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It refers to the statistical structure of personnel. Personnel: concept, types and structure. General characteristics of the enterprise

Topic 1. The personnel of the enterprise as an object of management

Key concepts: Personnel. Personnel structure. Organizational structure. Functional structure. staff structure. Statistical and analytical structure. role structure. Professional Structure. qualification structure. social structure. Gender structure. Educational structure. Seniority structure. State. Staff schedule. State unit. Salary. Surcharges. Allowances. payroll fund.

Target: Explore theoretical aspects characterizing the personnel of the enterprise as an object of management.

Tasks:

1. Get acquainted with various types of personnel structure and features of personnel structuring.

2. Study the staffing requirements.

Personnel (personnel)- the staff of the organization's employees performing various production and economic functions. It is characterized, first of all, by the number, structure, considered both in statics and in dynamics, professional suitability, competence.

Personnel structure- this is a set of separate groups of workers, united on any basis.

Organizational structure of personnel - it is the composition and subordination of interrelated links of management.

Functional staff structure- reflects the division of management functions between management and individual subordinates. The management function is a part of the management process, allocated according to a certain attribute (quality, labor, wages, accounting, etc.), usually 10 to 25 functions are distinguished.

Personnel structure - determines the quantitative and professional composition of personnel, the composition of departments and the list of positions, wages and fund wages workers.

The personnel structure can be statistical and analytical (see Figure 1).

Figure 1 - Personnel structure

The main features of structuring the organization's personnel:

On the basis of participation in the production or management process, those. the nature labor functions, and therefore the position held, the staff is divided into the following categories:

Managers performing functions general management. They are conditionally divided into three levels: the highest (of the organization as a whole - the director, CEO, manager and their deputies), middle (heads of the main structural units - departments, departments, workshops, as well as chief specialists), grassroots (working with performers - heads of bureaus, sectors; masters). Managers include persons holding positions of managers, including the personnel manager;

Specialists - persons performing economic, engineering, legal and other functions. These include economists, lawyers, process engineers, mechanical engineers, accountants, dispatchers, auditors, training engineers, personnel inspectors, etc.;

Other employees (technical performers) involved in the preparation and execution of documents, accounting, control, economic services: purchasing agent, cashier, secretary-stenographer, timekeeper, etc.;

Workers who directly create material values or provide production services. Distinguish between main and auxiliary workers.

A separate category includes social infrastructure workers, i.e. persons engaged in non-core activities (cultural and community, housing and communal services for the organization's personnel). These include employees of housing and communal services; persons serving kindergartens, recreation centers, etc., which are on the balance sheet of the organization.

In industry, managers, specialists, other employees (technical performers), workers form industrial and production personnel, and social infrastructure workers form non-industrial personnel.

The division of the organization's personnel into categories is carried out in accordance with the regulatory document - Qualification guide positions of managers, specialists and other employees, developed by the Institute of Labor and approved by the decree of the Ministry of Labor and social development RF dated 21.08.98 No. 37.

The Qualification Handbook, taking into account the requirements of a new stage in the development of our society, for the first time introduced the position of manager. In countries with highly developed market economy managers are called professional managers who have a special education, often received in addition to engineering, economics, and law. Managers manage the activities of the organization (top level), its structural divisions (middle level) or ensure the implementation of certain activities in the business area (lower level).

Managers of the highest and middle levels in relation to the current job structure can be considered all managers - directors of organizations and other line managers: heads of workshops and other structural divisions, as well as functional departments. Grassroots managers in development commercial activities, small and medium enterprises are the organizers of this activity, ensuring its compliance with the conditions external environment(economic, legal, technological and other requirements).

Role structure of staff- characterizes the team in terms of participation in the creative process in production, in terms of communication and behavioral roles. Creative roles characteristic of enthusiasts, inventors and organizers, they characterize an active position in solving problem situations, in the search for alternative solutions. Communication Roles determine the content and degree of participation in information process, interaction in the exchange of information. Behavioral Roles characterize typical psychological models of people's behavior at work, at home, on vacation, in conflict situations.

The professional structure of the organization's personnel - this is the ratio of representatives of various professions or specialties (economists, accountants, engineers, lawyers, etc.) who have a complex of theoretical knowledge and practical skills acquired as a result of training and work experience in a particular field.

Personnel qualification structure- this is the ratio of workers of different skill levels (i.e., the degree of professional training) necessary to perform certain labor functions. In our country, the skill level of workers is characterized by a category or class (for example, for drivers), and for specialists - by category, category or class.

Social structure of staff- characterizes the labor collective of the enterprise as a set of groups by sex, age, national and social composition, level of education, marital status.

Gender and age structure of the organization's personnel - this is the ratio of staff groups by sex (men, women) and age. The age structure is characterized by the proportion of persons of the corresponding ages in the total number of personnel. When studying the age composition, the following groups are recommended: 16, 17, 18, 19, 20-24, 25-29, 30-34, 35-39,40-44,45-49, 50-54, 55-59, 60- 64, 65 years and older.

More productive is the age structure, presented as the following grouping:

The age structure is characterized by the average age and is calculated as the sum of the ages of all employees divided by the number of employees in the organization. Knowing this dynamics allows you to more effectively manage the processes of planning the organization's needs for labor, preparing a reserve, vocational training, and compensation.

Personnel structure by length of service can be considered in two ways: according to the total length of service and length of service in a given organization. The total experience is grouped into the following periods: up to 16 years, 16-20, 21-25, 26-30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40 years and more. The length of service in this organization characterizes the stability labor collective. It is more convenient to determine the length of service by the grouping method:

Personnel structure by level of education(general and special) characterizes the selection of persons with higher education, including the level of training - bachelor, specialist, master; incomplete higher education (more than half of the term of study); specialized secondary; average general; lower secondary; initial. As an option:

1.2 Staffing

State– This is the composition of the organization's employees, determined by management for a certain period.

staffing- this is an organizational and administrative document that reflects the structure of the organization, contains a list of positions indicating the number and size of official salaries, monthly official salaries and personal allowances, as well as the total number and payroll for the organization's management apparatus.

