Job description of the head of the structural unit of the educational institution. Head of a separate division What is the head of a structural unit responsible for?
Job description of the head of the structural unit
- General provisions
1.1 This job description defines the functional duties, rights and responsibilities of the head of the structural unit.
1.2 The head of the structural unit belongs to the category of managers.
1.3 The head of the structural unit is appointed to the position and dismissed from the position in accordance with the procedure established by the current labor legislation by order of the director of the consumer services complex.
1.4 Relationships by position:
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1.4.1 |
direct submission |
Director of the consumer service plant |
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1.4.2. |
Additional submission |
‑‑‑ |
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1.4.3 |
Gives orders |
Employees of the structural unit |
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1.4.4 |
The employee replaces |
Deputy head of structural unit |
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1.4.5 |
The employee replaces |
‑‑‑ |
- Qualification requirements of the head of the structural unit:
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2.1 |
education |
Higher professional education |
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2.2 |
experience |
At least 2 years |
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2.3 |
knowledge |
resolutions, orders, orders, other governing and regulatory documents of higher authorities on issues of consumer services to the population; rules of consumer services for the population; standards, the mandatory requirements of which must comply with household services; organization of logistics structural unit (service); profile, specialization and features of the structure of the organization of consumer services for the population; production capacities and human resources of the head of the structural unit (service); technology of rendering household services to the population; prospects for technical, economic and social development of the head of the structural unit (service); fundamentals of planning, strategic and operational planning; environmental protection requirements; fundamentals of economics, organization of production, labor and management; fundamentals of labor legislation; the procedure for drawing up and agreeing on business plans for the production, economic and financial and economic activities of a structural unit (service); office work standards (classification of documents, procedure for registration, registration, passage, storage, etc.); means of computer technology, communications and communications; rules and norms of labor protection and safety, industrial sanitation and fire protection; |
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2.4 |
skills |
specialty work |
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2.5 |
Additional requirements |
--- |
- Documents regulating the activities of the head of the structural unit
3.1 External documents:
Legislative and regulatory acts relating to the work performed.
3.2 Internal documents:
Charter of the consumer services complex, Orders and instructions of the director of the consumer services complex; Regulations on the structural unit, Job description of the head of the structural unit, Internal labor regulations.
- Job responsibilities of the head of the structural unit
The head of the structural unit (service) performs the following duties:
4.1. Defines and sets before the structural unit (service) goals and objectives related to the implementation of consumer services to the population.
4.2. Carries out the organization, planning and coordination of the activities of the unit (service), aimed at providing a certain set of household services with the greatest socio-economic effect.
4.3. Provides timely and high-quality consumer services to the population.
4.4. Carries out control over the rational use of material, technical and labor resources, reducing costs and improving the efficiency of consumer services to the population.
4.5. Conducts analysis and evaluates the results of the unit (service).
4.6. Controls the quality and efficiency of household services provided by the structural unit (service).
4.7. Carries out the development and implementation of measures to improve the activities of the unit (service), increase the volume and variety of personal services provided, and improve their quality.
4.8. Participates in the selection and placement of employees
structural unit (service).
4.9. Carries out control over the rational use of labor of employees of the structural unit (service) and the improvement of their qualifications.
4.10. Controls the observance by employees of the structural unit (service) of the rules and norms of labor protection and safety in the provision of personal services to the population.
4.11. Ensures the correct execution and timely reporting on the results of the activities of the structural unit (service), the organization of appropriate accounting.
4.12. Performs related duties.
- Rights of the head of the structural unit
The head of a structural subdivision (service) has the right to:
5.1. Participate in the discussion of draft decisions of the head of the organization.
5.2. Dispose of the property and funds entrusted to him in compliance with the requirements determined by legislative and regulatory legal acts, the Charter of the organization, the regulation on the structural unit (service).
5.3. Sign and endorse documents within your
competencies.
5.4. Initiate meetings on organizational, financial and economic issues.
5.5. Request and receive from other structural units (services) the necessary information, documents.
5.6. Conduct quality and timeliness checks on assignments.
5.7. Demand the termination (suspension) of work (in case of violations, non-compliance with established requirements, etc.),
compliance with established norms, rules, instructions; give instructions for correcting deficiencies and eliminating violations.
5.8. Submit for consideration by the head of the organization ideas on the admission, transfer and dismissal of employees, on the encouragement of distinguished employees and on the application of disciplinary sanctions to employees who violate labor discipline.
5.9. Participate in the discussion of issues related to their official duties .
5.10. Require the head of the organization to assist in the performance of their duties and rights.
- Responsibility of the head of the structural unit
The head of the structural unit is responsible for:
6.1. For improper performance or non-performance of their official duties provided for by this job description - within the limits determined by the current labor legislation of Ukraine.
6.2. For offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal and civil legislation of Ukraine.
6.3. For causing material damage - within the limits determined by the current labor and civil legislation of Ukraine.
- Working conditions of the head of the structural unit
7.1. The mode of operation of the head of the structural unit is determined in accordance with the Internal Labor Regulations established in the consumer services center.
7.2. To resolve operational issues, the head of the structural unit may be allocated official vehicles.
- Terms of payment
The terms of remuneration for the head of a structural subdivision are determined in accordance with the Regulations on remuneration of personnel.
9 Final provisions
9.1 This Job Description is drawn up in two copies, one of which is kept by the consumer services plant, the other by the employee.
9.2 Tasks, Responsibilities, Rights and Responsibilities may be specified in accordance with the change in the Structure, Tasks and Functions of the structural unit and workplace.
