When using various types of organizational structures, collegial forms of work become important. These are committees, target working groups, commissions, councils, boards. Of course, these forms do not represent any particular type of structure. They can be permanent or temporary, have a different status, level of authority granted, and perform different tasks in the organization. collegiate bodies are often empowered to make certain decisions, exercise leadership (or delegate authority to exercise leadership). There is a well-known practice of forming such bodies to perform advisory functions, that is, to present a reasonable opinion on a particular issue to the head of any level. Let us consider in more detail the issues of organizing their activities and the level of authority.
1. A collegial body of an information nature. At meetings of this body, contacts are made between the heads of departments. Their common leader informs the participants of the meeting about the current situation, about the adopted and planned decisions. As a result, methods for implementing solutions can be refined. Bodies of an informational nature are needed primarily at the highest levels of government. Their use at lower levels serves to improve mutual understanding, in particular between specialists (or employees of functional units) and line managers. The activity of such a body is designed to lead to strengthening of ties and improvement of personal relationships.
2. Collegial advisory body. Such a body (committee, expert council, etc.) may have the task of studying some problem and presenting an opinion on it. It does not replace, but complements the activities of existing experts in the organization. At the same time, it is necessary to distinguish between the bodies involved in research and the bodies that use the conducted research to draw up their conclusions. An advisory body may act with the help of specialists or experts when it is possible to combine their knowledge on a particular complex problem. There are cases when the head of an organization gathers a certain number of specialists working in advisory and staff services for collegial work. At the same time, the issue under consideration is complex and requires the knowledge of various specialists, and the body can play some coordinating role.
3. A collegial body authorized to make decisions. This kind of body can be used in the absence of a line manager to perform this function, as well as to assist the line manager in making particularly important decisions. For example, there are committees to decide on the general policy of the organization. Such a body is headed by the top manager of the organization, and its members the most important divisions and experts play a very active role.
4. Collegial body exercising control. Such an organizational link performs in relation to the leaders mainly the role of a body that gives permission to make decisions that meet certain requirements. He also oversees the implementation of these decisions. The activities of collegiate bodies may cover various areas of the organization's activities: 1) decisions related to overall strategy and politics; 2) management acts and administrative actions; 3) direct executive activity that implements the decisions made.
The advantages of this organizational form are associated primarily with the joint work of a group of people. A special mutual understanding between people is achieved in groups whose members are characterized, as a rule, by the same behavior and even specific skills (line and functional managers, specialists in the field of technology, economics, commercial activities and so on.). At the same time, coordination of the work of various services or employees of the administrative apparatus is ensured. It is also significant that there is a clash of different points of view of people who usually engage in different types of activities, and most importantly, who have unequal training and experience. In many cases, this contributes to the emergence of new ideas. In addition, collegiate bodies contribute to the stability of the organization, since they enable a certain number of managers to be aware of the problems of related services, and also create conditions for the training of young leadership personnel.
Chapter 10 PROJECT AND MATRIX MANAGEMENT
Project management- is the management of important activities in the organization that require constant management in the face of strict restrictions on costs, timing and quality of work. At it is necessary to provide mechanisms for resolving interpersonal, intergroup and interorganizational conflicts related to the organization of interaction between vertical and horizontal management systems. If an organization needs to develop and implement a project of a complex nature, covering, on the one hand, the solution of a wide range of special technical, economic, social and other issues, and, on the other hand, the activities of various functional and linear divisions, then the most suitable, an effective organizational form for performing this task. There are three options for organizing work.
The first option is to form a task force, coordinating unit or ad hoc committee, since the current organizational structure, admittedly, will not be able to cope with the new complex task. However, experience shows that a single new body cannot solve the problem of making corporate decisions in the absence of its interaction with all functional and linear structures. This type of governance structure, with distribution of power and lack of individual responsibility, is not suitable for making decisions on complex issues.
The second option is to give authority and responsibility for solving various parts of the complex task of the head of one of the functional departments without relieving him of other responsibilities. It's about on the allocation of the so-called head department. However, a problem arises here: to resolve conflicts and ensure coordination of work, constant participation in the management of the project by senior management is required. This approach, which requires constant intervention and at the same time leads to the dispersion of responsibility, can be destructive.
The third option is to appoint a project manager, endowing him with full authority to solve problems related to the development and implementation of the project. The main idea is to transfer to one person - the project manager the authority and responsibility for planning, operational management, financing the implementation of all work on the project. His job is to ensure that the task (project) is completed on time with specified technical requirements and costs. This organizational mechanism is increasingly used in the aerospace, electronics, aviation industries, in the production of computer technology, etc.
Design structures. Under project structure is understood as a temporary organization created to solve a specific complex problem (project development and its implementation). One team gathers qualified workers of different professions, specialists, researchers to implement a specific project with a given level of quality and within the material, financial and labor resources allocated for this purpose. After the completion of the project and the solution of all related tasks, the employees involved in the team return to their departments for permanent work or move on to work on another project. The project manager is fully subordinate to all team members and all resources allocated for this purpose.
Project structures differ from each other in terms of the scope of activities, the breadth of coverage of scientific and technical problems and production problems, the nature of relations with the linear and functional links of the organization, and the terms of reference for interacting with the external environment. One of the most common types of such an organization is matrix structure(Fig. 10.1), in which the members of the project team report not only to the project manager, but also to the heads of those functional units in which they constantly work. The organization develops simultaneously in two dimensions. Such, for example, are organizations based on a combination of functions performed with a territorial structure or orientation to a certain type of consumer or type of product. In this form of organization, the authority of the project manager can range from almost all-encompassing line authority to almost purely headquarters authority.
In a matrix organization, project managers are responsible for coordinating all activities and using resources related to a given project. To this end, all material and financial resources for this project are transferred to their disposal. Project managers are also responsible for the planning of the project and the progress of its implementation in all quantitative, qualitative and temporal terms. As for the heads of functional units, they delegate some of their responsibilities to the project manager, decide where and how this or that work should be done. Functional examination of products is carried out in all divisions of the company.
The matrix structure contributes to the collective expenditure of resources, which is essential when the output is associated with the need to use rare or expensive types of resources. At the same time, a certain flexibility is achieved, which, in essence, is absent in functional structures, since in them all employees are permanently assigned to certain functional units. Since employees in a matrix organization are recruited from different functional departments to work on a specific project, labor resources can be flexibly reallocated depending on the needs of each project. Along with flexibility, the matrix organization opens up great opportunities for effective coordination of work.
Figure 10.1 Matrix control structure
The introduction of project management is due to the fact that a linear-functional structure cannot ensure the implementation of many projects. In organizing units according to specialized functions, much effort goes into establishing and clarifying the relationship between differentiated roles. Since the line-functional structure continues to exist along with project management, the latter should rather be characterized as a mechanism for overcoming shortcomings and supplementing this structure, and not as its replacement.
Organizational conflicts and their resolution. For obvious reasons, the conflict associated with project management is inseparable from the more general organizational conflicts that often arise in line-functional organizations, since the project team is a subsystem of a larger organization. It is possible to conditionally divide organizational conflicts associated with project management into two categories: 1) conflicts associated with organizational changes; 2) conflicts associated with the concentration of specialists in various fields of knowledge in one group for the implementation of activities that have a limited duration.
The introduction of project management in line-functional organizations affects the hierarchy of authority and responsibility, organizational procedures, specialization of departments, incentive system, unity of leadership, scope of control, the allocation of resources and the establishment of relative priorities in the organization. Production goals are guided by cross-functional requirements, existing teams in departments are violated, staffing tends to be duplicated. Functional leaders should interact in an environment where the main emphasis is on a cross-functional approach and mutual agreement on decisions. They are required to participate in the planning and organization of the activities of their units, which they previously carried out individually.
Changing the nature of the interaction of departments creates real organizational problems for both project and functional managers. They are faced with the need to constantly communicate and stimulate the work of specialists to achieve concrete results. Lines of interaction at project management cover specialists from one area, specialists from different areas, specialists and managers, heads of different departments, specialists from "local" and attracted from third-party organizations.
The project manager must organize the coordinated work of various specialists, who in this case are faced with the difficulties of adjusting to new working relationships in a dynamic project team. Often there are conflicts related to both the coordination of the work of project participants and the identification of their personal contribution to the overall results of the group's work. With the formation of project teams in the organization, there is a redistribution of powers and responsibilities. It is not uncommon for a project manager to be responsible for an important area of the organization's work, while the functional manager retains responsibility only for service functions. The pressure of the project team, whose members could only be subordinates in functional divisions, is increasing on the performing activities.
The source of the power of specialists is their competence rather than official position. This largely determines the motives for their transition to project teams. On the other hand, responsibility for specific results, especially at the development stage of a project, requires limiting the autonomy of project teams. According to research, a high degree of autonomy of specialists is not always associated with high productivity. For effective work different professionals require different degrees of autonomy.
At the same time, it is obvious that most specialists - project managers or members of project teams - are subject to some influence. They are not only associated with the performance of tasks that are important to the organization, but also interact closely with its top management. Under such conditions, the specialists who remained in the functional units experience some loss of their influence.
