The effectiveness of managerial work largely depends on the correct determination of the labor intensity of individual types of work performed and, on this basis, establishing the number required to perform them. The management personnel of an enterprise is usually divided into three groups:
managers;
specialists;
technical performers and other employees.
The work of each of these groups has its own characteristics, both in terms of its functional content and the nature of mental stress, and in terms of its influence on the results of the enterprise.
Currently, the following methods of rationing managerial work are used:
analogue method and – based on the experience of efficiently operating enterprises;
method of enlarged headcount standards– based on indirect measurement of the labor intensity of work and calculation of the number of engineers and managers for the entire production and by department;
direct standardization method(for constantly recurring work or work that can be broken down into repeating operations) - through division into operations and analysis of the time required to carry out operations.
For senior managers, the determining factors that are taken into account in the process of determining their number are: the number of subordinate employees or departments, the amount of working time spent on performing the functions (work) assigned to them.
Theory and practice for the head of an enterprise have determined the norm for the number of subordinate units of the management apparatus, ranging from 5–6 to 8–10 divisions, services, productions, workshops, the work of which he can effectively manage. If this norm is exceeded, the need for substitutes is determined by calculation.
The highest standards of subordination exist among masters. The number of workers subordinate to one master varies within very wide limits - from 10 to 60 people or more, with an average of 25 people. Such differences are associated with the type of production, the complexity of the work performed and other indicators characterizing specific production conditions. In each specific case, the norm of subordination for shop foremen (N p) can be established according to the formula:
where k c is the specialization coefficient, expressing the ratio of the number of jobs in the workshop to the number of technological operations assigned to them;
Z – the largest value of the norm of subordination for a given group of workshops (ranges from 30 to 50 people);
C p – average level of work in the workshop;
x – fractional exponent at the value of the average specialization coefficient;
y – fractional exponent at the value of the average grade of work.
For functional managers, the number of employees subordinate to them is determined by the complexity and labor intensity of management processes. Therefore, the number of this category of workers is established according to controllability standards.
The calculation of such standards is based on obtaining fairly accurate empirical dependencies, established taking into account the nature of the given production, the level of management organization, the performance of management functions and other production factors and conditions. In the course of such work, the structure of the manager’s working time costs, the distribution of functional responsibilities in his subordinate department, etc. are studied.
For functional managers, the number of bureaus, groups, sectors, etc. subordinate to them should be in the range of 5 – 10. When specifying the norm, it is necessary to take into account the manager’s responsibilities (in the case when the manager combines the main functions of management with executive functions, then the minimum value of the norm is taken ).
For specialists who carry out economic, organizational, design and technological preparation of production, enlarged headcount standards have been developed, which make it possible to calculate the number of functional units. The standardization methodology developed by the Labor Research Institute is based on the use of actual data on the number of these categories of workers in functional departments at the best factories. With the help of correlation analysis of the dependence of numbers on the most important factors, calculation formulas have been developed.
The original formula looks like:
where K is a constant coefficient expressing the relationship of norms with the numerical value of factors;
X, Y, Z – numerical values of factors;
a, b, c – exponents with numerical values of factors, characterizing the degree of influence of the corresponding factor on the number of employees by management functions.
Further detailing of the standard number within each function is carried out using controllability standards: the number of structural units that can be created within one functional unit, as well as their number, are specified.
For categories of workers whose work cannot be standardized using centrally developed standards, an analytical and research method is used, which is based on the development of work procedures. By developing procedures, the rational content of the specialist’s labor process is designed, dividing it into individual elements. This allows you to use timing observations and photographs of working hours to determine the time of their implementation. The standard time for a specialist and an employee is as follows:
where T pz – time for preparatory and final work;
T op – operational time;
T obs – workplace servicing time;
T department - time for rest and personal needs.
Expenses of preparatory and final time occur among specialists who perform unique creative work and therefore each time require a general understanding, study of the necessary literary sources, collective discussion of implementation methods, etc. Operating time is not divided into main and auxiliary.
The effectiveness of managerial work largely depends on the correct determination of the labor intensity of individual types of work performed and, on this basis, establishing the number required to perform them. The management personnel of an enterprise is usually divided into three groups:
managers;
specialists;
technical performers.
The work of each of these groups has its own characteristics, both in terms of its functional content and the nature of mental stress, and in terms of its influence on the results of the enterprise.
