A structural subdivision of an organization is a certain part of an enterprise that is focused on performing individual tasks in accordance with job descriptions, charter and other local regulations. About what is structural subdivision organizations, why they are needed and how they are provided legal regulation, should be known to every employer and specialist.

What is a structural unit of an organization - legal regulation

The concept of a structural unit of an enterprise defines it as a separate unit that unites certain jobs and employees occupying them, which has a certain independence within the organization. The division into structural units allows for effective delegation of labor, simplifies the management of personnel and the entire enterprise as a whole. That is why, without division into structural units, effective conduct of activities is possible only in organizations related to small businesses.

Legislation, in turn, does not regulate the activities of individual structural units in any way, does not single out their features and does not provide any legal mechanisms related to this aspect of labor relations. Therefore, employers have the right to independently organize the separation of various teams and structures within the enterprise, without unnecessary restrictions on regulatory and procedural issues.

Branches and subsidiaries are not considered structural divisions of the organization. Key Feature structural divisions lies precisely in the fact that they are allocated strictly within the company, are not independent and cannot exist in isolation from the business entity as a whole.

Accordingly, the structural divisions of the organization cannot have the characteristics of an independent business entity. That is, certain principles must be observed in relation to them:

• The employer must not notify the regulatory authorities or trade unions about the creation or disbandment of structural units, their reformatting, until changes are made in the actual workplaces.
• Structural divisions are not registered with tax authorities and insurance funds.
• Separate financial statements in relation to the structural divisions of the enterprise is not carried out. Also, they are not assigned separate statistical codes. The activity of structural divisions is reflected in the general balance sheet of the enterprise.

The legislation does not provide for and does not allow the possibility of opening separate bank accounts for individual structural divisions of the company.

Types of structural divisions of the organization

Since the concept of structural divisions of an organization is not enshrined in legislation, the questions of the name, as well as the specific goals and objectives facing these divisions, may have different answers. But in most cases in personnel office work established main names are used, which can greatly simplify the creation of an effective system for the distribution of duties and personnel management in the enterprise. So, examples of the names of the structural divisions of the organization, along with their main tasks and functions, may look like this:

In addition, other types of structural units within the enterprise can also be distinguished. So, for production, there is often a division into separate workshops. There is also a division into sectors, sections and groups - these structural units determine specific work and areas of work, as well as the areas of responsibility of employees.

The division into structural divisions in the enterprise suggests that many employees can simultaneously be included in various divisions and at the same time be members of several of them. So, for example, a builder-repairer may belong to the department overhaul, which, in turn, will be included in the economic department of the enterprise. At the same time, a colleague of this builder, in a similar position, can work at the first service site with one team, and the builder himself can work at another site with other responsible persons.

How to create a structural unit - procedure

The employer, as mentioned earlier, independently decides on the introduction of various structural units and on the regulation of their activities. At the same time, the main document on the basis of which the this system personnel management is a regulation on a structural unit or another internal document similar in meaning. Content this provision not regulated, but traditionally includes:

• General information about the enterprise and the planned actions, the purpose of creating organizational structures.
• Specific information on the number of employees - both for the enterprise as a whole and for the planned divisions.
• Tasks and functions of the created structural divisions.
• Direct appointment of leadership in them or the creation of mechanisms for appointing leadership.
• The order in which the relationship between different units is carried out.
• Determination of the collective responsibility and responsibility of the heads of departments within the organization.
• The procedure for liquidation, merger and other actions that change structural divisions.

The regulation on a structural subdivision can be created either one-time, when introducing this system, or supplemented later or adopted anew when additional subdivisions are created. The most convenient way will be when the main document contains only the main principles of the system of structural divisions, and each individual division is put into operation and regulated within the enterprise by separate local acts .

The main task of the employer when creating structural units at the enterprise is the most accurate and clear indication of the functions of this structure. So, when specifying functions, you should pay attention to the following nuances:

To avoid the most common mistakes, it would not be superfluous to pay the attention of employers to the main requirements for structural divisions:

• Each division should have a clearly defined hierarchical structure that provides subordination in the enterprise.
• The legal basis for the activities of the unit should provide this unit with the opportunity to act flexibly and not be fixed in a rigid framework - otherwise there will be no point in the division of labor.
• The size of the units should correspond to the capabilities of the leader. At the same time, it is necessary to understand that the optimal size in most cases is the size of structural units from 5 to 20 people, but no more, and no less.