The introduction of project management leads to a change in control in the organization. The functional manager assumes responsibility for completing the tasks assigned by the project manager. As a result, multiple control is exercised, since the functional manager receives tasks from a person who is at the same level of the managerial hierarchy with him. The same person evaluates their implementation (often the decisions of project managers may not be in favor of certain functional units). At the same time, the functional manager is responsible to the line manager for the activities of the unit as a whole.
In project management, the main emphasis is on monitoring the implementation of specific tasks. Evaluation of work can be carried out collectively, although this is associated with known difficulties. The project manager has certain advantages in the allocation of resources in the organization, especially with regard to the use of personnel. Given the importance of the project, he seeks to attract the best specialists to the project team. This has a dual effect: the project manager tends to use people from a particular functional unit to define tasks and evaluate the performance of that unit, and the functional manager's responsibility for the work of the unit is reduced due to the transfer of his specialists to the project team.
Although the staff of the functional unit continues to be under the administrative control of the head of that unit, many of the specialists in reality work exclusively in the interests of the project manager. These specialists, returning to the functional unit after the end of the project, may encounter certain difficulties, alienating themselves from the interests of their unit. The return to the previous work may be perceived by the specialist as temporary until he is included in the new project team.
The distribution of authority and responsibility between project managers and functional managers is a very complex issue. Where the project manager is given full power to solve problems related to the implementation of the project, the functional unit can become more of a passive supporting body than a dynamic force in the organization. In cases where the project manager is not sufficiently qualified to assist, the functional unit can become a body that constantly interferes with the success of the project and the entire decision-making process can be hampered by the resulting conflicts. At the other extreme, the project manager may have little power to act as a facilitator for the project team.
The simultaneous implementation of several projects makes it difficult to prioritize work in functional units, since the functional manager has, as a rule, limited influence on the establishment of such priorities. The situation is even more complicated in cases where priorities have not been set in advance for all projects. Project managers can put pressure on functional leaders according to their perception of the urgency and importance of their work.
Chapter 11 BUREAUCRATIC SYSTEMS
The discussion in the early 1990s about the nature and fate of the administrative-command system that dominated the former USSR for several decades and covered all levels of management - from the national to the individual enterprise, stimulated comprehensive research and critical analysis of the bureaucratic organization of management. This is urgently required effective management economic entities in the post-privatization period, when on the basis of the liquidation of the centralized system, organizations are being reformed, restructured and transferred to market forms of economic management.
Decentralization, distribution of rights and responsibilities, effective and efficient organizational communications, coordination and implementation of decisions, adaptation of structures to the market almost everywhere remain disordered and unresolved problems. Moreover, inattention to them, the lack of progressive forms of organization adequate to the market lead to a sharp decrease in the efficiency of activity, a deepening of the economic crisis.
For many decades, bureaucratic management systems have become widespread in large companies and large organizations of various types. At first, their use was an organizational innovation, as a rational organization of work was introduced, management and decision-making became a profession. It created order, based on the use of a set of rules that allowed various specialists from all parts of the organization to coordinate their work. The bureaucratic system used the entire intellectual potential of the organization.
Max Weber, who initiated the systematic study of bureaucracy, found that it is both the most efficient system and a threat to the essential elements of freedom. Drawing attention to the orderliness and potential efficiency of bureaucratic systems, Weber noted that the bureaucratic form of organization in terms of accuracy, constancy, rigor and reliability of its work surpasses all other forms of administrative organization.
During the 20th century, large bureaucratic organizations created systems that could effectively manage the flow of investment, the division of labor, and large-scale industrial production. The use of their organizational potential is associated with the development of industry, communications and communications, interactions of all kinds, consumer orientation. Sufficient organizations have been created to provide leadership in a wide variety of fields.
However, over time, the role and effectiveness of the bureaucratic organization declined. In the context of modern revolutionary changes in technology and production technology, the expansion of the volume, diversity and instability of the consumer market, the growth of uncertainty with an increase in the scale of investment, the possibilities for using bureaucratic systems are significantly reduced, and new difficulties arise in ensuring effective management.
It is no coincidence that in many cases the negative consequences of the activities of large organizations were associated with bureaucracy (excessive “clerical work”, useless activities, procedural delays, red tape, inefficient organizational connections, swelling of staff, etc.). Especially a lot of criticism was caused by the centralization brought to the point of absurdity in decision-making on minor issues, the suppression of the initiative and freedom of creativity of workers, the multi-stage and thoughtless subordination, the unjustified command of incompetent leaders, their appropriation of the absolute “right to be right”.
Cyril N. Parkinson, a well-known English scientist in the field of management, wrote sarcastically about such bureaucracy - the author of the famous "Parkinson's Laws". “Since any work, and especially paperwork,” he noted, “is extensible in time, it becomes obvious that the number of people involved in its implementation does not (or almost in any way) depend on its volume.” Or such a postulate about the two main forces of the bureaucracy: 1) an official is interested in multiplying subordinates, but not rivals; 2) officials provide work for each other. And here is the recommended formula for determining the states of any administrative institution:
X = (2K m + 1) / n
Where X- the number of new employees recruited each year; TO - the number of officials who recruit subordinates for the sake of promotion; I- the interval between entering the service and retiring; T - the number of man-hours spent on settling cases in the institution; P - the number of active units.
“Everywhere you can find institutions (administrative, commercial and scientific,” wrote Parkinson, “where top management is exhausted from idleness, smaller bosses are active only in mutual intrigues, and ordinary employees are sad or gossip. Claims - the most modest. Achievements - none at all. He called this disease administrative paralysis, or "necozavism." And at the same time he argued that this kind of complicated inferiority syndrome is much more common than it might seem, and it is much easier to recognize it than to cure it.
Scholars agree on six characteristics of bureaucracy originally described by Weber: 1) a hierarchical chain of command; 2) specialization of official duties; 3) a unified policy in the field of rights and obligations; 4) standardized operations in each area of work; 5) career based professional competence; 6) impersonal relationships. To these characteristics, we can add that the coordination of activities is carried out at the highest levels of the organization. Let's take a closer look at each of these characteristics.
Hierarchical command chain. A bureaucratic organization has a pyramid structure with a top leader at the top who distributes the entire scope of the organization's work and delegates responsibility for each part of the overall task to his deputies. The latter, in turn, delegate responsibility to lower levels of management along a chain of commands that reaches each employee. In a number large companies in the past, there were ten or more levels of management between the top manager and the worker.
The introduction of chain of command has been a powerful factor in bringing order to large departments in enterprises. The chain of command resolved potential conflicts by clearly assigning responsibilities, powers, and responsibilities for a possible solution. Each leader and his deputies in the chain of command were given full authority to solve problems or perform a separate function, as well as responsibility for its performance. This greatly simplified the task of the leader and gave confidence in the execution of the team.
Disadvantages of pre-bureaucratic autocracy. Autocratic organizations without a clear chain of command have exhausted their development opportunities with a staff of about 100 people. Many entrepreneurs have taken on the role of a one-man executive who presides over a growing organization like an artisan with numerous assistants. Instead of creating an effective chain of command, he tries to be everywhere at once, making decisions throughout the organization, hesitant to hand it over to a group of assistants.
Such entrepreneurs may attribute their ups and downs to market changes, but in fact they suffer from the disadvantages of a pre-bureaucratic form of autocracy. An entrepreneur can be a leader with unlimited rights until the moment when he is able to manage the amount of activity that can be controlled by one omnipresent leader. Some entrepreneurs, who limit themselves to the role of an artisan, appoint their deputies, but by constantly canceling their orders, they lose confidence in the chain of command they have formed. In fact, deputies are deprived of the powers granted to them.
Delegation and granting of powers. Successful entrepreneurs typically implement a chain-of-command structure. Powers are delegated to subordinates and thereby the intellectual potential of the organization is enhanced. Activities can expand when middle managers are given limited but sufficient authority to make the necessary decisions and regulate the production process. Post-bureaucratic entrepreneurs successfully develop their activities by working with a decentralized team and a horizontal management scheme that has replaced the chain of command. Nevertheless, the innovations of the bureaucracy, including the transfer of certain rights to dispose of property to the lower levels of the management hierarchy, were the source of growth in production and, accordingly, organizations in the early period of the creation of bureaucratic systems.
Job specialization. Bureaucracy has become efficient due to the specialization of labor. In fact, the organizational structure of the bureaucracy is created on the basis of dividing all tasks into a series of well-defined job responsibilities or functions. Each function is given responsibility for performing a specific task and provided with the necessary management tools. The manager issues and distributes tasks in such a way that all their components are part of the overall task of the organization: specialized engineering staff studies the reasons for the decline in efficiency at all stages of the production process, designs equipment and simulates processes that would ensure an increase in labor productivity; the responsibilities of those who are engaged in the sale of products, financiers, labor specialists, etc. are determined. Specialization leads to more effective ways of fulfilling each part of the overall task of the organization.