9.3 Changes and additions to this Job Description are made by order of the director of the consumer services plant.
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Head of structural unit |
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(signature) |
(surname, initials) |
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AGREED: |
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Head of the legal department |
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(signature) |
(surname, initials) |
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00.00.0000 |
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Familiarized with the instructions: |
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(signature) |
(surname, initials) |
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00.00.00 |
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Added to site:
Job description of the head of the structural unit of the educational organization [name of the educational organization]
This job description has been developed and approved in accordance with the provisions of the Federal Law of December 29, 2012 N 273-FZ "On Education in the Russian Federation ", section "Qualification characteristics of positions of educators" of the Unified qualification directory of positions of managers, specialists and employees, approved. by order of the Ministry of Health and Social Development of Russia dated August 26, 2010 N 761n, and other regulatory legal acts regulating labor relations.
1. General Provisions
1.1. The head of the structural unit of an educational organization (hereinafter referred to as the head of the structural unit) belongs to the category of managers and is directly subordinate to [name of the position of the immediate supervisor].
1.2. A person who has a higher professional education in a specialty corresponding to the profile of the structural unit and at least 3 years of work experience in the specialty corresponding to the profile of the structural unit is appointed to the position of the head of the structural unit.
1.3. For the position of the head of the structural unit in accordance with the requirements of Art. 351.1 of the Labor Code of the Russian Federation, a person is appointed who has no or no criminal record, is not subject to or has not been subjected to criminal prosecution (with the exception of a person whose criminal prosecution has been terminated on rehabilitating grounds) for crimes against life and health, freedom, honor and dignity of a person (for excluding illegal placement in a psychiatric hospital, slander and insults), sexual integrity and sexual freedom of the individual, against the family and minors, public health and public morality, the foundations of the constitutional order and state security, as well as against public security.
1.4. The head of the structural unit is appointed to the position and dismissed from it by order of [name of the position of the head].
1.5. The head of the structural unit must know:
Priority directions for the development of the educational system of the Russian Federation;
Laws and other normative legal acts regulating educational, physical culture and sports activities;
the Convention on the Rights of the Child;
Pedagogy;
Achievements of modern psychological and pedagogical science and practice;
Psychology;
Fundamentals of physiology, hygiene;
Theory and methods of management of educational systems;
Modern pedagogical technologies for productive, differentiated learning, the implementation of a competency-based approach, developmental learning;
Methods of persuasion, argumentation of one's position, establishing contacts with students (pupils, children) of different ages, their parents (persons replacing them), work colleagues;
Technologies for diagnosing the causes of conflict situations, their prevention and resolution;
Basics of working with text editors, spreadsheets, e-mail and browsers, multimedia equipment;
Fundamentals of economics, sociology;
Ways of organizing financial and economic activities of an educational organization;
Civil, administrative, labor, budgetary, tax legislation in the part related to the regulation of the activities of educational organizations and educational authorities at various levels;
Fundamentals of management, personnel management;
Fundamentals of project management;
Rules of the internal labor schedule of the educational organization;
Rules on labor protection and fire safety;
- [other knowledge].
2. Job responsibilities
Head of the structural unit:
2.1. Manages the activities of the structural unit.
2.2. Organizes the current and long-term planning of the activities of the structural unit, taking into account the goals, objectives and directions for the implementation of which it was created, ensures control over the implementation of planned targets, coordinates the work of teachers, educators and other pedagogical workers to implement educational (educational) plans and programs, develop the necessary educational and methodical documentation.
2.3. Provides control over the quality of the educational process and the objectivity of assessing the results of educational and extracurricular activities of students, pupils, ensuring the level of training of students, pupils that meets the requirements of the federal state educational standard.
2.4. Creates conditions for the development of working educational programs of the structural unit.
2.5. Provides assistance to teaching staff in the development and development of innovative programs and technologies.
2.6. Organizes work on the preparation and conduct of the final certification, educational work for parents.
2.7. Organizes methodical, cultural-mass, extracurricular activities.
2.8. Monitors the workload of students (pupils, children).
2.9. Participates in the acquisition of a contingent of students (pupils, children) and takes measures to preserve it, participates in the scheduling of training sessions and other activities of students (pupils, children).
2.10. Makes proposals for improving the educational process and management of the educational organization.
2.11. Participates in the selection and placement of pedagogical and other personnel, in organizing the improvement of their qualifications and professional skills.
2.12. Takes part in the preparation and certification of pedagogical and other employees of the organization.
2.13. Ensures timely preparation of established reporting documentation.
2.14. Takes part in the development and strengthening of the educational and material base of the organization, equipping workshops, educational laboratories and classrooms with modern equipment, visual aids and technical teaching aids, maintaining equipment and inventory, equipping and replenishing libraries and methodological rooms with educational and methodological and fiction, periodicals publications, in the methodological support of the educational process.
2.15. Monitors the state of medical care of students and pupils.
2.16. Organizes the conclusion of contracts with interested organizations for training.
2.17. Takes measures to ensure the creation of the necessary social and living conditions for students (pupils, children) and employees of the educational organization.
2.18. Follows the rules on labor protection and fire safety.
2.19. [Other Job Responsibilities].
3. Rights
The head of the structural unit has the right:
3.1. For all social guarantees provided for by the legislation of the Russian Federation, including:
For the annual basic extended paid leave;
To provide compensation for the cost of paying for housing, heating and lighting [for those living and working in rural settlements, workers' settlements (urban-type settlements)];
To pay additional expenses for medical, social and professional rehabilitation in cases of damage to health due to an accident at work and occupational disease.