The initial data for compiling the staffing table are:

· payroll of managerial personnel, calculated according to the standards for 1 rub. products;

the number of management personnel of the organization;

· staffing organizations for the previous year;

· guaranteed official salaries and personal allowances for employees under contracts.

The right to approve the staffing table is granted to the head.

Before proceeding with the preparation of the staffing table, it is necessary to determine the organizational structure of the enterprise. To compile the SR, a unified system is used form T-3"Staffing" .

Filling out the T-3 form should begin with the name of the organization - it should be taken into account in strict accordance with the name that appears in founding documents. Next, the document number is provided, the date of the document is affixed in a specially designated column.

The name of the departments is indicated by groups:

1. Management or administrative part (management, accounting, personnel department, etc.),

2. Production units,

3. Auxiliary or service units (supply department, repair services, etc.).

The code of the structural unit usually indicates the place of the structural unit in the hierarchical structure of the organization. It is also assigned for the convenience of document management.

The column “profession (position) is filled in in strict accordance with the tariff and qualification reference books and the all-Russian classifier of positions of employees and professions of workers. The sequence of filling in this column for each structural unit is individual, taking into account the specifics of a particular organization. As a rule, the positions of the head of the structural unit, his deputies are located first, then the leading and chief specialists, then the positions of performers, if the structural unit includes both engineering and technical personnel and workers. It is necessary to allocate first engineers, then workers.

Established unit- this is an official or work unit provided for by the staffing of the enterprise. As a rule, the number of staff units of an organization financed from the federal or regional budget is determined by higher organizations. The number of staff units of a commercial enterprise is determined by its needs for certain types of work, the degree of urgency of their implementation and economic feasibility.

When setting official salaries or tariff rates, it must be remembered that only the size of the salary or tariff rate can be reflected in the staffing table, therefore it is completely impossible to take into account the wage fund. This is due to the fact that the company shift schedule work, the remuneration of workers who receive an official salary increases by the amount of additional payments for night work, and the labor of workers whose wages are calculated from the size of the tariff rate is paid depending on the number of hours worked in a particular month and varies. In most organizations, the size of the monthly wage fund for reflection in the staffing table is calculated from the average number of working hours and is assumed to be conditionally equal to 166 hours per month.

For workers whose work is paid according to the piecework system, the SR, as a rule, sets a tariff rate or salary, which, depending on the specifics of the organization, are calculated according to certain methods.

When setting salaries, one should be guided by the requirements contained in the acts labor law, as well as local regulations– Regulations on remuneration in the organization, Regulations on bonuses, etc.

There are several columns in the T-3 form, united by the common name "Surcharge". The current legislation does not contain clear definitions of the concepts of "surcharges" and "surcharges"

Surcharges- payments accrued to employees to salaries ( tariff rates) for special working conditions or working hours. Additional payments are made to employees employed on hard work, work with harmful and (or) dangerous and other special conditions labor. The specific amount of the additional payment is established by the employer, taking into account the opinion of the representative body of employees, or collective agreement or specified in the employment contract. At present, in many budget organizations there are sectoral normative legal documents that regulate the size of the increase in the wages of workers in the industry.

Salary supplements are incentive payments in excess of the established official salary that encourage employees to achieve higher performance, improve professional skills and productive work.

It is necessary to take into account two main forms of payment of allowances and surcharges. First - percentage - is set as a percentage of the official salary, and in the event of a revision of the salary (rate), the amount of the allowance (additional payment 0.

The second is a surcharge or surcharge, established in the form fixed amount . Such a payment may remain constant even if the amount of salary (rate) changes, unless otherwise provided by the collective agreement, labor contract or local regulatory act.

When establishing surcharges and allowances in the SR, a note is made in the corresponding column about the amount and for what this allowance (surcharge) is established.

As a rule, allowances are established based on the results of the attestation of employees by the decision of the qualification or attestation commission.

It is advisable to include in the projected staffing table the combination of the professions of workers with the payment of remuneration (personal allowances) in the amount of 50 to 100% of the guaranteed salary for the combined position. This always saves the cost of maintaining jobs.

Monthly payroll are the total cash, which are provided by the SHR and the payment system in force at the enterprise, for payment to employees.

In order to preserve the commercial secret of the size of wages, the staff list is drawn up in two copies for the director and chief accountant. In all other divisions, only parts of the staff list are brought, and information on vacant positions is sent to personnel departments.

In the context of inflation and staff turnover, it is advisable to adjust the staffing table 1-2 times a year by indexing additional salaries and tariff rates.

In terms of inflation, there are three simple ways employee salary indexation:

by setting wages and personal allowances in dollars

· - calculation of the ruble equivalent on a monthly basis at the average exchange rate of the Central Bank of the Russian Federation;

· By linking wages to the minimum wage (SMIC) of public sector employees using coefficients for various positions. For example, minimum wage = 100 rubles. The coefficient for calculating salaries is 20 minimum wages. Then the additional salary is 2000 rubles;

· by setting wages in rubles with the introduction of an index coefficient for the level of inflation. For example, if annual inflation is 30%, then the coefficient is 1.3 for all employees.

Staffing changes are made when the number or staff of employees is reduced. When reducing the number, individual units are excluded, and when reducing the staff - individual divisions. At the same time, employees replacing positions being reduced or working in professions being reduced are subject to dismissal in accordance with the relevant articles of the Labor Code of the Russian Federation.

For any organization, enterprise, people management is of paramount importance. Without carefully selected, deployed and professionally trained specialist workers, no organization can achieve its goals. Until recently, the very concept of "personnel management" in the domestic management literature was either absent, or it was discussed in passing, in the context of considering other management problems. Naturally, the question crisis management personnel as an integral part of the concept of anti-crisis management are not developed evenly enough.

To improve management efficiency, it is necessary to find out which categories of employees belong to management personnel. On this issue, researchers, employees of personnel services have no unity of views yet. Some believe that the management personnel include all employees of the organization's management apparatus. Others believe that the basis for resolving the issue of classifying an employee as a management personnel should be based on a functional principle: namely, the content of the basic management functions performed by an employee.

Guided by this criterion, management personnel should include employees who are fully or partially engaged in management activities (managers, their deputies, specialists and technical staff).