The content of the labor of these categories of workers is determined by the essence of the isolated functions of coordination, planning, control, preparation, organization and production management. Therefore, the main object of standardization is management functions, each of which is characterized by a certain composition of work, united by the commonality of factors of the target direction in the management system and the complexity of execution.
Depending on the nature of the functions performed, the management personnel of an enterprise for rationing purposes can be divided into the following groups:
directors of the enterprise and their deputies;
line managers in workshops and areas;
heads of functional departments;
specialists carrying out design and technological preparation of production and engineering and technical support for its functioning;
specialists carrying out economic and organizational preparation of production, analysis and accounting;
employees engaged in office work, information and economic services of production.
The variety of work performed, the lack of uniform algorithms for their implementation, the subjective features of the thinking process when processing the necessary information and making decisions determine the use of various standardization methods and types of standards.
For senior managers the determining factors that are taken into account in the process of determining their number are: the number of subordinate employees or departments, the amount of working time spent on performing the functions (work) assigned to them.
Theory and practice for the head of an enterprise have determined the norm for the number of subordinate units of the management apparatus, ranging from 5-6 to 8-10 divisions, services, production, workshops, the work of which he can effectively manage. If this norm is exceeded, the need for substitutes is determined by calculation.
Rationing the work of managers also includes regulating the routine of their working day and working week: setting the time for meetings and their duration; receiving visitors; reviewing correspondence; visiting workshops, etc.
For line managers when determining the norms for the number of subordinates, the degree of centralization of functional services is taken into account. If services are subordinated directly to the head of the workshop, their number is taken into account along with production areas. If the number of services exceeds the norm of subordination, positions of deputies for production preparation and shifts are introduced.
The highest standards of subordination exist among masters. The number of workers subordinate to one master varies within very wide limits - from 10 to 60 people or more, with an average rate of 25 people. Such differences are associated with the type of production, the complexity of the work performed and other indicators characterizing specific production conditions. In each specific case, the norm of subordination for shop foremen (N p) can be established according to the formula:
Where TO With - specialization coefficient, expressing the ratio of the number of jobs in a workshop to the number of technological operations assigned to them;
Z is the largest value of the norm of subordination for a given group of workshops (located in the range of 30-50 people);
C p - average level of work in the workshop;
X - fractional exponent at the value of the average specialization coefficient;
y - fractional exponent at the value of the average grade of work.
For functional managers the number of employees subordinate to them is determined by the complexity and labor intensity of management processes. Therefore, the number of this category of workers is established according to controllability standards.
The calculation of such standards is based on obtaining fairly accurate empirical dependencies, established taking into account the nature of the given production, the level of management organization, the performance of management functions and other production factors and conditions. In the course of such work, the structure of the manager’s working time costs, the distribution of functional responsibilities in the department subordinate to him, etc. are studied.
For functional managers, the number of bureaus, groups, sectors, etc. subordinate to them should be in the range of 5-10. When specifying the norm, it is necessary to take into account the range of responsibilities of the manager. For example, if a manager combines the main functions of leadership with executive functions, then the minimum value of the norm is taken.
For specialists, carrying out economic-organizational and design-technological preparation of production, enlarged headcount standards have been developed that make it possible to calculate the number of functional units. The standardization methodology developed by the Labor Research Institute is based on the use of actual data on the number of these categories of workers in functional departments at the best factories. With the help of correlation analysis of the dependence of numbers on the most important factors, calculation formulas have been developed.
The original formula looks like:
Where TO - a constant coefficient expressing the relationship between norms and numerical
the significance of the factors;
X, U,Z - numerical values of factors;
A,b, With - exponents with numerical values of factors characterizing the degree of influence of the corresponding factor on the number of employees by management functions.
Based on this formula, a table of calculation formulas has been compiled to determine the number of employees in the functional divisions of the enterprise (Table 4.8).
Among the measures aimed at increasing the efficiency of managerial work, standardization occupies a special place. Labor rationing is necessary for the correct construction of the management apparatus, the organization and remuneration of its workers, the rational distribution of duties and responsibilities, the placement of personnel, the determination of optimal workloads and the creation of objective conditions for the productive work of management personnel.
The transition to the market sharply aggravated the problems of rationing due to the strengthening of the processes of division and specialization of labor in the field of management. The emergence of new professions and types of management activities related to marketing, management, financing, sales and processing of agricultural products, the complication of the structure of functional responsibilities of management personnel, including due to the reduction of the management apparatus, a sharp increase in the volume of management decisions made, led to an increase in labor intensity performing management functions. An objective need has arisen to revise the standards of managerial labor and their scientific justification.
