application. The agreed decision is approved by the director |
|
AO conducts a discussion with the IT specialist about equipment requirements and sets deadlines for him |
Dates according to plan |
|
AHO orders everything needed from suppliers |
|
|
AHO receives invoices from suppliers and forwards them to the accounting department for payment |
Immediately upon receipt of invoices |
|
AHO controls payment and delivery |
|
|
AO organizes the process of installing furniture and equipment, checks the readiness of the workplace |
On the eve of a new employee's departure |
Fulfilling requests for minor repairs
Complaints on this issue arise most often because attention is paid to it on a residual basis. Information from employees is not taken into account, its implementation is not planned and, as a result, instructions are forgotten and not carried out. Is being decided this problem relatively simple.
First of all, it is necessary to keep a log of applications and appoint an employee responsible for constant monitoring of incoming applications and issuing tasks to the contractor. This function can be performed by the head of the administration himself. He must set the frequency of reviewing the log and then assign tasks to the performers and monitor implementation. It is even better to organize the submission of applications electronically.
The application form may be as follows:
|
date of the application |
Department employee submitting the application |
The essence of the application, what needs to be done |
Period of execution |
Responsible |
Deadline |
Workmanship |
|
accountant |
Repair the device using a money account |
ACS technician |
Good, no complaints |
The procedure for processing such an application may be as follows:
- Columns 1 – 4 are filled in by the applicant when submitting the application.
- Column 4 (application deadline) can be adjusted by the head of the administration office (or the employee responsible for the distribution of applications) after agreement with the applicant.
- Column 5 is filled in by the head of the administrative office (or the employee responsible for the distribution of applications), after which the application is transferred to the contractor.
- After completing the application, the executor fills out column 6 (due date) and signs the application from the applicant, who must sign in column 7 and indicate the quality of the application from his point of view, as well as indicate complaints, if any.
- After this, the completed application is transferred to the head of the administrative office for control and filed in a folder, and its data is taken into account for incentives.
To increase the efficiency of minor repairs, it is important to tie incentives for administrative workers to the quality and speed of processing requests. A justified complaint from one of the employees should lead to punishment of the performer.
To ensure fairness, it is best to set performance standards. To do this, a complete list of possible applications is compiled (which can be expanded according to precedent) and implementation standards are established for each item.
There are no standard standards on this issue, so each company sets its own standards based on its specifics and current tasks. For example,
So, we have examined the list of the most typical functions of administrative and economic personnel, the influence on the content of these functions of the company’s goals, its size and specifics. And also in more detail the question of how you can build the process of organizing a workplace and the process of fulfilling requests for minor repairs. As we have shown, these problems are solved through detailed planning and clear designation of business processes, i.e. It is important to establish a clear procedure for performing this work, draw up regulations, familiarize everyone involved in its implementation, and constantly monitor this process. The task is purely managerial. In any activity, competent management dramatically increases the efficiency of the entire process, therefore administrative and economic functions in the organization also need to be managed, and this contains a huge reserve for development.
,50. Organizational and administrative work in the system of social services, institutions and organizations
The task of organizational-administrative or organizational-administrative activity is to coordinate the actions of subordinates. Organizational and administrative influence ensures clarity, discipline and order of work in a team. The art of a manager will be manifested in the ability to determine the optimal combination of organizational, administrative and economic methods.
In a broad sense, the term “personnel management” is used as a synonym for the term “human resource management”, a fundamentally new technology of personnel management.
Enterprise personnel can be classified according to various criteria. For example, by the functions that workers perform, by level of education, specialties, gender and age, etc. The most significant classification seems to be by the functions that workers perform. From this point of view, personnel are divided into production and management.
The main goal of personnel management is to use the organization's human resources with the greatest efficiency. The fundamental element of the personnel management system is the principles of working with personnel.
The principles are as follows: selection of personnel based on personal and business qualities; continuity of personnel; a clear definition of the rights, duties and responsibilities of each employee; providing conditions for professional and job growth; a combination of trust in personnel and verification of performance. Based on the principles of personnel management, a personnel policy is formed, components which are:
Employment policy (job analysis, hiring methods, selection methods, promotion, procedures for granting vacations and dismissals);
Training policy (advanced training);
Remuneration policy (payment system, benefits);
Industrial relations policy (establishment of certain procedures for easily solving labor problems);
Welfare policy (work pensions, sickness benefits, disability benefits, medical, transport services, housing, food).