However, there are groups of employees in the organization's management apparatus who are not directly involved in managerial work (security personnel, health-improving institutions, drivers of company cars, employees of accounting and settlement services, etc.). This category of workers is service staff organizations.

Without belittling the role of other groups of the administrative apparatus, one should emphasize the decisive influence on the entire management system of the organization of the head of the management body.

In the content of the concept of "head" (manager), in our opinion, the following categories of management workers can be included. First, managers, fully exercise leadership of the organization. Secondly, the concept of a manager corresponds to different categories of heads of departments, services, sections, workshops, in which the full management cycle is also carried out, but on a smaller scale. Thirdly, the category of deputy heads can also be attributed to managers, to a certain extent they are understudies of heads. The deputy head in most cases has the authority of the head, and not only legally, but also in fact.

The leader is the central figure of the management system. He directs the activities of the entire team to achieve the set goals, is personally responsible for the timely adoption and implementation of strategic, operational and other decisions on all vital issues of the functioning and development of the organization. To do this, the leader achieves the necessary coherence of the entire management staff.

The group of specialists is the second most important link in the administrative apparatus. It includes most of the management personnel: economists, technologists, lawyers, sociologists, psychologists, referents, consultants, etc. Distinctive feature This group is that not all, but only part of the signs of managerial work are applicable in its activities. The professional-analytical side is put forward in the first place in their work. Such an essential feature as managerial competence, in relation to the work of a specialist, has a functional specific meaning.

The specialist is not associated with all operations, stages of the management cycle. It does not unify or direct the management process as a whole. For specialists, this is not a characteristic sign of leadership, at least formal. But one should not underestimate the managerial potential of this link of management personnel. The effectiveness of the entire management system is often determined and ensured by the active, creative activity of specialists. A leader (manager), relying on the professional knowledge of specialists, their experience, as a rule, succeeds in achieving the set goals with less material financial and human resources.

third major detachment management personnel is the technical staff of the administrative apparatus. Some essential features of managerial work also apply to this group. Technical staff, on behalf of managers, specialists and under their control, performs certain tasks related to management activities. In addition, the employees of this group provide the general rhythm of the management cycle. At the right direction to a large extent, they free line managers and management staff from routine, technical operations and enable them to focus on solving the most complex management problems.

From technical workers depends on the clear flow of information in various areas, bringing the decision to the performers, a lot of small organizational issues. Of course, the division of management personnel into these groups cannot be absolute, since the functions of the three listed categories of the management apparatus are inextricably linked and intertwined. For example, a line manager is called upon, in some cases, to be a specialist, in principle, to know the specific aspects of the activities of the managed organization. We can only talk here about the predominant orientation of the activities of the employees of the administrative apparatus. But such a division is essential in carrying out operations and procedures for the selection, placement of personnel in the management apparatus.

Conducted sociological studies show that the effectiveness of management in state and business structures is declining. This was stated by 71% of respondents in Russia. This is approximately the situation we have in Ukraine. Among the reasons for the decline in management efficiency were named: poor professional training of managers - 48% of respondents, imperfect system of selection and placement of management personnel - 52% of respondents. Of course, the data of sociological surveys should not be absolutized and extended to all organizations, but they should not be ignored either. It is likely that not everything is going well in our country with the problem of selection, placement and training of management personnel, which cannot but affect the effectiveness of management in general and anti-crisis management in particular.

The personnel of the enterprise is a set of employees of certain categories and professions employed in a single production activities, which is aimed at making a profit or income and satisfying their material needs.

The main characteristics of the organization's personnel are: number and structure.

Number of staff organization depends on the nature, scale, complexity, labor intensity of production (or other) and management processes, the degree of their mechanization, automation, computerization. These factors determine its normative (planned) value. More objectively, the staff is characterized by the payroll (actual) number, i.e. the number of employees who are officially working in the organization at the moment.

Personnel structure organizations are a collection of separate groups of workers united on some basis, and may be statistical and analytical.

Statistical structure reflects the distribution of personnel and its movement in the context of employment by type of activity, as well as categories and groups of positions. Yes, the staff main activities(persons working in the main and auxiliary, research and development departments, management apparatus, engaged in the creation of products, services or servicing these processes) and non-core activities(employees of housing and communal services, social sphere). In turn, all of them are divided into categories: managers, specialists, other employees(technical performers), workers.

Analytical structure subdivided into general and private. cutaway general personnel structure is considered by profession, qualification, education, gender, age, length of service. Private structure reflects the ratio of individual groups of workers, for example, “employed hard work with the help of the simplest devices and without them”, “employed on machining centers”, etc.

Personnel classification

On the basis of participation in the production or management process , i.e. by the nature of labor functions , position personnel are divided into the following categories:

- leaders, performing the functions of general management. They are conditionally divided into three levels: higher(organization as a whole - director, general director, manager and their deputies), average(heads of the main structural divisions - departments, departments, workshops, as well as chief specialists), grassroots(working with performers - heads of bureaus, sectors; masters).

- according to their authority managers can be classified into linear and functional.

Line workers perform all duties of managing production and people.

Functional perform only one of the management functions (quality control, planning, etc.). On the industrial enterprises are usually referred to as chief specialists ( Chief Engineer, head economist, chief designer, chief technologist, chief controller, chief mechanical engineer and etc.).

Managers include persons holding positions of managers, including the personnel manager;

- specialists- persons performing economic, engineering, legal and other functions. These include economists, lawyers, process engineers, mechanical engineers, accountants, dispatchers, auditors, training engineers, personnel inspectors, etc.;

- performers (technical staff and workers) that directly create material values or provide production services. Technical executors (service personnel) carry out the preparation and execution of documents, accounting, control, economic services: a purchasing agent, a cashier, a stenographer, a timekeeper, etc. There are main and subsidiary workers.

depending from the role performed in the management process and assigned to staff official duties as part of management personnel, when they release administrative, special and auxiliary staff.

Administrative the staff performs the most important managerial functions, solves the main issues of production development, development of strategic plans and current activities of the management apparatus.

Special the staff participates in the preparation of decisions, economic calculations, and then - in the implementation of the adopted strategy and tactics for the development of the enterprise, taking into account market requirements.