In relation to managerial personnel, labor standards establish a measure of labor costs for performing a given amount of work or servicing means of production for a certain period of time in specific organizational and technical conditions. In this case, the measure of labor costs can be expressed either directly in the time spent by an employee of the required qualifications to perform a unit of work, or indirectly - through the number of workers that is necessary to perform a certain management function. The complexity of rationing managerial work is due to its specific features: the variety of management functions and types of work within one function, mediated by communication (through the work of other people) with the final results of the functioning of the organization, intellectual and creative character. All this does not allow us to create any universal labor cost standards suitable for all functions and types of management work. In this regard, the approach to standardization of managerial work should be differentiated.
Taking into account the specifics of the work of managers and specialists, the following standards are distinguished. Time standards- this is the time required to perform a certain management function in specific production conditions. Time standards are measured in man-hours. On their basis, daily, monthly and annual standardized tasks- the amount of work that must be performed by a specialist (group of specialists) over a certain period of time in compliance with established requirements for the quality of work. Time standards and standardized tasks make it possible to determine the number of groups of specialists and individual workers and rationally distribute the amount of work between them in accordance with their qualifications and position. The results of completing standardized tasks make it possible to objectively evaluate the results of work and apply financial incentive systems when performing a larger volume of work and achieving certain quality indicators. However, these types of norms in agricultural organizations are applicable to a limited circle of management employees who perform periodically repeating, clearly regulated work (office work, counting, shorthand, etc.).
In cases where standards cannot be established due to the instability of the terms of reference and the content of management functions, as well as the lack of strict regulations and implementation technology, service, management and number standards should be used.
Service Standards determine the maximum amount of land, livestock, and equipment that a management employee can service in a specified time. Service standards apply to specialists of an agricultural organization (agronomists, livestock specialists, veterinarians, engineers, etc.). On their basis, the staff of the management apparatus and the number of specialists are established.
Current standards require systematic clarification and justification.
Number norms - this is the number of employees of a certain professional qualification required to perform organizational and production management functions and work.
Controllability standards- the number of employees directly subordinate to one manager, allowing them to most effectively perform management functions in the appropriate organizational and technical conditions and at normal labor intensity.
Controllability standards are determined on the basis of studying the capabilities of perception and processing of information, physical capabilities of a person, and the complexity of management work. The standard of control for the head of an organization varies depending on the number of steps in the management structure, the nature of the relationships between general economic and lower management levels. In two- and three-level management structures, the standard of control for a manager consists of the number of chief specialists, managers, secondary production units subordinate to him, auxiliary and service production; in the four-level - from the number of deputies on production, commercial, economic and other issues, chief specialists in the main industries. It is considered normal to assign 5-7 chief specialists to one manager; behind the chief specialist - 4-8 specialists and foremen; behind the foreman there are 25-45 direct performers.
Calculation of standards for costs and labor results is made on the basis of an in-depth analysis of production and labor processes, design of rational technologies and labor organization. Based on this, the considered labor standards do not exhaust all the normative characteristics of the labor process. Labor standards should also include standards for the complexity of work performed, which determine the required qualifications of specialists, and standards for working conditions that directly affect productivity.
Working conditions can be considered in various aspects: organizational and technical(specialization of the workplace, its equipment with technical means of communication, computers, etc.); sanitary and hygienic(temperature, noise, light, ventilation, etc.); ergonomic-aesthetic(layout and color design of the room, etc.); socio-psychological(content of work, the presence of creative elements in it, the nature of relationships in the work team) and legal(labor law standards, ensuring labor discipline, internal labor regulations, types of legal liability, etc.) (Fig. 27).
These are measures to estimate the amount of labor that must be implemented within a given technology.
The activity of labor standardization in personnel management is complex; it makes it possible to solve related problems. The main goals of rationing are:
- 1) production planning and determination of personnel requirements (quality and quantity);
- 2) calculation of wage costs;
- 3) assessment of changes in productivity, production efficiency.
To create an effective labor standardization system at an enterprise, it is necessary to:
- 1) activity analysis;
- 2) calculation and approval of basic standards;
- 3) monitoring the technical level of production, planning the revision of standards depending on changes in the state of material and technical support;
- 4) introduction of forms of material incentives for increasing productivity;
- 5) monitoring of labor standards.