Human resources management includes the following stages:
1) workforce planning;
2) recruitment;
4) definition wages and benefits;
5) career guidance and adaptation;
6) training;
7) assessment of work activity;
8) training of management personnel.
The need for organizational activities is determined by the following aspects:
1. to achieve their goals, people are forced to unite;
2. any joint activity will be more effective if for each member of the team it is determined, firstly, what he should do; secondly, what he is responsible for; thirdly, who controls its activities.
The answer to these three questions determines the organizational role of a member of any team.
The totality and interrelationships of organizational roles form the organizational structure of the organization.
In organizational activities, three main areas can be distinguished:
1. determination of controllability standards, i.e. determining the number of people that a manager can effectively manage;
2. establishing relationships of authority and responsibility that bind managers different levels and their subordinates;
3. formation organizational structure, i.e. dividing into units and establishing connections between them.
The construction of organizational structures is based on two basic principles.
Unity of Purpose Principle , According to which an organizational structure is effective if it facilitates the cooperation of people in achieving the goals of the organization.
Principle of efficiency , According to which an organizational structure is effective if it helps people achieve their goals with minimal undesirable consequences or costs. At the same time, costs mean not only the costs of material and financial resources, but also individual and group satisfaction or dissatisfaction of employees with the existing structure of the organization.
The effectiveness of social services depends on the type of organizational structure used. Social work management is understood as a set of elements of a governing body and stable connections between them, ensuring its integrity and maintaining its basic properties under various internal and external changes.
Basic requirements for the organizational structure: a minimum number of links and levels of management, a clear distribution of functions, stability, continuity, efficiency and flexibility of management.
The formation of an organization's labor resources consists of 4 stages.
1. Human resource planning.
Personnel requirement planning- Part general process planning in the organization.
2. Recruitment. As you know, the purpose of recruitment is to create a pool of candidates for all jobs, taking into account, among other things, future organizational and personnel changes, layoffs, relocations, retirements, expirations of contracts, changes in directions and the nature of production activities.
3. Selection. It is necessary to select an employee who is able to achieve the result expected by the organization.
4. Determination of wages and benefits. The salary structure includes base rates, bonus payments, and social programs.
A management method is a method of influencing the subject of management on an object for the practical implementation of the strategic and tactical goals of the management system. Management methods are a set of techniques and methods of purposefully influencing a production team or an individual employee in order to induce them to take certain actions in the interests of the enterprise. Management methods differ from one another in their motivational characteristics, i.e. to the activation of what motives of people’s behavior they are focused on. Methods are divided into administrative, economic and socio-psychological.
Organizational documents include charters, regulations and instructions. Under charter is understood as a set of rules governing the activities of organizations, their relationships with other organizations and citizens, rights and obligations in the field of their activities. The charters must contain certain provisions, without which state registration of the organization is not permitted. Thus, the charter must define: the name of the organization, its location, the subject and purpose of its activities, the procedure for the formation of property or the formation of authorized capital, management and control bodies, conditions for reorganization and termination of activities, etc.
Provisions- regulations defining the order of formation, structure, functions, competence, responsibilities and organization of work of a structural unit, commission, activities of officials, etc. IN separate group It is possible to identify provisions regulating the totality of organizational, labor and other relations on a specific issue. The provisions are approved in accordance with the established procedure. Both statutes and regulations are complex documents, their structure and content usually determined by the drafting agencies.
Instructions are legal acts that are issued in order to establish rules governing various aspects of the activities of organizations, their divisions and services, officials, citizens, as well as for the purpose of explaining and determining the procedure for applying legislative acts.
The effectiveness of an enterprise is determined by its organization (structure, powers, rights and obligations, organizational regulations and regulations) and its management system (goal setting, planning, monitoring, accounting, preparation management decisions, corrective and preventive actions). However, the effectiveness of an enterprise is assessed not by how the organization and management system are built, but by what results are achieved and what objective forecasts are available for the future.