Auxiliary the staff performs various technical functions of information services for management bodies: collection, processing, storage and transmission of information.

Employees are included in a separate category. social infrastructure, i.e. face, engaged in non-core activities (cultural and community, housing and communal services for the personnel of the organization). These include employees of housing and communal services; persons serving kindergartens, recreation centers, etc., which are on the balance sheet of the organization.

There is a classification of employees of the enterprise into categories such as administrative and managerial and industrial staff.

In industry managers, specialists, other employees (technical performers), workers form industrial production personnel, and social infrastructure workers - non-industrial personnel.

The division of the organization's personnel into categories is carried out in accordance with the regulatory document - the Qualification Directory for the positions of managers, specialists and other employees.

Professional Structure organization's personnel is the ratio of representatives of various professions or specialties (economists, accountants, engineers, lawyers, etc.) who have a set of theoretical knowledge and practical skills acquired as a result of training and work experience in a particular field.

Qualification structure personnel - this is the ratio of workers of different skill levels (i.e., the degree of professional training) necessary to perform certain labor functions. In our country, the skill level of workers is characterized by a category or class (for example, for drivers), and for specialists - by category, category or class. For example, according to the level of qualification, design engineers can hold the positions of “chief”, “leading”, “senior” designer of I, II and III categories.

Sex and age structure of the organization's personnel is the ratio of personnel groups by sex (men, women) and age.

Age structure characterized by the proportion of people of the appropriate age in the total number of employees. When studying the age composition, the following groupings are recommended: 64, 65 years and older.

Personnel structure by seniority can be considered in two ways: according to the total length of service and length of service in a given organization. The total experience is grouped into the following periods: up to 16 years, 16-20, 21-25, 26-30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40 years and more. The length of service in this organization characterizes the stability of the workforce. Statistics distinguishes the following periods: up to 1 year, 1-4, 5-9, 10-14, 15-19, 20-24, 25-29, 30 years and more.

Personnel structure by level of education(general and special) characterizes the allocation of persons with higher education, including the level of training - bachelor, specialist, master; unfinished higher; specialized secondary; average general; lower secondary; initial.

AT modern society personality traits of an individual begin with his business characteristics attitude to work, the level of professional suitability. All this determines the exceptional relevance of the issues that make up the content of professional ethics. Genuine professionalism is based on such moral norms as duty, honesty, exactingness towards oneself and one's colleagues, responsibility for the results of one's work.

Qualitative characteristics of personnel - a set of professional, moral and personal properties, which are a concrete expression of the compliance of personnel with the requirements that apply to a position or workplace. The whole set of qualitative characteristics of personnel can be divided into:

abilities (level of education, amount of knowledge gained, professional skills, work experience in a particular field professional activity, with a certain type of product or service, professional skills of cooperation and mutual assistance, experience of working in complex programs, etc.);

motivation (the sphere of professional and personal interests, the desire to make a career, the desire for power, readiness for additional responsibility and additional loads, etc.);

properties (the ability to perceive a certain level of physical, mental or intellectual stress, the ability to concentrate, memory, and other personal properties necessary to perform any work).

In the theory of personnel management, there are different approaches to the qualification of personnel, depending on the functions performed. This classification provides for two main categories of personnel involved in the production process: managerial and production.

Rice. 1. The structure of the organization's personnel by categories

Management staff are workers, labor activity which is aimed at performing specific management functions. These include line and functional managers and specialists.

Managers who direct, coordinate and stimulate the activities of production, manage the resources of the organization, make decisions, carry full responsibility for achieving the goals of the organization and have the right to make decisions, are linear. The heads of subsections, whose main task is to promote the effective work of line managers, are classified as functional. Managers and chief specialists together create the administration.

Specialists (engineers, economists, technicians, technologists, psychologists) involved in the creation and implementation of new knowledge and technologies in production and the development of solutions to individual production and management problems.

Technical specialists (employees) who provide technical and informational assistance to the management apparatus (collection, processing, storage and transmission of information). The specificity of their activities lies in the implementation of standard procedures and operations, which are mainly amenable to rationing.

The managerial staff is occupied mainly with mental and intellectual work. At the level of management, managers are divided into lower managers (foreman, head of the section, group bureau), middle (heads of workshops, departments, their deputies) and top managers (heads of enterprises, their deputies).

Production personnel are performers who implement the decisions of managers, directly implement the plans of the organization involved in the creation of wealth or the provision of production services and the movement of goods. This also includes cleaners, security guards, couriers, cloakroom attendants. For analytical purposes, the production potential is divided into:

the main workers who are directly involved in the production process with the creation of wealth;

auxiliary, which perform the functions of servicing the main production.

STAFF STRUCTURE OF THE ORGANIZATION AND ITS TYPES

General structure personnel

The totality of individual groups of workers forms the personnel structure, or in other words, social structure organization, which may be statistical and analytical.

The statistical structure reflects its distribution and movement in the context of categories and groups of positions. For example, it is possible to single out the personnel of the main activities (persons working in the main and auxiliary, research and development departments, the management apparatus, engaged in the creation of products, services or servicing these processes) and non-main activities (employees of the repair, housing - communal services, departments of the social sphere). All of them in their divisions occupy the positions of managers, specialists, workers, and the main information about them is contained in the current reporting.

The analytical structure is determined on the basis of special studies and calculations and is divided into general and particular. In the context of the general structure, personnel is considered according to such criteria as work experience, education, profession; private structure reflects the ratio certain categories workers .

The criterion for the optimality of the personnel structure is the correspondence of the number of employees of various job groups to the volume of work characteristic of each job group, expressed in time costs.

According to the nature of the labor functions, the personnel is divided into workers and employees.

Workers directly create material values or provide production services. It is customary to distinguish between main and auxiliary workers. The former are engaged in technological processes aimed at creating the final product for a given organization. The second ones are related to the maintenance of equipment and jobs in auxiliary units - repair, tool, transport, storage.

Allocate workers mechanized and manual labor. At the same time, the following categories are distinguished: those working with the help of automatic machines; performing work with the help of machines, mechanisms, instruments, installations; service machines, machine tools, installations, devices; doing manual work; performing work without the use of machines and mechanisms; performing work on the repair and adjustment of machines and mechanisms.