3.2. Get acquainted with the draft decisions of the management regarding the activities of the unit.
3.3. Participate in the discussion of issues related to their official duties.
3.4. Submit proposals to improve the activities of the structural unit for consideration by the management.
3.5. Interact with the heads of all (individual) structural divisions of the organization.
3.6. Involve specialists from all (individual) structural divisions in solving the tasks assigned to him (if this is provided for by the regulations on structural divisions, if not, with the permission of the head of the organization).
3.7. Sign and endorse documents within their competence.
3.8. To make proposals for the promotion of distinguished employees, the imposition of penalties on violators of labor discipline.
3.9. Require management to assist in the performance of their duties and rights.
3.10. [Other rights provided for by the Labor legislation of the Russian Federation].
4. Responsibility
The head of the structural unit is responsible for:
4.1. For violation of the charter of an educational organization.
4.2. For non-fulfillment, improper fulfillment of the duties provided for by this instruction - within the limits determined by the labor legislation of the Russian Federation.
4.3. For offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal and civil legislation of the Russian Federation.
4.4. For causing material damage to the employer - within the limits determined by the current labor and civil legislation of the Russian Federation.
The job description was developed in accordance with [name, number and date of the document].
Head of Human Resources
[initials, last name]
[signature]
[day month Year]
Agreed:
[job title]
[initials, last name]
[signature]
[day month Year]
Familiarized with the instructions:
[initials, last name]
[signature]
[day month Year]
This section of the NCC website is dedicated to the working forms of personnel documentation regulating the relationship between an employee and an organization. The proposed texts are real, previously approved, working personnel documents , which were prepared by the employees of our personnel center and Mrs. Olga Vitalievna Zhukova.
If you like the style, you can take these sample job descriptions as sample instructions, further modifying them to suit the individual needs of your enterprise, or you can place an order and entrust this task to the employees of our personnel center .
Job description of the Head
separate structural unit (OSB)
1. General Provisions:
1.1. Appointment to the position of the Head of the PCB and dismissal from it are carried out in accordance with the order of the General Director of LLC "A" (hereinafter referred to as the Company).
1.2. In his activities, the Head of the PCB reports directly to the General Director of the Company.
1.3. The activities of the Head of the PCB are regulated by this Instruction, orders and orders of the General Director and the Legislation of the Russian Federation.
1.4. All employees of the PCB are subordinate to the Head.
1.5. Persons with higher education and managerial experience may be appointed to the position of the Head.
2. Responsibilities:
2.1. Manages the economic and financial activities of the OSB in the field of logistics, storage and marketing of products under supply contracts, as well as transport and administrative services.
2.2. Provides:
– efficient use of material and financial resources, reduction of their losses,
— acceleration of the process of turnover of invested funds,
- Accounting for labor costs and timely payment of wages to employees of the PCB.
2.3. Organizes:
— participation of departments and services subordinate to him in the preparation of long-term plans for the delivery, storage and sale of the Company's products, in establishing direct and long-term relationships with regional buyers,
– work of warehouse facilities, creation of conditions for proper storage and preservation of material assets,
- Compliance with the company's personnel policy in the field of staffing.
2.4. Taking action:
— to expand the economic activities of the OSB,
- to ensure the fulfillment of tasks and obligations for the supply of the Company's products to regional buyers (in terms of quantity, quality, assortment, timing and other conditions of supply),
— on the rational use of all modes of transport,
- to improve the organization of loading and unloading operations.
2.5. Controls:
— logistic support of the OSB,
– proper spending of working capital and targeted use of financial credit,
— fulfillment of the plan for the sale of the Company's products.
2.6. Leading the development of measures:
– on resource saving and integrated use of material resources and values,
— to improve the economic performance of the OSB,
– on the maximum equipment of the loading and unloading service with the necessary mechanisms and devices,
- to prevent overspending of financial and material resources,
- addressing information security issues,
- to improve the moral and psychological climate in the team.
2.7. Supervises the work of subordinate departments and services.
3. Must know:
3.1. Decrees, orders, orders, other guidance and regulatory materials of higher and other bodies relating to the activities of the PCB,
3.2. Profile, specialization, features of the OSB structure,
3.3. Prospects for the technical and economic development of the OSB,
3.4. The procedure for the development and approval of plans for economic and financial activities of the OSB,
3.5. The procedure for keeping records and compiling reports on the economic and financial activities of the OSB,
3.6. Organization of financial work, logistics, transport services and sales of products,
3.7. Organization of loading and unloading operations,
3.8. The procedure for the development of working capital standards, consumption rates and stocks of inventory items,
3.9. The procedure for concluding and executing business contracts,
3.10. Economics, organization of production, labor and management,
3.11. Fundamentals of the Legislation of the Russian Federation,
3.12. Rules and norms of labor protection, safety measures, fire protection.
4. Responsibility:
The head of the OSB is personally responsible for:
4.1. For the activities of the PCB as a whole and for the performance by individual employees of the functions defined in the job descriptions;
4.2. For ensuring the uninterrupted work of departments and services of the OSB for the organization of the technological process of commodity circulation;
4.3. For unreasonable overspending of financial and material resources;
4.4. Financial responsibility for the safety of inventory items in the warehouse and in the office of the OSB;
General Audit Department on the appointment of the head of a separate subdivision.