This is the difficulty of creating an effective organization and an effective management structure and system. And this determines the need to attract organizational and management consulting services when building efficient enterprise. It is impossible to simply take known principles of management and organization and get effective solution. It is necessary to move from the goal set for the enterprise, ensuring at every step maximum efficiency enterprises:
Goal>> private goals of activity >> adopted policies for achieving set goals >> structure that ensures the achievement of private goals >> programs for achieving private goals and their implementation >>goal achieved.
At the same time, we note that all these steps are the strategy of the enterprise. “Strategy is the determination of the main long-term goals and objectives of an enterprise and the approval of the course of action and allocation of resources necessary to achieve these goals” (Alfred Chandler). "The strategy must contain three important components: (1) the main chains of activity; (2) the most significant elements of policy that guide or limit the field of activity; and (3) programs of basic actions aimed at achieving the goals and not going beyond the chosen politics" (James Quinn).
Thus, an effective structure is developed during the strategy development process and is at the center of the strategy. The strategy (set private goals, adopted policies) determines the structure, but at the same time, the structure influences the strategy, since private goals must fall on specific structural units, which can only be built according to certain principles - the principles of the organizational structure. There are four such principles that determine the structure of an enterprise:
1. Accepted control range
2. Accepted principle of grouping structural divisions
3. Accepted principle of delegation of authority and decentralization
4. Accepted principle of outsourcing
1. Control range determines the number of subordinate units (at the lower level - the number of subordinate employees). At many of our plants, this range is in the range of 4-9, and sometimes even below the marked lower limit. The optimal value is in the range of 7-11. Accordingly, private goals should be optimally grouped into 7-11 groups, one group for each subordinate structural unit.
2. Grouping principles. Structural divisions can be grouped according to different principles: functional, product, territorial, consumer, etc. For example, an enterprise may adopt a policy of producing budget products (economy class), products with an optimal price-quality ratio (budget class) or a policy of producing expensive but high-quality products (premium class), and these principles determine the specific structure applied. At the same time, there are always administrative divisions: accounting, secretariat, financial and economic, administrative and economic, independent of this policy.
2.1. Low-cost products are produced with the maximum division of labor, when each department performs its function in the production chain: marketing, development, production, sales. This is a linear functional organizational structure (Fig. 1). Thanks to the division of labor by functions (operations), products have the lowest cost, but at the same time, each department is responsible only for its own operation, and no department is responsible for final result, it is difficult to understand which department is responsible for the detected product defects, so these products are not the same High Quality.
Figure 1. Linear functional organizational structure
2.2. Products of the highest price segment
The requirement for high quality products no longer requires a division of labor into functional departments, where each department performs a specific function for all products produced, but a division of labor by type of product, where each department performs all functions for the production of its product. This results in higher production costs, but since the product is produced in one department that is solely responsible for it, the quality of the product is higher.
This is a linear product organizational structure (Fig. 1).
Figure 2. Linear product organizational structure
2.3. Products with an optimal price-quality ratio.
In order to combine the advantages of functional and product structures, a matrix organizational structure was created, in which there are both product and functional divisions, and the functional divisions are under dual control: administrative on the part of the manager, and technical on the part of the product division (Fig. 3 a) or production units(in this case, restaurants) are under dual management (Fig. 3 b).
Figure 3. Matrix organizational structure
3. Delegation of powers and decentralization
3.1. Vertical decentralization is carried out in a divisional organizational structure and a network organizational structure. In appearance, these structures are no different from the linear product structure (Fig. 1) or the matrix organizational structure (Fig. 3 b). The only difference is that linear food divisions in the first case, and restaurants in the second, have significant independence and report to the manager only on a given narrow range of issues. Outside of these issues, they work independently.
3.2. Horizontal decentralization is additional horizontal management connections in linear structures. For example, when commercial service gives daily plans to technical service (production) without approval general director, unless, of course, they go beyond the specified limits ( horizontal line 6 in Fig. 4).