- 1. Basic methods of labor standardization:
- timing is a traditional method in which, through numerous measurements, the time to produce a unit of product is calculated;
- assessment of the cost of labor1 - the cost of labor for 1 hour of work is determined by multiplying one point per hour (approved by management) by the sum of points for factors; level of qualifications, working conditions in the workplace, intensity of work, responsibility of work;
determination of a floating tariff. This method assumes that tariff rates and prices do not change for a long time (for one year or more), and the increase in wages is carried out from the organization’s income. In accordance with this method, the employee’s earnings (3) are determined by multiplying the tariff earnings (3.,.) by the wage increase coefficient (K y):
In turn, the wage increase coefficient (Kv) is determined by the formula
where payroll is the wage fund, defined as a percentage of the organization’s income.
In a market economy, a percentage of income can be negotiated between management and workers.
Tariff earnings will increase as tension in norms weakens (increasing time to complete an operation), since 
where C is the hourly tariff rate; T piece - piece time standard; K - the number of completed works, products.
Thus, the weaker the time standard, the more Zt, the less Kv. Therefore, with an increase in the time norm, the Ku coefficient will decrease, and the payroll will remain unchanged.
2. Rationing of managerial work. Due to the lack of regulation and variability of the activities of engineering, technical and management personnel, traditional methods of standardization
their work may be ineffective. Currently, the following methods of rationing managerial work are used:
- analogy method - based on the experience of efficiently operating enterprises;
- method of enlarged headcount standards - based on indirect measurement of the labor intensity of work and calculation of the number of engineering and technical workers (E&T) and managers for the entire production and by department;
- direct standardization method(for constantly recurring work or work that can be broken down into repeating operations) - through division into operations and analysis of the time required to carry out operations.
- 3. A staff of characters involved in labor rationing. The calculation of the standardization staff is made taking into account the analysis of the time spent on standardization work during a certain period.
As the experience of Great Britain shows, on average, the time spent on developing new standards per worker is three; the time for reviewing and completing documentation can be roughly taken as 1.5 days2.
The analysis shows that as the size of enterprises increases, the number of standard setters per every 100 workers decreases rapidly (Table 7.1).
Table 7.1
Calculation of standardization staff
|
Enterprise size (number of workers) |
Average number of standardization staff |
Number of standardizers per 100 workers |
Number of workers per standardizer |
- 1 Equipment, technology and production management personnel. M.: Economics, 1973.
- 2 Filyev V.I. Organization, regulation and remuneration. Experience of foreign countries // Personnel Management. 1996. No. 9 (3).
Currently, the problem of labor regulation takes on a special meaning in the context of optimizing the activities of specific enterprises. Activities to assess standards within the industry have been minimized, but work is underway within organizations to assess the dynamics of the amount of breastfeeding carried out per unit of time. That's why programs for assessing internal organizational norms become important for assessing the effectiveness of the quality of work of personnel services, monitoring the effectiveness of labor organization, technology and workplaces.
- Problems of organization, regulation and labor productivity.
Labor standards for management personnel
A feature of production management processes is that on their basis, technical, technological, organizational, and financial preparation of production is carried out, work methods are improved, labor incentives are organized, management activities are carried out, etc. These activities are carried out by management personnel, including managers, specialists and employees, which creates conditions for productive work of workers.
In relation to managerial personnel, rationing consists in establishing a measure of labor costs to complete a given amount of work for a certain period. In this case, the measure of labor costs can be expressed either directly in the employee’s time spent on performing a unit of work, or through the number of workers that is necessary to perform a certain management function.
Tasks of rationing the work of management personnel:
1. Reducing the time spent on work performed and, on this basis, reducing the required number of managers.
2. Increase in labor productivity of managers when performing work through the application of standards established taking into account progressive methods and means of labor, elimination of irrational elements of the labor process.
3. Creation of conditions for increasing the content of the work of managers and for combining positions by eliminating irrational and unnecessary work identified during standardization.
4. Rational division of labor and use of management personnel by establishing the necessary proportions of their number by position and qualifications.
To standardize the work of management personnel, three methods can be used: analytical-calculation, analytical-research and summary.