Prior to the introduction of specialization into bureaucratic organizations, each craftsman learned everything about his work and did the entire amount of work from start to finish. Handicraft production can often be fruitful and have artistic merit, but during the period industrial revolution it became a brake on mechanization and the development of a large-scale economy. As organizations moved from handicraft to division of labor, a rigid hierarchy of bureaucracy provided what was needed to overcome craft traditions, each innovation becoming part of the organization's operating standards and processes.
Uniform norms and rules. The bureaucracy is managed with the help of uniform fixed norms and rules, which are established by the management of the organization, regardless of whether it is commercial or non-commercial. These norms provide for the rights and obligations of employees and managers. The most basic regulations relate to the issue of defining rights, powers and responsibilities. In a bureaucratic organization, the leader is responsible for the activities of all subordinates and has the right to give them orders, to which they must unquestioningly obey. The main responsibility of the employee is not to do what is right or necessary, but to follow exactly the instructions of the immediate supervisor. The established norms of the bureaucracy guarantee that workers are paid for as long as they are at work, and often receive a pension for years of service. Fixed rights and obligations establish certain frameworks for management processes and, to a certain extent, limit the possible willfulness of the leader.
Standardization of procedures that define each type of work. Uniform norms and processes are the basis for the standardization of actions, their sequence and stages. They are preliminary studied by the performers, are mandatory and predetermine strict order and accountability in the organization.
Professional career. The bureaucratic organization creates conditions for the professional growth of employees, their promotion to higher levels of the chain of command. Promotion gives both power and authority, and a higher status in the organization. The increase is achieved by improving the skills in some area of activity and the ability to perform the prescribed amount of work. A professional career is based on a kind of contract between the employee and the organization: the employee dedicates his activity to the organization in exchange for a guaranteed job, often a lifetime, stable or increased wages, a pension, and the possibility of promotion.
Before the bureaucracy, favoritism and nepotism undermined the effectiveness of the organization. The bureaucracy adheres to the policy of promotion of employees on the basis of their qualification growth. This allows the organization to hire, train and retain highly qualified people. The desire of the employee to be promoted and the guarantee of a professional career were important element the success of the bureaucratic system, subject to strong motivation for long-term loyalty to the organization. However, the capabilities of the majority of workers cannot be realized in a bureaucratic system, since the main indicator of success is promotion through the hierarchical ladder; as you move up, the pyramid of power narrows, and only some employees can take higher positions.
impersonal relationships. In the bureaucratic system, there is a relationship not of a person with a person, but of a role with a role. The organizational structure and job descriptions dictate what is expected of each individual. An employee who performs some specific duties should only exercise them rationally. This, in essence, gave rise to a certain automatism and impersonal relationships, opposed to personal sympathy, favoritism, the manifestation of feelings and emotions.
Coordination is carried out from top to bottom. In a bureaucratic system, employees are not taught to coordinate work at their level. The manager divides the entire amount of work between certain performers in such a way as to get the output of the product for which he is responsible. Then the head of a higher rank coordinates the work between departments that do not need to contact each other on an operational basis. Communication is carried out only with a higher manager. Employees must remain within the limits set by their job description and standard methods. Each employee should report to only one manager. If this rule is violated, the leader loses authority. Top-down coordination worked well in the early days of the Industrial Revolution when it became necessary to include great amount workers without technical qualifications. Currently, strictly bureaucratic systems have proved to be ineffective or completely incapacitated.
In table. 11.1 in a systematic way shows fundamental changes in organizational systems characterizing both the reasons for the inefficiency of bureaucratic organizations in modern conditions and the main features of the organizations that come to replace them.
Modern production and its infrastructure do not need bureaucratic organizations. There is a growing need for mobile and intellectual organizations whose activities correspond to the revolutionary changes in the very nature of work that have occurred over the past decades (Table 11.2). Let's take a closer look at each of these areas.
End of work -
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Basics
Chapter 1. ORGANIZATION THEORY IN THE SYSTEM OF SCIENCES There are different interpretations of the term "organization". In some cases, it is used for
Scientific Management
The underlying premise of this branch of classical theory is that work (particularly the work of performers) can and should be studied using scientific methods.
Organization theory
Problem Development scientific management at the beginning of the 20th century, which focused on the activities and specialization of the leader, was faced with the need to analyze the construction of the organization as a whole.
Bureaucratic Organization Theory
In Max Weber's study, bureaucracy refers to sociological ideas about the rationalization of collective activity. It describes the form or scheme of organization that
Factors for an effective organization
Research by Rensis Likert at the University of Michigan showed that effective organizations differ significantly from inefficient ones in a number of structural dimensions. According to Liker
Mapping organization characteristics
Classic organization System-4 organization 1. The leadership process does not imply trust and responsibility of managers
Theory of administrative behavior
Herbert Simon in his works explored the processes of influence of established goals on rational behavior in organizations. Being critical of Taylor's theoretical generalizations and control principles
Glacier theory
The universal theory of organization formation - the so-called Glacier theory appeared as a result of the implementation of a long-term research project in the late 1940s in
Organizational capacity theory
In the early 1970s, the American scientist Igor Ansoff put forward a number of new ideas regarding approaches to understanding and developing organizational management structures. industrial body
Top management model
Stable external conditions (operational challenges) Fluctuating external conditions (strategic challenges) Activity
In the late 1980s and early 1990s, the American scientist Douglas North, who later won the Nobel Prize in Economics, published a series of papers that directly
Modern directions of theoretical developments
At the forefront of theoretical developments that are of great practical importance, at present there are areas that reflect the changed conditions to the greatest extent.
Features and properties of organizations
An organization is a consciously coordinated social entity with defined boundaries that operates on a relatively permanent basis for dost
Open and closed systems
Comprehensive analysis internal structure organization is provided using a systematic approach. A system is a set of interrelated and interdependent parts
Roles in the organization
Concept of roles Grouping of roles Definition of main responsibilities or areas of activity Definition of freedom of action or
Analysis of the situation at the stage of organization creation
Directions and stages Purpose Methods Results
Issues for discussion
1. Give brief description theory of organizations and related sciences. 2. What are the main trends in changing organizational structures. Expand their content. 3. What is the essence
structures
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Formal and informal organizations
Formal organization is a pre-planned structure of authority and function that is established on the basis of established interactions.
Coverage by control
For a number of decades, the principle has been used in theory and practice, according to which all types of work should be grouped in such a way that each worker reports to
Application of the control coverage model
It is known that a reduction in the number of persons subordinate to one leader (i.e., narrowing the scope of control) generates a management structure that is a high pyramid with a narrow
Powers of leaders
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Basic forms of horizontal links
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Direct contact
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Conditions for effective interaction
The use of the group method makes it possible to arrive at the most informed decisions. The accumulated experience allows us to determine the situations in which the activities of the groups are effective.
Linear-functional structures
Functional structuring is the most widespread form of organization of activities and takes place in almost all enterprises at one or another organizational level.
Organizational management structures
Linear-functional Divisional Ensures the implementation of specialized tasks controlled by plans and budgets
Fundamental changes in organizational systems
Essence of bureaucratic organization Reasons for the effectiveness of bureaucracy in the past Why did bureaucracy fail What
Directions of changes in the nature of the work performed
Unskilled work Intellectual work Repetitive tasks Innovations and outward manifestations
Issues for discussion
1. Give an example organizational structure and show on it the horizontal and vertical division of managerial labor. 2. What factors determine the number of subs
Functioning
Chapter 12. COORDINATION IN ORGANIZATIONS
Coordination with different management styles
FACTORS OF MANAGEMENT STYLES OF L1GSHOLSPPPP ..............:-........ Liberal Intermediate A
The Importance of Communication
Communication is important to leaders for the following reasons: 1. Leaders spend most of their time communicating. According to many experts, it takes 7
Definition of communication and its means
Communication can be defined as the use of words, letters, symbols, or similar means to obtain information about an object or event. This is a broad concept, including a number of refined terms.
Directions of communications
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Elements of communication
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Communication models
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Communication types
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Recommendations for the effective perception of management information
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Organizational Factors Affecting Communications
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Causes of intergroup problems
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Group Behavior Models
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Ways to overcome intergroup conflicts
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Stages and methods of decision making
Key steps in the decision-making process Information Organization Methods and models used for decision-making
Ranking decision conditions
Condition Simple conditions Complex conditions Static Little perceived uncertainty 1) small number
Types of activities and productivity of the management apparatus
Any management apparatus (office, office) is an "information factory". Its main role is to process information like an industrial enterprise itself,
Reasons for interest in business information
No. p, p Business information Reliability business partners Sources of business information
The evolution of the management apparatus and methods of its work
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Development of information technology
The modern base of the industrial revolution of the second half of the 20th century is characterized by the development and widespread use of computers that process information, as machines used to process information.