Workers are also classified according to professions, age, forms and systems of remuneration, length of service.

The workers also include junior service personnel, who are mainly engaged in the provision of services not related to the main activity - janitors, couriers, cleaners of non-production premises, drivers of personal cars of management and buses transporting employees.

Employees carry out the organization of people's activities, production management, administrative, financial, accounting, supply, legal, research and other types of work.

Employees belong to the professional group of people engaged mainly in mental, intellectual work. They are combined into several subgroups.

First of all, these are the leaders who carry out the functions of general management. Conventionally, they are divided into three levels: the highest (of the organization as a whole); medium (main structural divisions); grassroots (working with performers). The leaders also include their deputies, chief specialists, state inspectors.

Together they form the administration, which also includes individuals who are not related to the management, but who perform support management functions, such as personnel officers.

Another, the most numerous subgroup of employees are specialists of various profiles. They are busy creating and introducing into production new knowledge and knowledge in general in the form of theoretical and applied developments, as well as developing options for solving individual production and management problems, the choice and adoption of which is within the competence of managers. These are economists, lawyers, engineering and technical workers and their assistants.

Depending on the level of training, specialists of the highest and middle qualifications are distinguished. The former manage the production, technical and creative processes; the second are the performers of the work.

Specialists by position can be "main", "leading" seniors, "or have a category characterized by a number. A senior specialist, along with the performance of his usual duties as a specialist, can lead a group of colleagues - ordinary performers, not allocated to an independent unit. This guidance is not of an administrative nature, but mainly of coordination and advice. He can also be the sole responsible executor of some responsible work, having no subordinates. The leading specialist performs the same duties as the senior specialist, but also provides methodological guidance, and the chief coordinates the work of leading and senior specialists.

In Western firms, especially talented specialists, even if there are no jobs for them at the moment, are often kept “in reserve” without clearly defined responsibilities, and there is even a special term “wild geese” for their designation.

The third subgroup in this group is formed by other workers belonging to employees. They carry out the preparation and execution of documents, accounting, control, economic services, for example, cashiers, clerks, archivists, commandants.

The basis for assigning people to a particular group (category) is the position they occupy, that is, the staffing unit of the organization, the primary element in the structure of its management, characterized by a set of rights, duties and responsibilities of the employee, the work functions performed by him, the limits of competence, legal status.

Professional qualification structure of personnel

Occupation of a particular position requires people to have the appropriate profession and qualifications.

A profession can be understood as a complex of special theoretical knowledge and practical skills acquired by a person as a result of special training and work experience in this field and allowing them to carry out the corresponding type of activity. For example, we can talk about the profession of a manager, lawyer, economist, doctor.

Within each profession, as a result of the division of labor, specialties associated with the performance of a narrower range of functions are distinguished. Thus, the specialty within the legal profession will be civil law, criminal law, public law, etc.

Experience and practice link skills, knowledge and skills together, forming qualifications, that is, the degree of professional training necessary to perform these job functions. There is a difference between job qualifications and employee qualifications. The first is represented by a set of requirements for the one who must fulfill it; the second - a set of professional qualities acquired by a person.

The qualification of an employee is determined by such factors as the level of general and special knowledge, work experience in a given or similar position, necessary for mastering the profession. For managers, it is also about the level of organizational skills. Qualification is assigned by a special commission based on a comprehensive examination of knowledge and experience this person and is legally fixed in documents - diplomas, certificates, etc. modern organizationsAbstract >> State and law

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Ulyanovsk State Technical University

Institute of Aviation Technology and Management

Department of Economics, Management and Informatics

Manakhov M.A.

STAFF STRUCTURE OF A MODERN ORGANIZATION

(COURSE WORK)

Ulyanovsk 2010

INTRODUCTION 3

1. STAFF IN A MODERN ORGANIZATION 5

1.1. The concept of the organization's personnel -

1.2. Personnel characteristics 7

2. STAFF STRUCTURE OF THE ORGANIZATION AND ITS TYPES 13

2.1. General staff structure -

2.2. Professional qualification structure of personnel 16

2.3. Organizational structure of personnel 19

3. STAFF STRUCTURE ON THE EXAMPLE OF JSC TsKBA 24

CONCLUSION 30

LIST OF USED SOURCES 31

INTRODUCTION

Successful development program personnel contributes to the creation of a workforce with higher abilities and strong motivation to perform the tasks facing the organization. Naturally, this should lead to an increase in productivity, and hence to an increase in the value of the human resources of the enterprise.

An analysis of the composition and structure of personnel will allow the manager to obtain the necessary information about the personnel (qualification, gender and age, national structure, the proportion of workers, employees, etc.) with the help of which it becomes possible to develop an operational plan for working with personnel and effective personnel policy.

Awareness of the need to study the structure of the organization's personnel will allow the manager to fully use the existing potential of labor resources, which in turn should affect the increase in the efficiency of the enterprise as a whole.

The purpose of this work is to study the structure of the personnel of a modern organization (on the example of JSC "TsKBA").

To achieve this goal, it is necessary to solve the following tasks:

· to study the special literature on the given problem;

determine the essence of the basic concepts: personnel, characteristics and categories of personnel, personnel structure and its types;

consider the structure of personnel on the example of one of modern organizations.

The studies were carried out on the basis of JSC "TsKBA", the object of the study was the personnel of JSC "TsKBA".

Subject of study: the structure of the personnel of JSC "TsKBA".

Research methods:

analysis of special literature on the identified problem,

analysis of the composition and structure of personnel based on documentation,

Analysis of reporting financial documents.

1. STAFF IN A MODERN ORGANIZATION

1.1. The concept of organization personnel

In management theory, the main resources of the organization are distinguished:

· financial;

· organizational;

human;

informational.

The list of resources provided is not exhaustive, but it covers the most important areas of the organization's life as much as possible. These resources ensure the effective functioning of the organization, that is, without the costs of the above resources, it is impossible to obtain a positive end result activities of any enterprise.

The most important and complex resource is human. One of its main specific features is that a person, on the one hand, is presented as a kind of resource necessary for the full functioning of the organization, on the other hand, he is a direct element or participant in the organization, that is, he enters into certain relationships with the organization.