Figure 4. Linear organizational structure with horizontal control links
4. Outsourcing
The term “outsourcing” (from the English “outsourcing”) is literally translated as the use of other people’s resources. In other words, outsourcing is the transfer on a contractual basis of non-core functions to other organizations that specialize in a specific area and have the appropriate experience, knowledge, and technical means. Thus, outsourcing is a policy that allows you to optimize the activities of an enterprise by concentrating activities in the main area, where they have core competencies and experience, and outsourcing non-core areas in which the enterprise may not have the required high competencies and experience, or their acquisition and support will be very expensive for the enterprise and will reduce its efficiency.
For example, many enterprises no longer have IT departments, legal departments, security departments, etc. Large enterprises They sell products only in wholesale quantities and do not have retail divisions. Outsourcing allows you to reduce the number of structural divisions, reduce management efforts to manage non-core areas, and concentrate all the competencies of the enterprise on its main direction - the production and sale of products. One of the areas of outsourcing is outsourcing in the field of consulting services.
Our company provides services for the development of the optimal organizational structure of an enterprise and all accompanying organizational documentation (regulations on divisions, job descriptions, regulations for the interaction of divisions), ensuring its maximum efficiency.
Research on this issue in the science of administrative law is at an early stage. Signs and types administrative services Researched, in particular, by I. B. Koliushko. He notes that the services provided by government agencies and local government, constitute the sphere of public services. Based on the characteristics of the entity that provides public services, a distinction is made between public services (provided by executive authorities and state enterprises, institutions and organizations) and municipal (provided by local governments and utility companies, institutions, organizations) services. State services also include services that are provided by local governments and non-governmental institutions, organizations, enterprises in the exercise of powers delegated by the state, and municipal services include services that are provided at the expense of local budgets and under the responsibility of local governments.
Administrative services are those public (i.e. state and municipal) services provided by executive authorities, executive bodies local government and other authorized entities, and the provision of which is associated with the exercise of power.
In particular, I. B. Koliushko identifies the following features of administrative services:
1. Administrative services are provided upon application by an individual or legal entity.
2. The provision of administrative services is associated with the provision of legally significant conditions for the implementation of the subjective rights of a particular private person.
3. Administrative services are provided exclusively by administrative bodies through the exercise of authority.
4. The right of a person to receive a specific administrative service and the corresponding powers of the administrative body should be determined only by law.
5. The result of an administrative service is an administrative act - a decision or legally significant action of an administrative body that satisfies a person’s requests.
Administrative services are the leading means of realizing the rights of citizens in the sphere of executive power, because the vast majority of cases that are decided by public administration bodies are initiated by citizens themselves and concern their subjective rights.
The mentioned researcher proposes the following classification of administrative services:
1. According to the level of establishment of powers to provide administrative services and type legal regulation procedures for their provision:
Administrative services for centralized regulation (laws, acts of the Cabinet of Ministers);
Administrative services with local regulation (acts of local governments);
Administrative services with “mixed” regulation (when there is both centralized and local regulation).
2. According to the criterion of payment:
Paid services;
Free services.
Registration;
Granting permission (license);
Certification;
Certification;
Verification;
Nostrification;
Legalization;
Establishing status, etc.
4. For the subject (nature) of issues for which private individuals apply:
Entrepreneurial (economic) services;
Social services;
Land services;
Construction and utilities services, etc.
Regulations on the activities of administrative and managerial personnel
1. General Provisions
1.1. Regulations on administrative and managerial personnel of the State budgetary institution“Regional center for social assistance to families and children “Zhuravushka” (hereinafter referred to as the Institution) is a local regulatory act of the Institution, which defines the tasks and functions of the unit in the structure of the Institution, its rights and responsibilities in relations with other departments.
1.2. The regulations on administrative and managerial personnel are approved by the director of the Institution.
1.3. The approved Regulations on administrative and managerial personnel are kept by the personnel specialist of the Institution.
1.4. Administrative and management personnel (hereinafter - AUP) is a structural unit of the Institution.
1.5. Direct management of the activities of the AUP is carried out by the director of the Institution.
1.6. In its activities, the AUP is guided by the Constitution Russian Federation, federal laws, other regulatory legal acts, orders and regulations of the Ministry social policy Nizhny Novgorod region, Charter of the Institution, orders of the Director of the Institution, job descriptions workers and other regulations.
2. Goals and objectives of the department’s activities
The purpose of the AUP is to organize and coordinate the work of the Institution by strengthening the resource capacity of the Institution and improving the system social services families and children in the Nizhny Novgorod region.