The main trends of modern changes
Modern technical equipment for the activities of the control apparatus may include: office blocks equipped with microcomputers located at workplaces
Issues for discussion
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Adaptation to the market
Chapter 18. FORMS OF PROPERTY AND ORGANIZATION OF MANAGEMENT
Ownership and control functions
As part of the key factors economic development a distinction should be made between the status of management and the status of ownership. The management status includes the whole complex of structures, connections and
Trends in organizational change
The transition from state ownership to its other forms is incompatible with a template approach to the organizational structure of subjects economic activity. Fundamental changes in
Directions for the restructuring of organizations
Transfer from narrow specialization to integration causes changes in the content and nature management activities. There is a clear trend towards a decrease in stiffness
Organizational Conversion Problems
In the ongoing economic reforms in Russia and the restructuring of the management system, an important role is played by the reorganization of the activities of enterprises in the military-industrial complex. This is without prejudice
The structure of employment in enterprises of various sizes
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Small businesses in Russia
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Organizational isolation of enterprises
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Types of organization of business entities
In accordance with Civil Code Russian Federation in force since the beginning of 1995, legal entities, which are commercial organizations, can be created in various forms
Adaptation of structures to market conditions
In connection with the transition to a market economy, the tasks and nature of the management activities of enterprises are radically changing. The goal of maximizing profits, increasing p
Joint-stock property, its formation and organization
A joint stock company is an organizational and legal form entrepreneurial activity. The capital of a joint-stock company is divided into a certain number of shares, acquired
Meeting of shareholders
The General Meeting of Shareholders is supreme body joint stock company management. However, it cannot consider matters falling within the jurisdiction of the board of directors or the executive body.
Executive agency
All issues of managing the current activities of the joint-stock company (except for those referred by law to the exclusive competence general meeting and the Board of Directors) decides the executive
Personnel of managers in joint-stock companies
Before the transition to market relations in the economy, in the conditions of centralization of management that had been in effect for many decades, state bodies established uniform requirements
Modern forms of state regulation
In a transitional economy, the state acts, firstly, as a power structure that establishes the "rules of the game" in the market and determines the conditions for the functioning of market
Principles of organization and functions of federal bodies
In the transitional economy of Russia, as the basic principles for organizing the activities of sectoral and intersectoral bodies of the federal government in relation to entrepreneurship,
State and market infrastructure
Becoming market relations In Russia, the underdevelopment of the market infrastructure is largely hindered. The most important duty state is to exert decisive influence
Issues for discussion
1. What impact does the change in ownership have on the organizational structure? 2. How external environment and entrepreneurial infrastructure affect organizational
Integration
Chapter 24. CORPORATE ORGANIZATIONS Changes in the organization and methods of functioning of the enterprise as business entities
Corporate Governance Orientation
Periods Dominant issues 1950s 1960s 1970s 1980s 1990s Organization and basis
Holding
Holding (holding, or holding company) is an organization that owns controlling stakes in other companies for the purpose of carrying out
Consortium
A consortium is one of the forms of associations created on the basis of an agreement between several banks, enterprises, companies, firms, scientific
Conglomerate
A conglomerate is an organizational form of association of enterprises, which arises from the merger of various firms, regardless of their
Cartel
Over the past decades, a very common form of association of a number of enterprises in the same industry has been a cartel. When a cartel is formed, its members
Syndicate
A syndicate is an organizational form of association, a distinctive feature of which is the conclusion of an agreement between enterprises of the same industry to control
The role of the corporate link in the global economy
· There are more than 40 thousand parent TNCs in the world, which control about 250 thousand subsidiaries and branches
Issues for discussion
1. Name the global trends in the organizational development of corporate structures. 2. Name the main features of a corporation as an organizational form of enterprise integration.
Significance and tasks of organizational design
Without the development of methods for designing management structures, it is difficult to improve management and increase production efficiency, since: firstly, new
The process of forming an organizational structure
The content of the process of forming an organizational structure is largely universal. It includes the formulation of goals and objectives, the definition of the composition and place of the subsection
Evaluation of the effectiveness of organizational projects
Efficiency assessment is an important element in the development of design and planning solutions, which allows you to determine the level of progressiveness of the current structure, developed projects
Adjustment of organizational structures
Bringing the structure of the organization in line with the changed conditions is one of the most important tasks of management. In most cases, decisions to adjust structures are made by
The influence of enterprise size on the nature of organizational problems
Number of employees when a problem occurs Organizational problem Possible actions or solutions Any size &
The impact of innovations on changing the organizational structure
No. Intensity and scale of innovations Corresponding organizational changes Earned product
Stage one: preparation
Fundamental to successful implementation programs of reorganization and ensuring in practice its effectiveness have the mobilization of workers who will carry it out, and
Measures to ensure support for organizational change
Measures Prerequisites for application Advantages Disadvantages Training and provision of information
Management methods at the stage of reorganization preparation
Tasks Methods used Identification of the need for reorganization Analysis of changes (market, technological, external
Step Two: Gathering Information and Identifying Problems
Task this stage- identification of consumer-oriented products and services For this purpose, long-term and current consumer needs are identified, measures are determined that are necessary to
Management methods at the stage of collecting information and identifying problems
Tasks Methods used Identification of current and future interests of consumers Modeling consumer behavior
Management methods at the stage of developing a common and complete understanding of the problems being solved
Task Management methods Understanding the structure of the process Analysis labor process Understanding Ra
Stage four: organizational and technical design
The purpose of this step is to give technical specification reorganization process. A description of the technology, standards, procedures, systems and types of control used in the reorganization process is given.
Management methods at the stage of organizational and technical design
Task Management methods Model of relationships between subjects and objects Information design
Stage five: social design
The purpose of this stage is to identify social aspects reorganization process. At the stage social design a description of the company, its personnel, character
Management methods at the stage of social design
Task Management methods Possibility of contacts between the consumer and personnel Granting authority to personnel Qualification
Stage Six: Transformations
The purpose of this stage is the development of an experimental version and a complete production reorganization project. Some of the tasks in this step can be repeated. Key questions
Management methods at the transformation stage
Task Management methods Completion of the development of the model of the organization's activities Modeling the process
Issues for discussion
1. What is the basis of organizational design methodology? 2. What is a systematic approach to organizational design? 3. List the stages
Future
Chapter 31. PERSPECTIVE DIRECTIONS OF DEVELOPMENT OF ORGANIZATIONS
Essence and evolution of network organizations
The functional organization that emerged in late XIX century, actively developed at the beginning of the 20th century. It allowed many firms to achieve the required size and efficiency,
Characteristics of the properties of different organizations
Key factors Models Hierarchy Network organization Normative base Service Relations
stable network
This form is fundamentally close to a functional organization. It is designed to serve a predictable market by pooling the specialized resources of partners (subsection
Main characteristics of network organizations
Type of network Features of the organization Application areas Disadvantages associated with network expansion Disadvantages associated with
Internal network
The logic of the internal network, or internal market, requires the creation of a market economy within the firm. In it, organizational units sell and buy goods and services from each other at a price
Multidimensional structure of large organizations
If the number of departments of the same type is too large to report directly to the executive director, then individual managers may be involved in coordinating their work.
Conditions for building an intellectual organization
Freedom of choice Shared responsibility Wide access to information Business freedom Liberalization of working groups
learning methods
Supporting Rolling Predictive Universal System for receiving proposals from employees &n
Issues for discussion
1. Name and characterize the promising areas for the development of organizations. 2. What is the essence and significance of organizations with "internal markets"? 3. List
Hours of debilitating office meetings are not a myth, not a grotesque and not heroes of jokes. The realities of today's life are such that up to 50% of working time is spent on empty chatter that does not bring any results. The accelerating life dictates new rules of office culture, holding quick and productive meetings is part of corporate ethics.
What is a business meeting?
Can a five-minute meeting, a planning meeting, a meeting be classified as office meetings? What are the goals of this format of collegial work? What are the generally accepted methods for conducting it and how to achieve the highest impact after the end of the meeting?
A business meeting is a format of work in a company, pursuing the goal of regular planning and monitoring the execution of the planned tasks of all departments of the organization. This is an effective tool for managing personnel and getting quick feedback from employees. True, this tool works successfully only in the capable hands of a competent leader.
Before introducing such a form of communication with employees into working mode, an appropriate order is usually issued, which each participant in the meeting receives against signature for review and implementation. The body of the order indicates the goals, objectives, time and dates of business meetings, as well as the list of participants, the rules and structure of the agenda.
The general purpose of holding business meetings is to involve employees, services and divisions, both managers and line personnel, in the management and decision-making process.
Business meetings include planning meetings, operational meetings, five-minute meetings, at which the vector of development of the company as a whole is agreed upon and tactics and strategy of the enterprise are developed, specific tasks are set. At planning meetings, current issues are resolved, a kind of reminder, a reconciliation of the general course. Operativka - a quick meeting to resolve some problem or conflict situation in the team. the main objective business meeting - setting and solving new problems.
If a company begins to get confused about these concepts, the efficiency of working hours will steadily go down.
The main mistakes during business meetings
An ineffective meeting betrays the immaturity of the leader and / or the organizer of this format of employee communication. In any business, experience and skills are needed that can convey the general line of the company to employees and get the most out of them.