For the timely provision of reliable information on the results of the work of the PCB;
4.6. For violation of the norms and rules of labor protection, safety, industrial sanitation and fire safety;
4.7. For the safety and confidentiality of information entrusted to him by the Society.
5. In case of production necessity, the company reserves the right to correct the job description.
Back to Leadership Responsibilities
Responsibilities of the department head:
– manages, in accordance with the current legislation, the production, economic and financial and economic activities of a separate subdivision, bearing full responsibility for the consequences of decisions made, the safety and efficient use of the property of the enterprise, as well as the financial and economic results of its activities;
– organizes the work and effective interaction of all structural divisions of a separate division, directs their activities towards the development and improvement of the trading process, taking into account social and market priorities, increasing the efficiency of the enterprise, increasing sales volumes and increasing profits, quality and competitiveness of products sold, its compliance with standards in order to conquer a segment of the workwear market and meet the needs of counterparties in the relevant types of products;
— observes orders and the internal labor schedule established by the management of the enterprise, local regulations of the enterprise and requires their implementation from subordinates;
- observes and controls the observance by the employees of the separate subdivision of the rules and norms of labor protection and safety;
- observes fire discipline and requires its observance from all employees, incl. Strictly monitors that no smoking in retail and warehouse premises;
- maintain cleanliness and order in the premises of a separate subdivision;
- ensures, within its competence, that the separate subdivision fulfills the business plans approved for the separate subdivision by the enterprise, of all obligations to the employees of the separate subdivision, including in terms of mandatory fees to state non-budgetary funds;
– organizes production and economic activities based on the widespread use of progressive forms of management and organization of labor, reasonable standards for material, financial and labor costs, studying market conditions in order to improve the quality of trading activities, economic efficiency, rational use of available reserves and economical use of all types of resources ;
- in agreement with the management of the enterprise, takes measures to provide a separate subdivision with qualified personnel, rational use and development of their professional knowledge and experience, creation of safe and favorable working conditions for life and health, compliance with the requirements of labor protection legislation;
– allows new employees to work after registration of their labor relations with the enterprise and conducting safety briefings;
- checks the skills of new employees, conduct their internships;
- provides the right combination of economic and administrative methods of management, unity of command and collegiality in discussing and resolving issues, material and moral incentives to improve performance, application of the principle of material interest (in agreement with the management of the enterprise) and the responsibility of each employee for the work entrusted to him and the results of the work of all the team of a separate subdivision;
- ensures compliance with labor discipline, promotes the development of labor motivation, initiative and activity of employees of a separate subdivision;
- resolves issues related to the financial, economic and production and economic activities of the enterprise, within the rights granted to him by the management of the enterprise, in agreement with the management of the enterprise, entrusts the conduct of certain areas of activity to other officials - his deputies;
— ensures compliance with the law in the activities of a separate subdivision and the implementation of its economic and economic relations, the use of legal means for financial management and functioning, strengthening contractual and financial discipline, regulating social and labor relations, ensuring the investment attractiveness of the entire enterprise in order to maintain and expand the scale of entrepreneurial activity ;
- holds a planning meeting twice a day: in the morning - to distribute assignments for the working day, in the evening - to summarize the work for the day;
- draws up a time sheet for employees;
- daily, at 17:30, informs _______________________ of the enterprise about the results of the day's work;
– analyzes and assesses financial risks, develops measures to minimize them, ensures control over compliance with financial discipline, timely and complete fulfillment of contractual obligations and receipt of income, the procedure for processing financial and business operations;
— represents the interests of the enterprise in state authorities and administration.
Must know:
- legislative and regulatory legal acts regulating the production, economic and financial and economic activities of both the enterprise as a whole and a separate subdivision, resolutions of regional and local government authorities and administration that determine priority areas for the development of the economy and the corresponding market segment;
— Fundamentals of tax and labor legislation;
- a system of economic indicators that allow a separate subdivision and the enterprise as a whole to determine its position in the market and develop programs for entering new sales markets;
– the procedure for concluding and executing economic and financial contracts;
- market conditions;
- Rules and norms of labor protection.
EKSD - Head (head) of a separate (structural) division of the organization
Conclusion of contracts by separate divisions
When concluding civil law contracts by separate subdivisions of a legal entity, many questions arise in practice.
At present, arbitration courts, when resolving disputes arising in the course of the execution of contracts concluded by branches, representative offices and other separate divisions of legal entities, proceed from the fact that the heads of these separate divisions, if they have duly executed powers, have the right on behalf of the legal entity and within the limits given to them powers to enter into relevant agreements. At the same time, the authority to conclude contracts can only arise from a power of attorney, but not from the Charter of a legal entity or from the Regulations on a structural unit. If there is a power of attorney issued by the head of a legal entity, and a duly executed contract concluded by the head of a separate subdivision cannot be invalidated only because it does not indicate that it was concluded on behalf of the legal entity and under his authority.
Sample job description for branch manager
In this case, the contract is considered concluded on behalf of the legal entity.
Representative offices and branches are not legal entities, their heads are appointed by a legal entity and act on the basis of its power of attorney (clause 3, article 55 of the Civil Code of the Russian Federation).
It must be borne in mind that the relevant powers of the head of the branch (representative office) must be certified by a power of attorney and cannot be based only on the instructions contained in the constituent documents of the legal entity, the position on the branch (representative office), etc., or be clear from the situation, in which is the head of the branch.
When resolving a dispute arising from an agreement signed by the head of a branch (representative office) on behalf of the branch and without reference to the fact that the agreement was concluded on behalf of a legal entity and by its power of attorney, it should be clarified whether the head of the branch (representative office) had at the time of signing the agreement the relevant powers expressed in the regulation on the branch and the power of attorney. Transactions made by the head of a branch (representative office) in the presence of such powers should be considered made on behalf of a legal entity.