When considering a person as an element of an organization, his static state is assumed. This approach excludes a targeted impact on a person and comes down to its simple use, and, therefore, the interests of the organization aimed at its continuous development and improvement are not taken into account. Therefore, there is a vital need for a targeted impact on the human resource.

Hence the perception of the term "staff" as a set of people who are purposefully influenced to achieve the goals and objectives set for the organization.

The staff of an organization can be considered various aspects, which allows us to characterize it most fully from the point of view of its multidimensionality. The ambiguity of the interpretation of the category "personnel" is due to the complexity of a person as an organic and psychological phenomenon. The development and application of various methodologies of influence is due to the multidimensionality, situationality and relativity of the fundamental qualities of the personnel in general and a particular person in particular.

To understand the essence of the problem, it is necessary to introduce such a concept as an “approach to the personnel of an organization”, which refers to the study and targeted impact on personnel using a well-defined and limited theoretical and methodological framework.

In the theory of personnel management, the following approaches to the interpretation of the category "personnel" within the organization are accepted:

resource, which is based on the consideration of personnel as one of the independent resources of the organization, which accordingly actualizes the improvement of its quality of work, the reduction of staff turnover, and so on. In this context, personnel is used as a kind of generalized category, denoting the entire set of employees of the organization as a whole. This approach allows you to assess the quality of personnel, improve the efficiency of the implementation of large-scale events of the organization.

group, which is based on the consideration of personnel within the local groups that exist in the organization. In this case, personnel is localized according to some formal or informal features (for example, a department, structural subdivision and so on).

individual, based on the consideration of the organization's personnel within the framework of the allocation of certain units. In this case, the personnel of the organization is understood as a certain employee whose activities are aimed at fulfilling organizational goals and objectives. At the same time, the employee is considered as a separate object of influence, and, therefore, management methods are aimed at a specific person.

For modern organizations operating in market conditions, characterized by the presence of individuals, groups who, not being their staff, are included in the personnel space (field) of these organizations, participating in their effective functioning with an interest. These include: shareholders who do not work in this organization, the board of directors, which is fully responsible for its activities and adoption management decisions, and other groups.

1.2. Personnel characteristics

Personnel - this is the main staff of the organization's employees (with the exception of management) performing various production and economic functions. It is a product of culture, traditions, education, experience and is characterized primarily by quantity and quality.

The quantitative characteristic of labor resources is primarily measured by such indicators as list, attendance and average headcount workers .

The list number of employees of the enterprise is the number of employees on the payroll for a certain date or date, taking into account the employees accepted and retired on that day.

The turnout number is the number of employees on the payroll who came to work.

To determine the number of employees for a certain period, the average headcount indicator is used. It is used to calculate labor productivity, average wages, turnover ratios, staff turnover and a number of other indicators. The average number of employees per month is determined by summing the number of employees on the payroll for each calendar day of the month, including holidays and weekends, and dividing the amount received by the number of calendar days of the month. To correctly determine the average number of employees, it is necessary to keep a daily record of employees on the payroll, taking into account orders for the admission, transfer of employees to another job and termination employment contract.

In the general case, a quantitative characteristic of the labor potential of an enterprise and its internal divisions can also be represented by the labor resource fund in man-days or man-hours, which can be determined by multiplying the average number of employees by the average length of the working period in days or hours:

PSF \u003d N cn T r, (1)

where FRT is the fund of labor resources;

N cn - the average number of employees;

T RV - the average duration of the working period in days or hours.

A specific definition of the need for personnel is a calculation of the required number of employees by their number, qualifications, time, employment and placement in accordance with the current development objectives of the enterprise and prospects. The calculation is based on a comparison of the estimated need for labor force and the actual state of security on a certain date and is an information basis for making managerial decisions in the field of personnel recruitment, training and retraining.

The qualitative characteristics of the company's personnel is determined by the degree of professional and qualification suitability of its employees to achieve the company's goals and work performance. Professionalism and attitude to work are important characteristics of the moral character of the staff. They are of paramount importance in the personal characteristics of the individual, but at different stages historical development their content and evaluation varied significantly. AT class society they were determined by the social inequality of the types of labor, the opposite of mental and physical labor, the presence of privileged and unprivileged professions.

In modern society, the personal qualities of an individual begin with his business characteristics, attitude to work, level of professional suitability. All this determines the exceptional relevance of the issues that make up the content of professional ethics. Genuine professionalism is based on such moral norms as duty, honesty, exactingness towards oneself and one's colleagues, responsibility for the results of one's work.

· abilities (level of education, amount of acquired knowledge, professional skills, work experience in a certain area of professional activity, with a certain type of product or service, professional skills of cooperation and mutual assistance, experience in complex programs, etc.);

Motivation (the sphere of professional and personal interests, the desire to make a career, the desire for power, readiness for additional responsibility and additional loads, etc.);

properties (the ability to perceive a certain level of physical, mental or intellectual stress, the ability to concentrate, memory, and other personal properties necessary to perform any work).

Rice. 1. The structure of the organization's personnel by categories

Management personnel are employees whose labor activity is aimed at performing specific management functions. These include line and functional managers and specialists.

Managers who direct, coordinate and stimulate the activities of production, manage the resources of the organization, make decisions, bear full responsibility for achieving the goals of the organization and have the right to make decisions, are linear. Heads of subdivisions, whose main task is to assist effective work line managers are functional. Managers and chief specialists together create the administration.

key workers who are directly involved in manufacturing process with the creation of wealth;

auxiliary, which perform the functions of servicing the main production.

2. STAFF STRUCTURE OF THE ORGANIZATION AND ITS TYPES

2.1. General staff structure

The totality of individual groups of workers forms the structure of the personnel, or in other words, the social structure of the organization, which can be statistical and analytical.

According to the nature of the labor functions, the personnel is divided into workers and employees.

Workers directly create material values or provide production services. It is customary to distinguish between main and auxiliary workers. The first are busy technological processes aimed at creating a final product for a given organization. The second ones are related to the maintenance of equipment and jobs in auxiliary units - repair, tool, transport, storage.

Workers are also classified according to professions, age, forms and systems of remuneration, length of service.