The main signal of the inept conduct of the meeting is mutual dissatisfaction with the results: the leader is waiting for response from his subordinates, who, in turn, want to get the best profitable terms for myself. However, at the same time, at the meeting, no one, with anyone, agrees on anything.
At the same time, office disease develops - a hypocritical image of interested participation in business meetings, which, in fact, are empty chatter, a discussion of office gossip. For hired employees, such events are entertaining in nature, there is another opportunity not to work, not to perform daily routine duties.
Quite often, after such regulated chatter, the manager begins to demand results from employees, a conflict of interest occurs, followed by the dismissal of employees, sometimes entire departments.
One of the most common mistakes during business meetings is the unstructured presentation of the decision of the head, when instead of brainstorming, the top manager sets excessive requirements, and the team, unable to fulfill them, in turn puts forward reasons why the proposal cannot be met.
This happens because often the leader himself does not know what he wants, and does not look for ways to achieve the desired results.
Secrets of Effective Meetings
In order for the meeting to be held with the highest efficiency and bring significant results, the initiator of this collegial form of work needs to know some secrets.
Setting the purpose of the meeting. Every business starts with correct setting goals. Before gathering employees for a business meeting, the organizer needs to answer a number of questions:
The feasibility of holding a meeting;
Correct regulations and exact topic;
Markers by which it will be possible to judge the effectiveness of the event.
The leader is a strategist who is able to set a clear and specific task. Subordinates are specialists who know what tools to use to implement the tasks.
Appointment of persons responsible for the meeting. Any business meeting takes place according to the standard laws of the genre - first, thorough preparation is carried out, the appointment of persons responsible for inviting employees, for collecting expectations and suggestions, leading each item on the agenda, performers and secretaries, fixing the stages of the meeting, filling out minutes and reports.
Optimal selection of participants. The success of the meeting largely depends on those who will take part in the business meeting. It is unacceptable to involve incompetent employees in such events who are able to take the event in the other direction. The selection of specialists who are ready to discuss issues raised at a business meeting must be entrusted to a competent organizer-strategist.
Establishing a regulation. A business meeting, depending on the issues being addressed and the size of the company, usually fits into the framework standard duration from thirty minutes to two hours. The planning meeting should end in five to ten minutes, and the operative - within forty minutes - an hour.
Preparing a meeting plan. Prior to the opening of the business meeting, each participant receives detailed plan agendas, reporting materials, according to which it can prepare its questions and / or reports.
Sample agenda structure. This document may include major items related to operational, tactical and/or strategic management in company. The structure of the agenda usually includes a specific list of tasks dictated by the plans of the enterprise, and ways to solve them. In addition, there may be additional tasks on the agenda that it is desirable to complete in the near future.
Holding a meeting. In order for a business meeting to be held as efficiently as possible and not turn into a protracted lawlessness, you need to start it exactly on time, move from question to question quickly, without swinging. It is necessary to sum up the intermediate result after each discussed issue, indicating the exact time and date, responsible employees for the implementation. At the same time, it is necessary to reduce discussions to a minimum, allowing only clarifications in the development of solutions.
Efficiency measurements. Each meeting held should be analyzed for compliance with the set goals and objectives. The effectiveness of a meeting is measured by the proportionality of the desired result in relation to the costs required to carry it out.
Control and analysis. After the effectiveness of the business meeting is achieved, it is necessary to control the result and conduct a thorough analysis. The ability to measure, analyze and control all the data is the quality of a wise leader that can bring the company to the market leader.
Note to the smart leader
A business meeting is best held at the beginning of the day, when employees are able to generate competent solutions.
The code of corporate ethics should contain an algorithm, schedule of meetings and its frequency, regulations, goals and objectives. It is best to hold such a meeting on Mondays, when you need to set mini-tasks for the week and take stock of the past reporting period.
Each employee must know the time, place and date of regular business meetings and be prepared for them. This point is best reflected in official duties each employee, indicating the degree of his responsibility and participation. Such is the ethics of service relations, the violation of which entails serious illnesses of the team.
As part of the meetings, quite often there is resistance on the part of employees, which must be diagnosed in time and skillfully removed, without leading to sabotage and internal conflicts of interest. If in companies with an authoritarian management style such resistance does not occur at meetings due to fear or uncertainty, it must be artificially provoked. Otherwise, in the process of performing and solving the tasks set, serious problems may arise due to the disloyalty of employees to the company.
To prevent this practice, it is necessary to minimize problems at the stage of choosing a goal and setting a task for subordinates. To do this, it is necessary to distribute “earrings to all sisters”, that is, to occupy the staff with important things: to entrust someone with the difficult stages of developing and implementing a project, to delegate control over execution to others, to motivate others to “feats” by increasing authority in the team, appointing temporarily acting as a line manager or demotivate especially zealous employees.
Responsibility of employees for the fulfillment of assigned tasks must be distributed in such a way that they can be comfortably controlled. At each meeting, it is necessary to sum up and celebrate especially distinguished employees and punish those who are guilty and sabotage work in front of the whole team. Behind the backs of employees, no discussions and decisions should be allowed, since the danger of an outbreak of intra-company conflicts instantly appears.
It is useful for every manager to know the differences between office meetings, planning meetings and operational meetings from brainstorming, exchange of opinions, discussions. Both management formats involve receiving feedback, but in different ways. Business meetings are a technology for managing people and setting tactical and strategic tasks, and the format of the discussion is informal communication, a marker that the leader is inexperienced and does not know how to manage the meeting, direct it in the right direction.
In addition, the business meeting is divided into:
Instructive, when the leader distributes precise instructions and receives feedback from subordinates;
Operational, within which current tasks are solved;
Problematic, when some problem of the team is sorted out and a phased plan for overcoming the current crisis situation is being developed.
Many modern companies they sin with a confusion of business formats, dragging the team into the abyss of confusion, conflicts and discussions of completely non-working issues. Format structuring is part of a culture that is subject to strict corporate standards.
Evaluation of the effectiveness of business meetings
How to understand that a business meeting was held competently and extremely efficiently? The following questions need to be answered:
Were the goals set before the event achieved?
Has the entire agenda been considered? Have all issues been discussed?
Did you follow the set rules?
Have all decisions been communicated to the executors?
Did the performers understand their tasks and deadlines correctly?
When answering these questions, a quantitative component will arise - how many people are involved in resolving the issue, how many working hours they need to complete tasks, how much money is needed for this, and so on. A quantitative marker is a good tool for analyzing performance over time and comparing it with past periods.
As a rule, effectively conducted meetings, when all goals are achieved at the right time, bring tangible results.
Conducting a highly effective meeting is a real art, where the leader enters as a conductor, the secretary as the first violin, and the whole team as a whole orchestra. Careful preparation and competent conduct of a business meeting determines what score this living organism will perform - classical music that can evoke enthusiastic emotions and inspire future victories, or a cacophony of sounds that kills everything around.
Smart management moves to you, gentlemen!
Zhanna Pyatirikova specially for the business portal
BZZN.ru
The duration of the meeting. Should not exceed one academic hour. In practice, due to the lack of a culture of communication, a culture of speech and thinking, a general culture of behavior, meetings are delayed. Often time is "stealed" by those participants who want to show off, demonstrate their intelligence, independence; judgments, etc.
The composition of the issues under discussion. With a careful selection of the composition of issues submitted for collegiate discussion, it is possible to reduce their number by two to three times. Issues that really require collegiate discussion should be submitted for collegial discussion.
The number and composition of participants. The size of the group should be within 5-10 people. Participants of the meeting should be able to play the following psychological roles:
¦ Chairman: tolerance for other people's decisions and opinions, tolerance; knowledge of group members, “general guidance”.
¦ Decision Accelerator: controls the content aspect of the meeting; easy to match with the chair.
¦ Idea generator: the ability to think outside the box, fantasy.
¦ Opponent: the ability to soberly and at the same time impartially
Evaluate proposed solutions.
¦ Scout: contact with people and the ability to collect information; connection with the external environment.
¦ Closer: clarifying person, meticulous, "bore".
¦ Practitioner-organizer: able to implement the decisions made; "technologist" for the implementation of the decision.
¦ The soul of the group: the ability to harmonize relationships; prevent conflict and tension from arising.
Meeting preparation. Handout, determination of the time of the meeting (at 9-11, or at 19-21 hours). In order to save productive working time, it is recommended to use the evening hours for meetings.
Conduct procedure. Availability of regulations, timely termination of the meeting in case of its ineffectiveness. Rules - this is the order of the meeting: sequence, time
Performances. There are procedurally structured and procedurally unstructured meetings. The first involves strict regulations. Failure to do so will invalidate the decision.
Procedurally unstructured meetings also imply the existence of regulations, but less rigid. Failure to do so does not invalidate the decision.
The decision of the meeting consists of a stating part, which sets out the essence of the problem or task and is carried out brief analysis situation, and measures to implement the task or solve the problem, indicating the timing of their implementation and those responsible for implementation. The decision can be prepared in advance in the form of a draft, and after discussion at the meeting, the draft decision is corrected and adopted as a whole.