It should also be taken into account that the head of a branch (representative office) has the right to entrust the performance of actions for which he is authorized by a power of attorney to another person in compliance with the rules provided for in Art. 187 of the Civil Code of the Russian Federation.
More related articles
Head of a separate division
When creating a separate subdivision (SD), the head of the parent organization has the right to appoint a responsible person to manage this subdivision. Relations between the management of the main office and the management of the EP are formalized in the form of, as well as a power of attorney for the management of the unit, which enables the head of the EP to represent the interests of the company.
At the same time, the head of the OP exercises his powers on behalf of the head office, since he himself is the sole body of the legal entity. person is not. An employment contract concluded with the head of the EP is drawn up in accordance with the requirements of the Labor Code of the Russian Federation.
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The head of a separate division is obliged to:
- to manage the EP in accordance with the tasks assigned to it;
- plan the activities of the EP and monitor the progress of their implementation;
- form the staff of the OP, distribute duties among them;
- monitor compliance with labor protection conditions.
General structure of the organization
Separate divisions themselves do not have a legal status, therefore they:
- are not subjects of legal relations;
- do not have civil legal capacity;
- are part of the whole company.
Often, ignorance of the above provisions creates confusion, for example, you can often find the wording “OP as a legal entity”, while the OP itself is part of a legal entity, and the law prohibits the entry of one legal entity. faces to another.
The emergence of a separate subdivision may take place after the fact, without being reflected in the constituent documents of the company. To do this, it is necessary that the workplace outside the location of the company be stationary and last more than a month.
What is important to consider
Conditions under the law
The separate subdivision itself is recognized as such if the structure is territorially isolated from the parent organization and includes equipped workplaces. The workplace is recognized as stationary if it exists for more than one month. This provision is indicated in paragraph 2 of paragraph 11 of Art. NK RF.
The recognition of the organization as a separate division occurs regardless of whether this provision is reflected in the internal constituent documents of the company. For separate divisions, registration is required.
In accordance with federal law, the heads of separate subdivisions are appointed by the main company and act on the basis of a power of attorney issued to them. The heads of the EP act on behalf of the parent company, the same company is fully responsible for all the consequences of the activities of the management of the unit.
A structural subdivision is not an independent legal entity, their heads are themselves appointed by a legal entity and act under a power of attorney having an established pattern. It should be noted that the presence of a power of attorney is mandatory, since the powers of managers cannot be based on other constituent documents of the company.
In the event of disputes involving the OP, actions under the contract signed by the head of the unit are considered to be committed by the legal entity itself (the parent company). But this condition is valid only if at the time of signing the contract the head of the OP had a power of attorney from the company.
In accordance with the law, subdivisions may be assigned the main classifier -, as well as OKOGU, and others.
The location of the company is also recognized as the territory where it operates through a separate division. Therefore, the organization is obliged to notify the tax authorities at the place of registration of the EP about its presence.
Notification of the tax authorities must be carried out within a certain period of time: in case of creating a separate subdivision - 1 month, in case of changing the conditions of the existing structure - 3 days. In case of termination of the operation of the EP, the management of the organization is obliged to notify the Federal Tax Service within 3 days from the moment.
If it is necessary to conduct cash transactions, the OP is obliged to conduct. At the same time, in accordance with the instructions of the Bank of Russia, the head of the parent company must stitch the sheets of cash books for each existing unit where cash transactions are carried out.
Sample employment contract with the head of a separate subdivision:
Job Requirements
The standard vacancy for the head of a structural unit contains a number of requirements for the candidate, the observance of which will allow him to effectively perform the assigned tasks.
These requirements include:
| Knowledge of Russian legislation | The manager must know the various regulations that determine the functioning of a separate subdivision, as well as the legislation of the Russian Federation relating to the scope of the subdivision. |
| Industry knowledge | The head of the OP is required to have extensive knowledge in the field of economic activity of the unit, to know the documents regulating the profile, specialization of the branch. He must also clearly understand the prospects for the economic and social development of the unit and the company. |
| Basic knowledge of HR | Ability to organize activities to improve the efficiency of this work. |
| Knowledge of the basics of labor protection, labor legislation | The manager must be well versed in the requirements of environmental safety, know the basic provisions of sanitary and epidemiological legislation. |
In addition to the above, the appointment to the position of the head of the EP requires the appropriate qualifications: higher specialized education and at least 5 years of experience in similar work.
Control principle
A separate subdivision can be managed in three main ways:
| Centralized Management |
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| decentralized governance |
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| Mixed control | This method of office work can combine elements of the above systems, in various proportions. |
Drawing up an employment contract
The conclusion of an employment contract with the head of a separate subdivision is carried out in accordance with the norms of the Labor Code of the Russian Federation. The duration of the contract can be either fixed or indefinite. In the first case, a temporary contract is concluded.
Usually the head of the company independently decides on the appointment of the head of the OP. The appointed head of the OP acts on behalf of the company on the basis of a power of attorney. The employment contract and the power of attorney must indicate the duties and rights of the head of the EP, as well as the limits of his competence.
The main documents regulating the rights and obligations of the head of the EP are:
- employment contract;
- company charter;
- power of attorney.
When drawing up an employment contract, it must indicate the place of work of the future manager, and if the OP is located in a different area from the location of the parent company, then the address of the EP is additionally indicated. Also in the contract it is necessary to clearly delineate the actual labor functions of the head of the OP and his powers.
When a department head is hired, his probationary period may not exceed 6 months. This provision is reflected in 70 Art. TK RF.
The conditions for terminating an employment contract with the head of a separate subdivision, provided that it is located in a different area, comply with the rules. The location of the EP is recognized as different if it is located outside the territorial-administrative unit (city, township, etc.) in which the parent company is located.