The analytical-calculation method of establishing standards for managers requires the use of pre-developed normative materials that express normative dependencies of time or number on influencing factors. The analytical-research method of establishing standards is based on a direct study of the time spent by managers at a particular enterprise and makes it possible to take into account all the features of the work, but labor-intensive research is required. The summary method of establishing standards involves their determination based on the experience of the person establishing the standards, either according to the recorded data on previously performed work, or according to summary observations of work without work without identifying its elements. Each of the methods has its own advantages and disadvantages, but only analytical-computational and analytical-research methods are considered scientific.
The analytical-calculation method is differentiated by the types of standard materials used.
1. Number standards - the regulated number of employees necessary for the high-quality performance of a particular management function in certain organizational and technical conditions. This is the main type of labor standards for management personnel. They allow you to determine the required number: for the enterprise as a whole, for each management function, for plant management and in workshops, in workshop management units, for individual positions.
The number standard expresses the form of the normative dependence of number on influencing factors. Factors and the degree of their influence on numbers are determined by correlation analysis using a computer. Such factors may include: the number of industrial production personnel of the enterprise, the number of main workers, the number of piece workers, the cost of fixed production assets, the cost of the active part of fixed production assets, annual production, the number of structural divisions in the enterprise, the average level of work and workers etc. Typically, population standards (N) are established on the basis of linear or power-law relationships:
Chn = K + aX + vU + ... sP,
Chn = K Ha Uv ... Rs,
where X, Y, P – numerical values of factors influencing the standard number of employees;
K, a, b, c – correlation coefficients.
Each sector of the economy, due to its specific characteristics of production and management, has its own set of factors that have their own degree of influence on the number of managers in a given industry. Therefore, the set of formulas for the normative dependence of numbers on influencing factors is wide.
2. The standard for the centralization of work is a regulated ratio of the number of employees at one of the management levels to the total number of management personnel for management functions or for the enterprise as a whole in certain organizational and technical conditions. The standard is established in the form of a normative dependence formula and determines the percentage of the number of managers at management levels.
3. The standard for the number of subordinates or the standard for controllability is a regulated number of managed employees (divisions), which in certain organizational and technical conditions must be managed by one manager. The standard is established in the form of a normative dependence formula and determines the number of line managers.
4. The service standard is a regulated number of serviced workers who, under certain organizational and technical conditions, must be served by one employee. The standard is established in the form of a normative dependence formula and determines the number of workers that one specialist or employee must serve.
5. The ratio of the number of management personnel is a regulated value of the ratio of the number of different categories of managers, ensuring the best use of employees in accordance with their level of qualifications. The standard is established in the form of a normative dependence formula and is used to regulate the number of employees by job groups (managers and specialists, specialists and employees), within job groups (engineers and technicians, leading specialists, senior specialists and specialists), etc.
6. Time standard is the regulated time spent on performing a unit of a type of work or its element in certain organizational and technical conditions. Typically, time standards are developed at two levels of labor process design - work and operations included in the work. The time standard is established either in the form of a formula for the normative dependence of time on influencing factors, or in the form of tabular numerical values of the cost of operational time to perform an operation or work.
Thus, the labor cost standards discussed above express one or another form of normative dependence of time or number on influencing factors. They are intended for repeated use at various enterprises when establishing and revising standards and can be presented in the form of formulas, numerical values in regulatory tables, and graphs.
Based on the standards, it is possible to establish specific standards for the enterprise. But this will happen when the factors take on specific numerical values characteristic of a given enterprise. Under these conditions, the standard turns into a labor cost standard. And the labor standard is always specific and regulates the expenditure of time or numbers for very specific specific jobs or departments under rational organizational and technical conditions.
The main types of labor standards for management personnel are as follows.
1. The standard number is the regulated number of a group of workers necessary for the complete and high-quality performance of the work assigned to it in specific rational organizational and technical conditions.
The headcount standard can be established either by an analytical-calculation method using headcount standards, labor intensity (time) standards, work centralization standards, or by an analytical-research method with the construction of balances of working time costs. The population norm can be determined by the formula:
LF = T/F1,
where Nch is the norm for the number of employees;
T – labor intensity of work;
F1 – working time fund of one employee in the planned period.
2. The norm for the centralization of work is a regulated ratio of the number of the centralized part of the management personnel to its entire number in specific organizational and technical conditions. The standard is established by the analytical and calculation method based on the standards for the centralization of work.
3. The norm of headcount ratios is a regulated value of the headcount ratios of various categories and officials of management personnel in specific organizational and technical conditions. The norm is established either by the analytical-calculation method using standards for headcount ratios, or by the analytical-research method with the construction of balances of working time costs.
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