The decision taken must be fixed either in the administrative document (order, instruction) or in the normative document (reusable document).
The management of different companies or the entire state is carried out not by one person, but by a group of persons, for which collective bodies are formed. They can be used in various fields of activity, and also have a variety of parameters. The collegiate body is certain group specialists with education and experience in a particular field who are engaged in the management of a trusted agency.
Advantages of this type of control
A collegial body is a fairly common way to manage various companies or government agencies. The advantages of using this method include the fact that several specialists work together, which allows you to make really correct and rational decisions.
It is necessary to understand not only what a collegial body is, but also what types of it exist, as well as what features they have.
This management method is considered the most effective if the members of such an organization have the same education, similar thinking, and they are approximately the same age. Therefore, economists and managers, as well as employees of various services with relevant work experience, are united in groups.
Often, on the contrary, a collegial body is formed, which is based on an association of people who have different points of view on a particular issue. This leads to disputes, on the basis of which the most correct and effective decisions can be made.
There are several types of such advice, and all of them have their own purpose and features.
Deliberative
Such a collegial body is a variety of collegiums, or commissions. They are most commonly found in public institutions. Numerous questions are being considered by experts:
- options for making various management decisions;
- discussion of all issues related to the work of a particular organization;
- the knowledge of various specialists is accumulated, as well as numerous opinions are collected, which allows, through collective experience, to find the best solution to any problem;
- the interests of each group are taken into account.
The advisory boards do not make any decisions, as their task is only to discuss various issues, as well as to provide advice or recommendations. The head of the existing institution makes a decision based on the information received.
Manager
Such a collegial body is a special council designed to manage the institution. All decisions that he makes are binding, but they must not violate the Charter of the organization.
Most often, such governing boards are formed in numerous public educational institutions.
informational nature
Such a collegial body consists in the formation of special councils, where the heads of different departments share information. At meetings, the heads of numerous departments of one company contact.
The head of the firm informs the rest of the participants about various difficulties, specific issues, decisions made or important events. It is allowed to specify measures for solving various problems.
Such advice is usually used in the presence of large companies with a large number of diverse divisions.
controlling
This organizational link usually acts as a body that allows the adoption of certain decisions, and it is preliminary assessed whether they correspond to the requirements and capabilities of the entire organization.
Control can be exercised over different areas of the firm's work, so it can refer to decisions related to the general policy of work, to acts of management, to administrative actions or executive activities.
Executive
The collegial executive body is a special council with directive functions. It can be used in a commercial or non-commercial field. The procedure and features of its functioning should be regulated in the Charter of the company, but at the same time they should not violate the law in any way.
Often, the founding documentation indicates the need to form an executive collegiate council, and in this case it is elected at a meeting of the founders.
Collegiate meetings are usually represented by executive meetings. At the same time, a Chairman is certainly appointed for them.
Collegiate authorities perform various functions, which include:
- management of a specific organization, which may be commercial, non-profit or government;
- protecting the interests of the company;
- making various transactions based on the data contained in the statutory documentation;
- issuance of powers of attorney;
- issuing orders, on the basis of which employees can be fired or specialists can be hired, and various sanctions can be applied, and they can be not only negative, but also positive.
Other functions may be performed if they are provided for by the Charter of the organization.
How are decisions made?
The collegial executive body is a special council consisting of several specialists, so decisions are made by them jointly.
To this end, relevant meetings are held, and the period during which they are held is determined by the board of directors. All members of one body have one vote, and it is not allowed to transfer it to other persons.
How many participants can there be?
Collegial can consist of a different number of members, and it depends on the number of employees in the organization.
The more employees in the firm, the more members the board can consist of. If the company employs approximately 50 specialists, then the collegiate body includes 6 people.
Only major executives of the company, represented by directors or managers, can become members of these bodies, and the general director himself is also necessarily included here.
The nuances of the work of state bodies
Different state organizations in most cases are represented by collegiate bodies. They work on the basis of various principles, which include:
- taking into account the content of the Constitution;
- the rights of citizens are a priority, therefore all decisions must be made in such a way that they are not infringed in any way;
- the principle of publicity implies that all decisions made are open to the public;
- by all means, only qualified and experienced professionals in various fields act as members of such a body;
- in the work of such organizations, unanimous decision-making is combined with collegiality;
- the principle of hierarchy suggests that such bodies may be located at different levels of government.
Thus, collegiate bodies are represented by special councils with numerous functions. They are divided into several varieties, and each type has its own purpose and features. All decisions are made exclusively by voting, therefore, due to the difference in opinions of various specialists, it is possible to achieve high and necessary results.
Let us consider the composition and execution of documents of collegiate bodies, some mandatory and new aspects of their content on the example of a collegiate executive body of the "operational" level (let's conditionally call it the Board). Those. we will show the general business practice, without taking into account the specifics of individual collegiate bodies, which is established at the legislative level (we have devoted several separate articles to these issues in recent months).
Contents of documents
Mandatory documentation is subject to the activities of all authorities and management, which operate on the basis of the principle of collegiality.
The principle of collegiality is observed in the activities:
- public authorities (session of the chambers of the Federation Council, the legislative assembly of the constituent entity of the Russian Federation),
- bodies executive power(collegium of the federal executive body, administration of the constituent entity of the Russian Federation),
- bodies local government(meeting of deputies of the municipal district, council of deputies),
- management bodies of enterprises and organizations (general meetings of founders, shareholders, meetings of boards of directors, boards, committees, permanent commissions, etc.).
Activity collegiate bodies documented without fail. But it is also subject to one-time or periodically convened conferences, meetings, meetings and even operational meetings that are held by the head of the organization, his deputies, heads structural divisions on current activities.
The secretary of the collegial body ex officio, the corporate secretary and the lawyers who organize corporate governance procedures, as well as office work services and those responsible for office work in the divisions are responsible for observing the procedure for preparing a meeting of the collegial body, including publishing and broadcasting information and invitations to meeting participants, the correctness of documenting the adopted decisions and ensuring the completeness of the evidence base for their legality and execution during the entire term of office of the collegial body.
In the process of activity of the collegiate body, collection of related documents, which is usually called functional document complex. The complex includes documents that belong to various subsystems and documentation systems, but are united by the management situation and the powers of the body in which they are created.
Table 1
Approximate composition of the documents of the functional documentary complex that ensures the activities of the collegial executive body (Board)
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Based on this example, you can check the composition of documents of a collegial body in your organization, clarify it, and also assign or delegate responsibility for the correct formation of files and ensuring the safety of documents at least to the Secretary of the Board, Corporate Secretary or office management service, organize their interaction in the process of ensuring activities collegial bodies, so that when changing the Chairman of the Management Board or the corporate secretary, it would be convenient to transfer responsibility for documents according to the act of acceptance and transfer of cases by position.
The belonging of documents to one functional documentary complex determines the uniformity of the design of their details and the uniformity of some speech formulas in texts (for example, the wording of questions should be uniform in the quarterly meeting plan, agenda, protocol, extract from it, instructions).
When drawing up the first sheets of documents included in the functional documentary complex on the activities of a particular collegial body, it is necessary to use a common form. But the experience of "best practices" has formulated a universal recommendation - to draw up all documents simply on sheets of A4 paper with the location of the details of the heading part according to the model of a general form that is approved by the organization (or even on title page, which can be drawn up for the regulation and rules of work of the collegial body).
And for the execution of some documents (notice of the date and time of the meeting, letters of invitation to the meeting, the list of participants in the meeting, voting ballots, etc.) can be developed unified standard forms, convenient for electronic preparation of draft documents. They are usually stated:
- as part of the regulations, rules of work of the collegial body or
- by a higher governing body as they are developed.
Some public corporations are trying to fix these forms of documents in their books. corporate identity(brand book) and order their development "on the side" from designers. You should not completely give this task to them at the mercy. After all, official management documents and their form are not included in the area of responsibility of marketing and PR services. Reputational risks in the preparation of documents are controlled by the records management service, the corporate secretary and the legal service.
The documents listed in Table 1 in their totality represent the evidence base for decisions taken by the collegiate body. It can be supplemented by documents with the help of which the control over the execution of decisions taken is carried out, these are:
- registration and control cards and
- reports on the state of performing discipline (in the context of issues, divisions, performers, deadlines).
If the organization is small, it is not a source of archive acquisition, while the management is aware that "information and documents are an asset of value", and is independently responsible for ensuring their safety, then all documents of this complex can be formed in one case for the term of office of this collegial body with a generalized heading "Documents on activities of the Board”, which is divided into several volumes. At the same time, the retention periods are determined by the “oldest” period of all documents in the volume:
table 2
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This procedure for the formation of files is somewhat inconsistent with the accepted rules of office work and archiving. But it allows in the procedures of mergers and acquisitions, in the course of internal audits and external audits, in the process of evaluating the activities carried out according to the release procedure valuable papers, immediately present exactly the set of documents that make up the evidence base of the decisions made. At the same time, of course, the formation of documents of the collegial body into files and the terms of their storage, first of all, should be fixed by the nomenclature of cases, the development of which is the responsibility of the corporate secretary or the secretary of the collegial body ex officio.