Upon dismissal of the head of the subdivision, the heads of the head office are obliged to offer him a similar position at the place of his actual work. If there is none, then the further dismissal of the employee also takes place according to the rules for the liquidation of the company. This circumstance is explained by the fact that with the dismissal of the head, the current unit is actually closed.
According to labor legislation, disciplinary measures may be applied to the head of the EP. For example, for a gross violation of labor duties or in the event that the head made a decision that caused large material losses or led to damage to the company's property, a penalty in the form of dismissal may be imposed on the head of the unit. These measures apply only to the heads of branches, and cannot be applied to their deputies and assistants.
What does the head of a separate division do?
The main task of the head of the EP is to fulfill the tasks assigned to him by the head of the company. Their list is indicated in various documents: job description, charter of the organization, contract, etc.
Additionally, the work of the head of the unit requires the following duties:
- Regularly conduct safety training among the employees of the EP, as well as monitor the timely completion of the required certification by employees. This also includes the duties of the head of organizing regular medical examinations of employees, issuing them special. clothing necessary for the performance of work.
- Monitor employee compliance with work discipline, safety rules and environmental protection. If the functioning of the company is associated with the need to observe state or commercial secrets, then control over the observance of secrecy also falls on the head of the OP.
- Ensure the replenishment of the staff of the OP. The head forms a personnel policy, the task of which is to create a close-knit team of qualified employees. Also, within the framework of this policy, measures should be taken to increase the motivation of employees and increase the efficiency of their work.
Paying taxes
The head of the EP, as a responsible person, is responsible for the financial and economic operations of the unit entrusted to him. Provided that these operations were carried out on the basis of documents signed by the head and have an appropriate order, and the actions themselves did not go beyond the competence of the head.
The head of the OP is responsible for hiding, understating the income of the unit or hiding any objects of taxation. Also, the head of the unit will be responsible if the tax service is not provided with accounting reports, calculations and other documents necessary for paying taxes in a timely manner. In the event of the listed violations, a fine of 2-5 minimum wages is imposed on the head, in case of repeated violation - 5-10 minimum wages.
Also, the head of the OP in special cases can be held criminally liable, for example, in case of deliberate concealment of income or distortion of data in documents submitted to the tax authorities. In this case, the leader faces up to 4 years in prison, with a subsequent restriction on holding certain positions.
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The leader is the leading and organizing link in social management systems. Speaking about the functions of a leader, we characterize the main duties performed by him, in particular: the development and adoption of managerial decisions ; organization; regulation and correction; accounting and control; collection and transformation of information.
Modern research takes as a basis for the classification of functions no longer individual cycles of production management, but the entire structure of the leader's activities in a team. At the same time, the functions of the leader are considered not only within the framework of his administrative role, but also his social, socio-psychological and educational responsibilities are taken into account. To the listed functions, one can add organizational activity, which consists in integrating individuals into a team and communication, which consists in establishing horizontal links within the team and external vertical links with higher organizational structures. They also single out the pedagogical function of the leader (education and training), as well as experimental consultative, representative and psychotherapeutic. Moreover, the functions of managing teams are carried out not separately from each other and sequentially, but in parallel and simultaneously.
The main functions of the leader
1. Administrative and organizational
The leader, in accordance with the rights and duties officially granted to him, must combine the individual actions of the team members into a single common force:
- distribute responsibilities among employees;
- control the process of completing tasks;
- evaluate the result and be responsible for the activities of individual employees and the entire group to higher authorities.
2. Strategic, related to setting goals, choosing methods to achieve them
The implementation of these functions allows you to show the creative potential of the leader, resourcefulness, endurance, the ability to put forward new ideas. The structure of strategic functions includes the ability to predict, foresee the final result, to quickly process large amounts of information coming from subordinate and higher authorities, the results of the team's activities. The leader must also accumulate a large amount of professional information in his memory.
Planning is also added to the functions of this type as the most important manifestation of forecasting. Planning should define specific tasks, time and means of their solution and answer the following questions:
- At what stage of the work are we currently (assessment of the real capabilities of the group, taking into account external and internal factors)?
- Where do we want to move, what tactical tasks to solve?
- By what means are we going to do this?
3. Expert advisory
In the process of group activity, the leader is usually the competent person to whom everyone turns as a source of reliable information and the most qualified specialist. High professional qualification is one of the main components of the manager's authority. A leader appointed from above, but not competent in terms of the tasks solved by the team, quickly loses authority, they obey him only because of fear of disciplinary sanctions, and they are looking for a true consultant in the person of an informal leader.
4. Communicative
The leader is the main source of important information that is essential for the successful functioning of the working group. This information is transmitted in the process of communication with the group and its individual members. Communication, the ability to communicate with people, the availability of communication are important qualities of a leader. The leader can be open to communication with the group and then acts as a leader. But he can build a system of communication links only in accordance with the principle of clear subordination, i.e., he communicates only with other leaders of equal rank and is distant from the group. Then he dooms himself to emotional loneliness and cannot count on any other influence than official, official.
5. Educational
Making important decisions and directing the team to achieve the set goals, the manager at the same time provides an educational effect in shaping the personality of his subordinates. The function of education includes disciplinary methods of encouragement and punishment if employees violate the rules of work or the moral principles of the life of the team. The head of the team, if he wants to be his educator, should strive to become an "opinion leader" with the greatest amount of information. He must be perceived by employees as "one of us and the best of us."