In its activities, the AUP must ensure the solution of the following tasks:
2.1. general management the work of the structural divisions of the Institution and coordination of their activities;
2.2. ensuring implementation in the activities of the Institution federal laws and other regulatory legal acts of the Russian Federation insofar as they relate to the competence of the Institution;
2.3. organization and implementation of the development of strategy, main directions personnel policy Institutions and ensuring its implementation;
2.4. formation of highly professional personnel of the Institution, capable of effectively ensuring the implementation of the tasks and functions assigned to it;
2.5. organizing and conducting work in the field of social and labor relations and award work;
2.6. collecting and summarizing information about the activities of the Institution, presenting information on issues of the Institution’s activities to the head of the department social protection population of the Sovetsky district of Nizhny Novgorod;
2.7. implementation of measures to create safe and favorable conditions labor of the Institution's employees;
2.8. organizing the correct technical operation of the building, structures, networks and communications and maintaining them in constant operational readiness; systematic technical inspections;
2.9. organizing major and current repairs of buildings and structures, monitoring the quality of work performed;
2.10. provision of the Institution necessary equipment, furniture, equipment, fuels and lubricants, food, building materials;
2.11. ensuring strict compliance with labor protection and safety rules and technical operation of equipment and devices;
2.12. organization of work on maintaining accounting and ensuring order in the storage of accounting documents;
2.13. control over technical safety and labor protection of all structural divisions;
2.14. keeping records of incoming and outgoing correspondence, systematizing and ensuring the safety of documents in the prescribed manner;
2.15. control for labor discipline and compliance by employees with internal labor regulations.
3. Functions
In order to solve the tasks facing it, the AUP performs the following functions:
3.1. organizing the effective functioning of the structural divisions of the Institution;
3.2. security effective system monitoring the state of work of the Institution;
3.3. development of an action plan to determine the development prospects of the Institution;
3.4. organizing the execution of orders and instructions of the director, monitoring their execution by employees;
3.5. preparation and submission to the director of proposals for the implementation of federal laws and other regulations, personnel and labor activities;
3.6. Ensuring the activities of commissions:
- quotation;
- balance sheet;
- on regulating conflicts of interest;
- to establish work experience.
4. Rights
4.1. Request and receive from all structural divisions the information necessary to carry out its activities.
4.2. If necessary, interacts with external organizations.
4.3. Make proposals to reward employees for conscientious, effective work and apply disciplinary measures to them.
4.4. Enter into, amend and terminate employment contracts with employees in the manner and on the terms established Labor Code of the Russian Federation, other laws, regulations.
4.5. Make appropriate adjustments to existing local regulations and to draft documents being developed by the Institution.
Department employees enjoy rights and perform duties in accordance with job descriptions.
5. Responsibility
5.1. The apparatus is responsible for the proper and timely performance of the functions provided for by the Regulations on the administrative and managerial apparatus, within the limits specified labor legislation Russian Federation and other legal acts regulating the activities of the Institution.
6. Interaction
6.1. Within the Institution, the AUP interacts with all structural divisions.
6.2. Interacts with authorities state power, social service institutions, health care institutions, education institutions and representatives of the media.
6.3. We interact with charitable organizations, associations, and grand foundations.
7. Reorganization and liquidation
7.1. The AUP is reorganized or liquidated in connection with the reorganization or liquidation of the Institution.
8. Final provisions
8.1. During the period of temporary absence of one of the deputy directors of the Institution (being on a business trip, vacation, absence due to temporary disability, etc.), the director entrusts the performance of his duties to the relevant members of the administrative and managerial staff or the head of one of the departments supervised by the absent deputy director of the Branch .
8.2. The AUP vacation schedule is drawn up in agreement with the director in such a way that the presence of AUP employees on vacation does not lead to a significant decrease in the efficiency of the Institution and its branches supervised by the relevant members of the AUP.
The regulations on the activities of the AUP were developed in accordance with the Charter of the Institution. Changes and amendments may be made to the Regulations on the activities of the AUP taking into account changes in the current legislation of the Russian Federation or as necessary. The regulations must be reviewed at least once every five years.
Loading...