Mission, goals, tasks

The main goal of managing the affairs of the administration of the city of Kemerovo, its social necessity, is expressed in its mission. This is a timely organization of events related to improving the activities of the city administration as a whole and its interaction with the population.

In connection with the execution of issues of local importance in the field of organizing the work of the administration, the main tasks of the Department are:

* organization of documentation, technical and economic support for the activities of the city administration, the city Council of People's Deputies;

* organization of interaction with the population, socio-political, national and religious organizations on the issues of their participation in solving urban problems.

Main goals organizational department

The organizational department as a structural subdivision of the Kemerovo city administration administration performs the following tasks:

* long-term and current planning of the work of the city administration, control over the implementation of plans;

* preparation and holding meetings of advisory bodies under the Head of the city;

* control over the implementation of critical remarks, instructions, appeals of citizens expressed at the meetings of the Head of the city with the population;

* work with deputy requests;

* organizational and methodological assistance to municipal, district and precinct commissions in conducting election campaigns;

* assistance in the development of territorial public self-government of the population, other public associations, and the activities of the CRN;

* organization of congratulations on anniversary, professional and national holidays;

* provision of organizational and methodological assistance to departments of organizational and mass work with the population of TU.

During the period of its existence, the administration of affairs has repeatedly undergone structural changes. The number of personnel changed periodically, there was a change or redistribution of the functions of the personnel, the reformation of departments, etc., which indicates a direct improvement in the organizational structure of management.

The changes that have taken place have practically not affected the ability of management to solve the tasks assigned to it and carry out its functions (Fig. 1)

Organizational structure management of the structural unit of the Administration of the city of Kemerovo - Business Administration

Rice. 1

On the basis of the Regulation "On the management of the administration of the city of Kemerovo" dated November 20, 2007, the department is headed by a chief who manages its activities, exercises the rights and obligations arising from this provision (see Appendix 1).

The head of the department has deputies (see Fig. 1) and shares duties with them. Also, the head of the department sends proposals on the maximum number and wage fund of employees of the department, estimates of expenses for the maintenance of the department within the limits of the subventions approved for the corresponding period provided for in the federal budget. Approves job descriptions management workers. Carries out other functions in accordance with the law Russian Federation and the Kemerovo region. In its activities, it is guided by the Constitution of the Russian Federation, the legislation of the Russian Federation, the Charter of the city of Kemerovo, normatively - legal acts Kemerovo region and the city of Kemerovo.

This organizational structure is of a linear type.

The linear organizational structure belongs to the simplest type of bureaucratic structures, it embodies the principles of centralism and unity of command.

The advantages of the organizational structure of the unit are:

1. Hierarchy. The type of organizational management structure has the form of a pyramid with the top manager at the top, who bears full responsibility for the results of the service, distributes the entire volume and delegates responsibility for each part of the overall task to his deputies. Those, in turn, distribute responsibility to lower levels of management along a “chain of command” that reaches each employee.

2. Centralization. A high proportion of centrally performed functions (appointment of managers and specialists, strict regulation of labor conditions and remuneration, planning, distribution financial resources, property management, etc.).

3. Consistency and validity of procedures, activities and types of work.

4. Consistency of actions of performers.

5. High performance and coherence in the activities of management employees, which indicates high qualifications and motivation for work.

The disadvantages are:

1. Long-term decision-making due to excessive isolation on the head of the department.

2. Clear regulation of functions ( official duties, tasks, functions are formalized and communicated to each employee), which creates difficulties in adapting to various conditions.

KRASNOPOLSKY VLADISLAV IVANOVICH

Doctor of Medical Sciences, Professor of the Russian Academy of Sciences

In 1961 he graduated from the 2nd Moscow State Medical Institute named after N.I. Pirogov. From August 1961 to the present he has been working at MONIAG. From 1961 to 1963 studied in clinical residency in obstetrics and gynecology, after which he worked as a junior researcher, since 1967 - a senior researcher, since 1973 - head of a gynecological clinic. Since 1985 he has been the director of GBUZ MO MONIIAG. On the Academic Council of the Institute on March 16, 2017, he was elected as the President of MORIAH.