The duties of the leader-leader also include the formation of adequate professional motivation among employees. It is obvious that even the most perfect planning of the work of the group leader does not work if people do not want to do their job well. According to motivation theories, people will always work harder if there is an opportunity to earn more. Research by modern psychologists has shown that motivation as an internal motivation for activity is the product of a complex interaction of various human needs. As the cultural level rises, money does not always make people work harder. For people, interest in work, understanding the essence of the tasks being solved, communication, mutual understanding, humanity are important. The leader must be able to identify the needs of his subordinates and create conditions that will satisfy these needs with good work.
Psychotherapeutic functions can also be attributed to the number of educational functions. The leader must take into account the emotional state of his employees, since it largely affects their livelihoods and the psychological climate in the team. Optimism and a sense of humor, rather than despondency and irritability, should be inherent in the leader-leader, because this helps to prevent and resolve conflict situations.
6. Representation function
Leader - an official representing the team in the external social environment. At meetings, conferences, he speaks on behalf of all members of the team, by his behavior they judge the team as a whole. Therefore, the behavior of the leader-leader must meet high standards of social behavior. He must have a good command of cultural communication skills, decent manners, culture of speech. It is also important to know how to dress properly, taking into account the appearance and age, as well as the situation of communication.
Management levels
Many people, including practitioners themselves, believe that the daily work of the head of a workshop, department or department differs little from the work of the people they lead, especially since they constantly interact. But socio-psychological research shows that managerial work is inherently very different from non-managerial work. The job of a shop manager has much more in common with the job of a plant manager than with the job of a subordinate. An engineer may spend several months developing an important structure; a programmer may spend several months creating a computer program. The work of a manager is never so homogeneous, since it is characterized by efficiency, a variety of methods of activity. It has been calculated, for example, that a production foreman performs an average of 583 management operations per day.
The vertical division of labor leads to the formation of different levels of management. Usually in an organization you can determine at what level one manager is compared to another. Organizations may have a different number of levels of management depending on the objectives, goals, size, formal structures and other external and internal factors. And at each level of this system, leaders perform their specific functions. Regardless of how many levels of management there are in a particular company, leaders are traditionally divided into three categories.
Lower level leader. This level of control is located directly above the specific performers of the work. Most of the leaders in companies are low-level managers. Their work is characterized by efficiency - frequent transitions from one task to another. The time for making and implementing a decision is also short. More than half of the working time, grass-roots managers spend in direct communication with subordinates, spend a little less on communication with other grass-roots managers, and quite a bit on communication with their superiors.
The middle manager coordinates and supervises the work of the lower levels. In recent years, the number of middle managers has increased significantly and their importance has increased. The nature of the work of middle management varies significantly in different companies, but basically these managers are involved in the decision-making process: they identify problems, conduct discussions, and make recommendations to grassroots managers on organizing their activities. Middle managers often lead departments in their organizations (heads of services, chief specialists). According to research results, about a third of the working time, middle managers are engaged in the processing of official information and the study of documentation. The rest of their working time is spent on business communication with other managers of middle and lower levels.
The highest organizational level is the top managers . This level is the smallest, even in the largest companies there can be only a few such managers. They are responsible for making the most important decisions. Strong senior leaders often define the face of the entire company. Their work is characterized by nervous and mental tension, high pace, volume and great responsibility. The duties of senior managers do not have clear boundaries, since the company is constantly operating, developing, the external environment continues to change, there is always a risk of failure. Successfully operating senior managers in complex social organizations are highly valued throughout the world.
All levels of company management are interconnected, and the success of each of them is due to the success of the others, i.e., first of all, how managers at all levels implement their main functions, directing the company to the successful solution of strategic tasks.
Management styles
Management style is a certain system of methods and techniques of management activities preferred by managers. The choice of one or another style of management is determined by many interacting objective and subjective factors. Objective factors include such as the content of the activities performed, the degree of difficulty of the tasks being solved, the complexity of the conditions in which they are solved, the hierarchical structure of leadership and subordination, the socio-political situation, etc.
Subjective factors include typological properties of the nervous system (temperament), character traits, orientation, human abilities, habitual ways of activity, communication, decision-making.
Psychologists distinguish three main leadership styles: autocratic, democratic, and liberal. Such a classification is based on the order of distribution of responsibilities, methods of developing and implementing decisions, forms of contacts between managers and performers, and control over their activities.
Autocratic (authoritarian, directive) style is characterized by an excessive concentration of power in one hand. The leader-autocrat himself makes decisions and voluntarily enforces them. He chooses assistants for himself, but uses them not as advisers, but only as executors of his will. He holds all power in his hands; requires discipline and perfect order; takes full responsibility for the results of activities; keeps aloof from ordinary performers. To subordinates, he is demanding without condescension, he instills a harsh psychological climate in the group. A leader of this type is optimal where there is no time for meetings and discussions of the situation, where it is necessary to show will and determination, to take full responsibility for the consequences of the decisions made.
The democratic (collegiate) leadership style is built on a dual basis: business and personal authority. A democratic leader knows how to use his power without appealing to it. He prefers the active participation of his assistants (initiative group) in decision-making, but reserves the right to make the final choice. It operates on the principle of freedom of opinion "from top to bottom" and "from bottom to top"; takes care of the development of the business initiative of subordinates; contact with them, tactful, patient, optimistic. This style is optimal in the management of certain types of production, creative teams, it maintains a warmer psychological climate in the team. The collegial management style is most suitable for people of a sanguine, less often - choleric temperament.
The liberal (permissive) leadership style is based on complete trust in the performer. The liberal leader allows complete freedom of action for his subordinates within the limits of their functional duties . This style of leadership is ineffective in difficult extreme situations. The liberal style is inherent in people of a melancholic temperament, as well as phlegmatic and, to a lesser extent, sanguine people.