If the organization is the source of archive acquisition, then the scheme for systematizing cases in the nomenclature of cases and the procedure for their formation remain the same - in accordance with the terms of storage in separate cases, the following will be collected:
- organizational documents;
- work plans;
- protocols;
- meeting documents, including draft decisions;
- meeting preparation documents.
The preparation and holding of meetings is also provided by documents on the basis of which administrative and technical preparatory measures are carried out (see Table 3 for documents that become the basis for recording expenses in accounting). In addition, the activities of the collegiate bodies are also reflected in the budgeting documents of the financial documentation system (also reflected in Table 3).
Table 3
Documents that also reflect the activities of the collegial body, but are included in other functional document complexes (for the administrative and economic / administrative and organizational functions and for the budgeting function)
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"Best practices" show that the competence, powers of collegiate bodies must be specified in the provisions and regulations, which are developed on the basis of the charter and taking into account the requirements of the current regulatory legal acts. The presence of these documents is considered as one of the indicators of the quality of organization management. We set out the main requirements for their compilation in the opinion to the article on the regulation of the activities of collegiate bodies.
Consider reference and information and administrative documents.
Here are examples of paperwork that you will need to send to participants when preparing a meeting of a collegial body.
The final approved agenda of the next meeting must be sent to the members of the collegial body in the form approved by the organization, adding at least information about the persons invited to the meeting, its place and time (Example 1). Together with the agenda, a finalized package of materials is usually sent for consideration at the meeting.
Example 1
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Those invited to the meeting from among the employees of your organization who are not members of the collegiate body can send the same final agenda (Example 1) or information in a simplified form, for example, to email. But it is customary for invited outsiders to send an official letter of invitation (Example 2).
Example 2
Invitation to a meeting of "outside" persons in the form of a letter
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Administrative documents based on the results of the meeting
Protocol
Let us consider in detail the preparation and execution of the protocol - a document that fixes the course of the meeting and the decisions taken by the collegiate body. Its template includes the following: requisites:
- full name of the organization with an indication of the organizational and legal form;
- name of the type of document (PROTOCOL);
- date (specific date or period if the meeting lasted 2 or 3 days, for example, 04/01/03/2015, or 04/01/2015 - 04/03/2015, or April 01-03, 2015);
- index (within the term of office of the collegiate body or within calendar year for operational meetings with the head);
- place of compilation;
- type of meeting (at the place where the heading to the text is drawn up in other administrative documents);
- formalized parts of the text have not yet taken shape as independent details and are considered as separate elements of the text:
- composition of those present (chairman; secretary; list of members of the collegiate body present; invited persons, if any). Note that the initials are placed after the surname. The positions of members of the collegiate body are not indicated, because this is a permanent composition, where “everyone knows each other”, but for invited persons, it is customary to indicate positions before their full names. (and if a person is invited from a third-party organization, then its full name is included in the title of his position);
- agenda, which is a list of issues in the form of headings to the following text. For each issue, it is customary to also indicate the speaker;
- an optional note on the method of documenting the meeting of the collegial body. For example:
- “The meeting was transcribed from 15:00 to 17:15 Moscow time”;
- “The meeting was held in the form of a videoconference from 20:00 to 21:05 Moscow time. System Administrator Petrov P.R.”;
- “The meeting was recorded on a dictaphone. Responsible - the secretary of Kosovo I.I.»;
- the text of the minutes is drawn up according to the formula LISTENED - SPEECHED - RESOLVED (DECIDED) for each agenda item. True, in the short version of the protocol, the first 2 elements of this triad are absent, i.e. only documented decision;
- signatures.
Please note: it is not customary to mark the presence of attachments after the text and before signatures in the protocol. It is enough to write “(attached)”, “(Appendix No. 1)” or “The text of the report is attached” next to the document that is an annex and mentioned in the text.
Additional (optional) details of the protocol can be:
- place of the meeting (address of the premises, office);
- start time and total time of the meeting;
- surname and initials of the person chairing the meeting or the person opening the meeting;
- date of signing the protocol;
- method of voting on each issue (open, secret, absentee; indicated in the text).
Registration of requisites and completeness of the text depend on what kind of protocol is provided for by the rules of work of a particular collegial body. According to the degree of completeness of the record, the protocols are divided into:
- brief And
- full, which in turn can be:
- detailed text(text way of documenting),
- verbatim(text method using special symbols),
- phonographic(sound recording)
- video protocols(as a result of video conferencing).
Full minutes must contain a record of the entire meeting, including remarks, questions, comments, speeches and references during the discussion of each issue, notes that there was noise, applause, etc. in the hall. (but, of course, depending on how you document it). Full minutes usually document the holding of general meetings of shareholders and meetings of the board of directors.
The short protocol consistently records only the names of the chairman, the secretary, the composition of those present, the list of issues considered and the decisions taken. Those. the protocol after the agenda contains a brief sequential statement of the issues considered according to the scheme: QUESTION NUMBER - DECISION ADOPTED (this option is shown in Example 15 at paragraph 2 of the agenda in the article "").
Examples of registration of full and short protocols that can be used in state bodies and local governments are given in Appendix No. 16 methodological recommendations on the development of instructions for office work in federal executive bodies (approved by order of the Federal Archives of December 23, 2009 No. 76). On their basis, absolutely all organizations, including commercial ones, can independently develop and approve a protocol form as part of the relevant regulations, which will document the decision-making of the collegial body, taking into account the level of management and status of the collegial body. It is convenient to immediately fix in the regulations that the protocols:
- Board meetings should be detailed textual (as in Example 10) and immediately approve the form of the minutes,
- and operational meetings held weekly by the head of the unit:
- documented in brief protocols or
- are carried out in the form of a videoconference with the subsequent execution of a short text protocol or even without it, but then with the obligatory drawing up of instructions in the form of an administrative document of an operational nature (as in Example 13).
Let's comment path from draft to original. The minutes are kept during the meeting by a specially selected or appointed person or by the secretary of a permanent collegial body ex officio. And the minutes of the operational meetings, which are chaired by the leaders, are kept and drawn up by the secretaries or their assistants.
The secretary of the meeting (ex officio or elected), when drawing up the minutes, uses documents prepared in advance for the meeting: agenda, lists of invitees, lists of members of the collegial body, texts of reports, speeches, electronic presentations, information notes, draft decisions, etc.
It must be remembered that the minutes drawn up directly at the meeting are draft. It must be clarified, verified with a transcript, video recording or phonogram, edited and executed within 1-5 days after the meeting. Therefore, it is important to establish in the regulations of the collegiate body a specific deadline for issuing the original protocol as an official document. After voting, the adopted decision does not need any approval. On the contrary, for the accuracy of the reflection in the minutes of the wording of the decision that was submitted to the vote and received the force of an official collective decision, the chairman and secretary of the meeting bear legal responsibility.
We also note that the wording "Miscellaneous" in the agenda, which is drawn up before the meeting as an independent white paper and sent in advance to the participants of the meeting and members of the collegiate body, is quite acceptable. But in the completed protocol, it is inappropriate, because. the document is drawn up after the meeting, when it is already possible to accurately formulate all the issues actually considered and fix the procedure for making decisions on them.
The main difficulty is the compilation and design of the text of the full protocol. The secretary of the meeting should work almost like a simultaneous interpreter, because he “translates” reports, questions, speeches from an oral form (often spontaneous, emotional and not always prepared) into a written one, i.e. ordered, built on speech models in accordance with the requirements business style Russian literary language.
The main part of the text of the protocol is built in accordance with the agenda items in the form LISTENED - SPEAKED - RESOLVED or DECIDED, i.e. actually in sections. Let's analyze each of them.
The word "HEARD" is numbered in accordance with the number of the agenda item, is drawn up from the border of the left field in capital letters, followed by a colon. Further, from the red line, the surname and initials of the speaker are drawn up in the genitive case without the name of the position (DID YOU LIKE whom?), A dash is put, and after it the content of the report is usually briefly written. Because the report and its presentation are submitted in advance, they are necessarily signed and dated and are issued in the status of an official annex to the protocol.
The presentation is usually conducted from the third person singular in the past tense (see Example 3). If the text of the main report is prepared in advance, then when drawing up the protocol, it is convenient to use another technique - to briefly formulate the topic of the report in accordance with the agenda and after the dot mark “The text of the report is attached” (Example 4).
Example 3
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1. LISTENED:
Kuznetsova A.I. - reported on the main provisions of the Policy information security for 2015-2016 He noted that it has been completely revised and complies with the requirements of the regulatory legal acts that have come into force since January 01, 2015. Proposed to approve the Information Security Policy for 2015-2016.
Example 4
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1. LISTENED:
Kuznetsova A.I. - on the main provisions of the Information Security Policy for 2015-2016. The text of the report is attached.