Since 1990, V.I. Krasnopolsky is the head of the Department of Obstetrics and Gynecology of the Faculty of Advanced Training of Doctors of the Moscow Region at the M.F. Vladimirsky.

Labor activity of V.I. Krasnopolsky is multifaceted and combines medical, research, organizational and methodological work. In 1967, Vladislav Ivanovich defended his thesis on the topic "Caesarean section after the outflow of water", in 1978 - his doctoral dissertation on the topic "Modern aspects of diagnosis, surgical treatment and prevention of purulent formations of the uterine appendages."

In the field of gynecology, scientific research by V.I. Krasnopolsky made it possible to form the concept of connective tissue failure in case of prolapse of internal genital organs. He proposed original methods of surgical treatment of stress urinary incontinence, ureteral transplantation, correction of pelvic floor muscle failure, prolapse and prolapse of the uterus and vaginal walls, methods of preventing severe postoperative complications in purulent lesions of the pelvic organs, peritonitis, with extensive endometriosis, for which the author's certificates and patents.

In the field of obstetrics under the guidance of V.I. Krasnopolsky developed the problems of diagnosis, treatment and prevention of postpartum purulent-septic complications, as well as various aspects of the operation caesarean section. Held fundamental research in diabetes mellitus in pregnant women, diabetic fetopathy, the cellular-molecular and pathophysiological foundations of dysmetabolism and angiopathy, methods for their prevention and correction have been developed.

IN AND. Krasnopolsky and his students developed and presented scientific data on the management of pregnancy, childbirth and the postpartum period in women in ecologically unfavorable areas exposed to radioactive contamination as a result of the Chernobyl accident. We proposed a scheme for organizing obstetric care for women in these regions, providing for the prevention of complications in the mother, fetus and newborn, as well as the rehabilitation of the reproductive health of the female population.

IN AND. Krasnopolsky created a school of obstetrician-gynecologists, which develops not only topical issues of gynecological and laparoscopic operations, cesarean section, but also critical issues spontaneous childbirth in high-risk women.

Author 350 scientific works, including 14 monographs, sets guidelines and manuals for practitioners. Under his leadership, 16 doctoral and 32 master's theses were completed and defended.

In 2012 V.I. Krasnopolsky elected Academician Russian Academy Sciences.

Member of the Interdepartmental Scientific Council of the Russian Academy of Medical Sciences (1993), member of the Bureau of the Scientific Medical Council of the Ministry of Health of the Russian Federation (1993), section chairman and member expert council in obstetrics and gynecology scientific center Ministry of Health of the Russian Federation (1993), Chairman of the Academic Council of MONIIAG (1995), Chairman of the Dissertation Council at MONIIAG (1990), Vice President of the Russian Association of Obstetricians and Gynecologists (1993), member of the Coordinating Council for Health under the President of the Russian Federation in the Central Federal District (2001) , member of the Bureau of the Department of Clinical Medicine of the Russian Academy of Sciences (2002), member of the scientific and expert council under the chairman of the Council of the Federal Assembly of the Russian Federation (2002), member of the editorial board of the journal Obstetrics and Gynecology (1989), member of the editorial board of the journal Bulletin of the Russian Association of Obstetricians and Gynecologists (1994-2000) Chief Editor journal "Russian Bulletin of the Obstetrician-Gynecologist" (2001), member of the editorial board of the journal "Obstetrics and Women's Diseases" (1997), head of the Department of Obstetrics and Gynecology of the Federal University of Education at the M.F. Vladimirsky (1990).

Laureate of the Prize of the Government of the Russian Federation (2002) for the development and implementation of endoscopic methods in gynecology, Honored Doctor of Russia (1995). He was awarded the Order "For Merit to the Fatherland" IV degree (1998), the Order "For Merit to the Fatherland" III degree (2007). Honorary Citizen of the Moscow Region (2003).