Employees carry out the organization of people's activities, production management, administrative, financial, accounting, supply, legal, research and other types of work.

Employees belong to the professional group of people engaged mainly in mental, intellectual work. They are combined into several subgroups.

Together they form an administration which also includes individuals who are not related to management, but perform auxiliary management functions, for example, personnel officers.

2.2. Professional qualification structure of personnel

Occupation of a particular position requires people to have the appropriate profession and qualifications.

The qualification of an employee is determined by such factors as the level of general and special knowledge, work experience in a given or similar position, necessary for mastering the profession. For managers, it is also about the level of organizational skills. Qualification is assigned by a special commission on the basis of a comprehensive examination of the knowledge and experience of a given person and is legally fixed in documents - diplomas, certificates, etc.

The measure of qualification is called professional competence. It determines the ability of an employee to perform his functions qualitatively and accurately, both in normal and extreme conditions, to successfully learn new things and quickly adapt to changing conditions. It is formed as a result of training and accumulation of practical experience.

The basis of professional competence is professional suitability, that is, the totality of the mental and psychophysiological characteristics of a person necessary for the implementation of effective activities.

In conditions modern stage STD clearly shows a trend towards rapid obsolescence of the knowledge and experience of staff, which can be professional and official. The first is characteristic technical specialists and is expressed in the lag of their individual knowledge and experience from the accumulated at the moment in society. The second is manifested in the discrepancy between the knowledge and experience of the subject and the requirements of the position and the functions determined by it. It is typical for managers and leads to their misunderstanding of each other, creating friction in the management system.

The age structure of the personnel is characterized by the proportion of persons of the corresponding ages in its total number.

The structure of personnel by length of service can be considered in two ways - in terms of total length of service and length of service in a given organization. The level of labor productivity is directly related to the general experience, and the length of service in the organization characterizes the retention of personnel.

The structure of personnel by level of education (general and special) involves the allocation of persons with higher education, incomplete higher education (more than half a term of study), specialized secondary, secondary general, incomplete secondary, primary.

You can also talk about the structure of personnel in the context of positions.

Any position has its own name, which reflects the content and nature of the work performed by the person holding it. This name consists of a base element and additional information about the field of activity, its content, place and time of implementation, standing both before the basic element and after it. For example, "electrical engineer", "shift administrator" (basic name given in italics). If the latter exhausts the entire content of the functions, then only it is used.

When replacing a position with an employee of a strictly defined specialty, their names may merge. In other words, they say, for example, "economist" and not "economist-economist." At the same time, if a position involves the performance of the functions of two independent positions, a double name is also used for it, and the name of the base position, say, “producer director”, is put in the first place. In some cases, job titles can be ranked, for example, "senior vice president", "second mate", etc.

2.3. Organizational structure of personnel

The organizational structure is the composition and subordination of employees, determined by the composition and subordination of interrelated management links. The organizational structure of personnel is determined by the type of organizational structure of the organization.

In management theory, traditional types of organizational structures (linear, functional, linear-functional, divisional, matrix) and new ones (tensor (multidimensional), network, adhocracy, participatory, entrepreneurial, market-oriented) are distinguished.

Let's consider some of them.

The linear structure of personnel implements the principles of unity of command and centralism (see Fig. 2).

Rice. 2. Linear structure of staff

It provides for the performance by one leader of all functions at each level of management, with full subordination to him on the basis of one-man command of all lower divisions. In turn, he reports to only one superior leader. The linear structure originated in the army of ancient Rome.

The functional structure is based on the division of functions between structural units (specialists), with the subordination of all lower units to them (see Fig. 3). It provides for the subordination of one employee (department) to several higher managers who implement their functions. The internal structure of divisions, as a rule, is built on a linear basis. The functional structure was developed by W. Taylor at the beginning of the 20th century.

Rice. 3. Functional structure of personnel

The linear-functional structure is based on the observance of unity of command, the linear construction of structural units and the distribution of management functions between them (see Fig. 4). She synthesizes best properties linear structure (clear links of subordination, centralization of management in one hand) and functional structure(division of labor, qualified preparation of solutions). It arose in the feudal state and then became widespread in the army with the advent of headquarters, and in production with the advent of specialists.

Rice. 4. Linear-functional structure of personnel

The line-staff structure is linear structure, where at each link a headquarters was created, consisting of production, technological, planning departments; services of chief specialists; individual bureaus important for the production of specialists.

Rice. 5. Line-staff structure of personnel

The line manager approves the decisions prepared by the headquarters and transfers them to subordinates for execution. The advantages of the line-staff structure is that, if necessary, the head of the organization can make a single decision.

The line-staff structure provides for the creation of social, professional and consulting units of the head. Basically, this structure is used in medium-sized enterprises.

The basic principle underlying any divisional management structure is to divide the entire structure of the firm into divisions.

Rice. 6. Divisional structure personnel

A division is a large structural subdivision of an enterprise, which has great independence due to the inclusion of all necessary services.

It should be noted that sometimes divisions take the form of subsidiaries of the firm, even legally formalized as separate legal entities, in fact being constituent parts one whole. The divisional structure, while increasing the flexibility of management, has serious drawbacks. They hinder the growth of labor productivity, limit the possibility of using large high-performance equipment.

Widespread in large and international companies received a matrix structure that provides for the implementation of targeted programs (projects).

The matrix structure allows for the dual subordination of departments and individual workers.

Rice. 7. Matrix structure of personnel

Powers to the head target program(project) is delegated by the top manager. He is generally responsible for integrating all activities and resources related to this project(program), for planning, compliance with the implementation schedule.

The advantages of the matrix structure are that it allows achieving flexibility, redistributing labor resources depending on the needs of each target program (project), coordinating various types of activities and the use of resources.

3. STAFF STRUCTURE ON THE EXAMPLE OF JSC TsKBA

The previous chapters outlined the theoretical aspects of the structure of the organization's personnel in the current socio-economic situation in Russia. In the third chapter, an analysis of the personnel structure will be carried out using the example of an open joint-stock company"Central Design Bureau of Automation". The data for analysis were taken from the annual report of JSC "TsKBA" for 2008, posted on the official website of this enterprise.