Different styles of leadership are interconnected, since an experienced leader is able to use one or another style depending on the circumstances: the content of the tasks to be solved, the specific composition of the managed group. The level of the managerial hierarchy on the basis of which the leader functions and the measure of responsibility associated with this level also influences. There is evidence that at the highest levels of the hierarchy, an authoritarian style is more preferable, while at lower levels, the leader enters into a variety of informal relationships with subordinates. In this case, business and personal contacts are closer, so the collegial management style prevails.
The effectiveness of management is evaluated by the following indicators:
- labor productivity of the managed team;
- success in solving professional problems;
- psychological climate in the team;
- health of employees, the presence of injuries;
- staff turnover.
Leader's personality
The head is a person endowed with the right to make decisions and acting as a one-man boss within the powers given to him.
The purpose of the manager's influence on employees is to encourage them to a certain official behavior that would meet both the requirements of the organization and their own ideas.
There are two ways of influencing employees: direct (order, task) and indirect , motivating (through incentives). In the first case, a situation arises when failure to perform the necessary actions leads to punishment. Such a formula of relations between a leader and a subordinate is called coercion, when the goals of the leader are not directly related to the interests of the performers, and sometimes they may contradict them. In the second case, a situation arises when the performance of the necessary actions is encouraged, the needs and motives of employees are influenced.
An important property of a leader-leader is the ability to be a manager without advertising it. The managing leader influences the members of the group through personal authority, moral and psychological influence, manifestation of initiative, energy, attractive personal qualities. If a good leader is perceived as the "brain of the group", then the leader is perceived as the "heart of the group". A leader-leader must combine these qualities in himself.
Acceptance of the role of leader is the first stage of his work. Usually it is accompanied by the process of learning the relevant functions, the development of certain positions, behavior and communication style. Understanding and accepting the role of a leader that is new for a person is a very difficult task, requiring the exertion of mental and moral strength, internal restructuring, and awareness of one's new position. At this moment, it is very important for a person to have knowledge about himself, about his psychological portrait, the ability to understand and use his strengths, as well as neutralize his weaknesses. It is necessary to give time to the novice leader to master this complex business, to the process of entering the role, establishing business relations with group members.
The next stage in the system of role-playing behavior of the leader is the performance of the role. This performance has two sides: the behavior of the leader and the assessment of others. The assessment is done both by the subject of management activity in the form of self-assessment, and by other people who have a different status in relation to him: from above (by the boss), from the side (by employees of equal status) and from below (by subordinates).
Adequate understanding and development of one's role, the ability to meet the expectations of the group is the first and necessary condition for the leader to successfully establish relations with the managed group.
The second condition is a good knowledge of the composition of the group, the level of education and qualifications of its members. This provides the leader with an understanding of the intellectual and professional potential of the group. The gender and age of the group members should also be taken into account. For a leader, understanding these features is very important, since each age has its own psychological characteristics. Many social psychologists consider the combination of men and women in production groups to be a favorable factor, which contributes to the development of the group and the creation of a positive psychological climate.
The third condition is the correct individual approach to subordinates. The leader must remember that each member of the team is a personality and individuality, has a special combination of individual properties: temperament, character, interests and ideals, general professional abilities. The exactingness of the manager to subordinates in relation to their professional duties should be combined with an adequate assessment of their activities, taking into account the capabilities, abilities, and style of their activities. The leader must know not only about the production activities of the group members, but also about their personal affairs, difficulties that arise, and, if possible, contribute to their resolution.
The fourth condition is the culture of communication with members of the team. Holding meetings, meetings, various conversations, discussions, negotiations, issuing and explaining tasks to subordinates, reports to superiors, etc. - all this significantly depends on the culture of communication of the leader.
Selection and certification of management personnel
The study of the manager's personality traits, his psychological suitability for performing complex functions of managing people is of particular importance in modern conditions of identifying the social theory of management (management) as a special applied area of psychology. The updated ways of assessing the personality of a leader are to use a set of methods, among which the following should be highlighted:
- observation and analysis of the specific activities of the head;
- survey-questionnaire to identify self-assessment of tasks (business games);
- expert assessments of management specialists;
- psychological testing using intelligent personality and professional tests;
- sociometry in order to establish prestige in the group and psychological compatibility;
- biographical method (study of documents, personality analysis).
Personality is a complex system of diverse properties, therefore, the use of one method, even such as the test method, cannot give a correct prediction regarding a person’s suitability for leadership functions.
In Ukraine, as in other countries, active methods of social and psychological preparation are becoming more and more widespread.
The use of these methods helps to accelerate the adaptation of managers to the changed conditions of their work or work in a new place, allows you to more reasonably establish the organizational potential of applicants for a certain managerial position, assists managers in organizing their activities and self-education.
A short list of requirements for the personality of a modern leader
The leader must be a manager, not a driver, so he must:
- lead a team;
- to interest employees in solving problems, and not rely solely on their power;
- always say “we”, uniting yourself with the team, and not just “I”;
- setting an example, always observe discipline yourself, and not require this only from subordinates;
- correct their mistakes, and not look for the guilty;
- believe in your business, be courageous, purposeful, resolute and be able to demonstrate these qualities to your subordinates;
- be interested in best practices related to personnel management;
- value the time of subordinates;
- show strictness and exactingness (without pickiness);
- be able to criticize and accept criticism;
- be able to punish and encourage;
- be affable, tactful and benevolent;
- be able to speak, converse, and listen.
- Leadership and Management
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