Question: Are all groups of measures taken into account in the Information Security Policy for the nearest period?
Yes, all groups of measures in accordance with the established groups and types of information security risks.
Questions to the speaker and subsequent questions to each of the speakers, as well as answers to them, are written in the order they are received and are drawn up on a new line. The last name of the person who asked the question may not be indicated (see Example 4).
All speeches on the issue under discussion are made after the word "SPEAKED" from the border of the left field in capital letters, after it a colon is also put. The surname and initials of each of the speakers are drawn up from the red line and are indicated in the nominative case (Who SPEECHED?). After a dash in the form of indirect speech, a brief or detailed content of the speech is recorded.
Decisions taken collectively on each of the issues discussed are recorded after the word "RESOLVED" or "DECIDED". In business practice, each of these words has its own sphere of use. Thus, in the minutes of general meetings of shareholders, founders, meetings of boards of directors, meetings labor collectives, meetings of employees (within the framework of self-government, established and permitted by the code of corporate conduct), initiative groups, it is considered correct to use the word "DECIDED" (the activity higher collegiate bodies, governing bodies, i.е. "power"). In the minutes of meetings of boards, committees, presidiums, working groups, operational meetings and other collegiate bodies "operational" management level(executive bodies) the use of the verb “RESOLVED” is considered correct.
The corresponding word is formed from the border of the left field in capital letters, after it, again, a colon is placed (see Example 5). Further, from the red line, point by point, administrative actions are briefly and precisely formulated, which must be numbered. The structure of the number is as follows: first comes the number of the agenda item, then a dot and then the number of the decision when considering this issue (for example, 1.1 and 1.2, then 1.3, etc.). If the question is accepted only decision, its number should still have 2 parts separated by a dot (for example, 1.1).
- what to do - in what, from what or for how long?
- to whom - what to do - by what date? (clause 2.1 in Example 5) or
- what to do - by when? Responsible - the name of the position, surname and initials of a particular performer (Example 6).
Example 5
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RESOLVED:
1.1. Approve and put into effect from May 01, 2015 the Information Security Policy for 2015-2016.
2.1. To the head of the security department Petrov I.V. bring the Information Security Policy for 2015-2016. to the attention of the heads of branches and regional representative offices. Deadline - 04/28/2015.
Example 6
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2.1. Bring the Information Security Policy for 2015-2016. to the attention of the heads of branches and regional representative offices by 28.04.2015. Responsible - the head of the security department Petrov I.V.
If the decision was made by voting, then its results are drawn up in the form: "For - 10, against - 0, abstained - 2" or "Unanimously"(this short version is shown in Examples 7 and 8, and a more detailed one is in Example 15 of the article “Regulating the work of collegiate bodies”). Compliance with this form is mandatory when decisions are made on the appointment, election or approval of candidates or on the personal composition of commissions, committees, decisions of a financial nature, etc. In other cases, it is optional, therefore, in our Examples 5 and 6 it is absent.
Issues on which it is necessary to record the results of voting in the protocol must be indicated in the local normative act regulating the activities of the collegiate body. But some organizations do not establish such differentiation, but always record the results of voting.
Although if the decisions of the collegial executive body accepted unanimously, then voting results are usually not indicated in the administrative paragraphs of the protocol (see Example 10).
Example 7
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RESOLVED:
6 in favor, 0 against, 1 abstained.
Example 8
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RESOLVED:
4.1. Include the head of the security department Turantsev O.M. as a member of the Technology Committee from 20.04.2015.
Unanimously.
The signatures of the chairman and secretary of the collegiate body (ex officio or elected to perform these duties at this meeting) are drawn up on the edited and verified minutes. They are located two or three lines below the text from the border of the left margin and are separated by one line. In transcripts of signatures, initials are placed before the surname. An identity seal protocol is usually not required.
Example 9
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By general rule the protocol is signed by the chairman of the collegial body and its secretary, but other options are also possible, for example, adding the signatures of all members of the collegiate body (see Example 15 of the article " We regulate the work of collegiate bodies"). This moment should also be determined by organizational documents.
Example 10
Detailed protocol with a longitudinal centered location of the details of the header
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Extract from the protocol
Copies of the executed and signed minutes or extracts from the minutes are necessary not only to send the decisions taken for execution, but also to inform all interested persons who have the right to information about them (in corporate governance they are called stakeholders, they can be controllers, regulators, and ordinary citizens).
IN Lately an extract from the minutes is often used as a form of presenting information about decisions of collegiate bodies, which the secretary (of the meeting or collegiate body) has the right to certify with his signature, correctly filling out a mark on the certification of the copy and certifying it with the seal of the organization. In Example 11, it is designed in accordance with the recommendations of GOST 6.30-2003. Additionally, an optional entry can be made in it about the place of storage of the protocol (Example 12) in accordance with Decree of the Presidium of the Supreme Soviet of the USSR dated 08/04/1983 No. 9779-X - this option is especially relevant for submitting copies and extracts at the request of regulatory authorities.
An extract from the protocol is copy of part of his text, in it the details of the heading and formatting parts of the document remain practically unchanged (there are no only personal strokes of the signatories). For a sample of an extract, see Example 17 of the article “We regulate the work of collegial bodies
To inform about the decisions made, you can open access to the electronic image of the protocol in the EDMS or distribute certified copies of it (with a certification inscription on the model from Example 11 or 12), but only to those heads of departments and employees who have the appropriate access rights to official documents ( see/read all documents).
order
One of the forms of sending the decisions of the collegiate body for execution, which also supports the rule of delimitation of access rights to information and documents, is the instruction of the collegiate body. Orders as documents have found their application mainly in the activities of the board of directors and the board.
The order in the last 10-15 years has been fixed in the subsystem of administrative documentation as a new type of document, issued, as a rule, on the basis of unity of command. Therefore, the heading and formalizing parts of the instructions of the collegial body are drawn up almost the same as in orders and instructions, and the decision made, containing specific surety points, is transferred (copied) from the section of the protocol “RESOLVED” (or “DECIDED”). The order is signed only by the chairman of the collegial body.
For issuing an order, it is more convenient to place the details in the corner, because the responsible executor is drawn up in the area usually reserved for the requisite "addressee" on the right.
Example 13
An order with a corner arrangement of the details of the header
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Such a questionnaire form of presenting the text of the instruction is convenient for putting it under control and provides opportunities even for automatically compiling a document according to the approved standard form on the basis of the protocol, provided that its draft is formed in in electronic format in the information system.
Shelf life
Protocols of collegiate management bodies of the organization(general meeting, board of directors, meeting of founders, etc.) and collegial executive bodies(board, presidium, collegium, etc.), as well as minutes of meetings of committees that have the right to form these bodies (according to the charter), are mainly documents of a permanent storage period (according to Article 18 of the List of typical managerial archival documents generated in the course of the activities of state bodies, local governments and organizations, indicating the periods of storage, approved by order of the Ministry of Culture of Russia dated August 25, 2010 No. 558, further - PTUD).
The retention periods for other types of minutes, depending on the level of management and the type of meeting, should be determined by the organization itself chairmen and secretaries of collegiate bodies as a result of an examination of value under the methodological guidance of the records management and archive service, and also be fixed by the nomenclature of cases.
Example 14
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Art. 18 d) PTUD establishes a permanent retention period for the minutes of meetings held by the head of the organization. If this is a meeting on strategically important issues that are within the authority of the first person of the organization, then the retention period is really permanent. But if the head collects one-time operational meetings or chairs meetings of the corporate council (the status of the operational meeting of the heads of all departments, a kind of “planning meeting”, and not a management body provided for by the charter), then note (2) to Article 18 d) must be taken into account, and then it is possible to set the storage period for the minutes of the corporate council to 5 years. EPC.
The storage period for instructions of the collegial body and extracts from the minutes of meetings, as well as reports received in the process of monitoring their execution, determined under Art. 6 and 7 PTUD. Taking into account the notes, the main storage period for instructions and statements is 5 l. EPC.
If the organization is a large commercial structure and a source of acquisition of the state or municipal archive, then we recommend that when forming cases with protocols and annexes to them, as well as when conducting an examination of the value of documents, be guided by the "Basic Rules for the Operation of Archives of Organizations" (approved by the decision of the collegium of the Federal Archives of February 6, 2002 ) and PTUD. Joint-stock companies are required to comply with the storage periods and requirements for ensuring safety, which are established by the current resolution of the Federal Commission for the Securities Market (the new regulator is the Bank of Russia) dated July 16, 2003 No. joint-stock companies". The terms for storing documents established here correspond to the normative terms fixed in the PTUD.
To ensure the processes of documenting collegial activities on a rational and efficient basis, we consider it necessary and indispensable for the fruitful interaction of the heads and secretaries of collegial bodies with the records management service, which knows and understands the documents.
Voting ballots, minutes of the general meeting of shareholders and the counting commission, as well as the procedure for storing these and other documents of the meeting, you will find in the article “Documenting the results of the annual general meeting of shareholders»
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