The annual report of JSC "TsKBA" for 2008 was compiled based on the actual results in all areas of the Company's activities and reflects the results of the Company's work, goals and objectives for 2008. This document presents conclusions on the financial and economic activities of the Company for the reporting period.

OJSC "TsKBA" is a modern science-intensive company for the development and manufacture of passive radar systems for all branches of the RF Ministry of Defense and for export, including control and verification and maintenance products.

Activity personnel service was aimed at providing the enterprise with highly qualified personnel, training and advanced training, headcount optimization, taking into account economically justified production requirements aimed at fulfilling the enterprise's plans.

The total number of personnel of TsKBA at the end of 2008 is 1308 people, which is 57 people less than the corresponding indicator at the end of 2007 (1365 people). The decrease in the indicator for 2008 was due to the dismissal of employees.

During 2008, 125 people were hired, 182 were dismissed. The dynamics of changes in the number of personnel of TsKBA over the past 3 years is shown in diagram 1.

Diagram 1

The decrease in the number of personnel is due to the fact that there was no influx of young professionals, and part of the workers of retirement age went on a well-deserved rest. The distribution of personnel by category is shown in Diagram 2.

Diagram 2

The bulk of the personnel at the enterprise are specialists and workers involved in the manufacture of prototypes. 4 Candidates of Sciences work in JSC "TsKBA", 619 people out of the total number of employees have higher professional education. The distribution of personnel with higher education depending on the category is shown in diagram 3.

Diagram 3

According to the diagram, it can be seen that the largest number of employees with higher education falls into the category of specialists, which is due to the direction of activity related to the development of models of equipment, the implementation of research and development. The change in the age composition of employees is shown in Diagram 4.

Diagram 4

The average age of employees at the end of 2008 was 45 years, at the end of 2006 - 46 years.

The age structure of the personnel of the enterprise is shown in diagram 5.

Diagram 5

The largest number The number of employees at the enterprise in the past year is made up of employees aged 50 to 59 years, which is a consequence of the crisis of the 90s, the lowest indicator corresponds to employees aged 60 years and older.

The company is focused on updating the engineering and technical staff, attracting young professionals. To this end, a program to support working youth has been developed and is being implemented.

At the end of 2008, there were 193 young workers in the Central Design Bureau (which is about 15% of the total number of employees of the enterprise), of which: young specialists - 88, young workers - 10. due to the fact that young specialists are moving into the category of specialists by age, and there was no new influx of young specialists.

Diagram 6

The number of young people studying in higher and secondary specialized educational institutions is 40 people, postgraduate studies - 4 people.

In order to maintain the age and intellectual level of the personnel, the enterprise is replenished with young specialists with a high level of theoretical training through the selection, selection, participation in training and attracting them to the enterprise. To this end, the following activities were implemented in the reporting year:

· formalized targeted training in universities, postgraduate studies through competitive selection of candidates;

· Purposeful meetings were held with graduates, students and management of universities, technical schools, excursions to the production and divisions of the enterprise;

Places for passage provided on a competitive basis industrial practice, performance of theses for students of universities, technical schools in accordance with the needs of TsKBA (49 people);

Implemented cooperation with educational institutions Omsk (Omsk State Technical University, Omsk State University named after F.M. Dostoevsky, OmGUPS, OmAt named after N.E. Zhukovsky), Tomsk (TUSUR) on the issues of attracting graduates for employment, student internships, targeted training. Working with admissions committees of educational institutions.

Constant work is underway to improve the personnel structure - reducing the number of auxiliary and functional units, as well as the number of enterprise units that do not have sufficient workload, in order to increase the average wages of the main production personnel.

In 2009, it is planned to further improve the personnel structure, increase labor productivity and average wages. The dynamics of indicators of the number and average wages of employees of the enterprise is characterized by the following indicators presented in table 1:

Table 1

Dynamics of indicators of the number and average wages of employees of the enterprise

In conclusion, I would like to note that the staff of JSC "TsKBA" is fully staffed, qualification level workers is quite high. Given all of the above, we can conclude that the company has a good human resources potential.

CONCLUSION

Currently, much attention is paid to the formation of the composition and structure of personnel, since it is important for an organization to have at the right time and in the right place, in the right quantity and with appropriate qualifications such personnel that is necessary to solve production problems and achieve its goals.

The study of special literature on the problem under study made it possible to determine that quite a lot of attention is paid to the study of the formation of personnel. To date, many tutorials have been published on this topic.

Analysis practical activities and personnel composition of JSC "TsKBA" allows us to draw the following conclusions:

The study of the personnel structure of the enterprise will allow the management to develop an effective personnel policy, create conditions for motivating higher labor productivity and job satisfaction.

An analysis of the composition and structure of personnel will allow the manager to obtain the necessary information about the personnel (qualification, gender and age, national characteristics, etc.), with the help of which it becomes possible to develop an operational plan for working with personnel.

In general, the enterprise has a promising personnel potential, which, with the skillful use of its skills and abilities, can become a decisive factor in improving the efficiency of the entire enterprise.

LIST OF USED SOURCES

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3. Deineka A.V., Zhukov B.M. Modern tendencies in personnel management: Tutorial. - M .: Publishing house "Academy of Natural History", 2009. - http://www.rae.ru/monographs/53

4. Kravchenko A.I. labor organizations: the structure of the organization, behavior. - M.: Jurist, 2001. - 114 p.

5. Krotova N.V., Klepper E.V. Personnel Management: Textbook. - M.: Finance and statistics, 2005. - 320 p.

6. Lobanova T.A. A new look at personnel // Personnel Service. - 2008. - No. 11. - 26-31 p.

7. Raizberg B.A., Lozovsky L.Sh., Starodubtseva E.B. Modern economic dictionary. 5th ed., revised. and additional - M.: INFRA-M, 2007. - 495 p.

8. Serbinovsky B.Yu. Personnel Management: Textbook. - M .: ITC "Dashkov and K", 2007. - 464 p.

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10. Chizhov N.A. Enterprise personnel: technology of management and development. – M.: Ankil Publishing Center, 2008. – 275 p.

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12. Personnel of the organization and its management / Internet resources: - http://dps.smrtlc.ru/Od_PM/Od_0.htm

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