demoParam.m file:

function [ v ] = demoParam(a, b, c)

% Calculating the volume of a cuboid

% a, b, c - input parameters (face lengths)

% v - output parameter (volume)

% a, b, c, v are formal parameters, i.e. declared

% in the function definition

% you can work with input parameters as with ordinary variables

% output parameters must be assigned any value

v = a * b * c; end

File testDemoParam.m

v = demoParam(a, x, 2);

%a, x, 2 are the actual parameters

Note that when a function is called, the actual parameters are substituted into the formal ones, so their names can be different.

Function Workspace

As noted earlier, when a function is called, a new workspace is created that exists until the end of the function. All variables that are created in this workspace are called local. They are different from the variables of other functions and the underlying workspace, even if they have the same name. For example, let's create the following function:

function = demoLocaLVar() % local variable example x = 2;

And Enter the following commands in the MATLAB command window:

>>x=0

>> demoLocalVar()

>> x

As you can see from the example, even though the x variable was created in the function and given the value 2, this did not affect the x variable created in the base workspace.

It is also necessary to note that after the function ends its work, all local variables will be destroyed. The execution of the function is terminated by the execution of the last statement, or by the command return .

Scripts and Functions

As mentioned, scripts in MATLAB use the workspace of the code they were called from, which can be used to pass parameters to scripts. For example, let's write a script that calculates the hypotenuse of a right triangle:

% script that calculates the hypotenuse of a right triangle

% c - calculated hypotenuse

% intermediate settlements

An example of using this script:

>>a=3;

>>b=4;

>>hypScr

>> c

As can be seen from the example, this approach immediately has the following disadvantages:

it is necessary to create variables with predefined names in advance ( a,b);

after the calculations, a completely unnecessary variable will appear x;

all four variables ( a , b , c and x ) may have been used before in the code and may already contain data that should not be lost, so using scripts inadvertently can lead to big problems.

All these shortcomings are deprived of the function:

function c = hypFun(a, b)

% function that calculates the hypotenuse of a right triangle

% a, b - legs of a right triangle

% c - calculated hypotenuse

% intermediate settlements

% calculate the hypotenuse c = sqrt(x);

An example of using this function:

>> a = 2; % some important data that needs to be saved

>> x=3; % some important data that needs to be saved, this will not work with the script

>> c = hypFun(3,4)

Passing parameters by value

In MATLAB, parameters are always passed by value (however, passing by reference exists, but is not covered in this course). Passing by value means that the calling function copies into memory available to the called one the immediate value of the parameter. Changing the copy of the variable, respectively, does not affect the original.

Let's take an example. demoTrFun function:

function = demoTrFun(x)

% pass by value demo

% increase the variable x

Demonstration of using this function:

>> x = 0; % create variable x

>> demoTrFun(x); % call test function to show pass by value

>> x % show that a copy of x was indeed passed (x must not change)

Anonymous functions

There is another kind of functions in MATLAB, the so-called anonymous functions. These functions do not have a definition file, but are only associated with a variable of type function_handle . Anonymous functions (AF) are called using these variables.

Let's create an AF that calculates the square of a number:

>> sqr = @(x) x.^2;

Now square 5 can be calculated as follows

>> sqr(5) ans =

A limitation for functions is that only one expression can be used when defining an AF body. Other functions can be called inside AF, including other anonymous ones. You cannot use condition and loop control structures.

When writing the body of a function, variables that already exist in the workspace can be used. The values ​​of these variables will be stored in the AF definition and used regardless of their global definitions. Even if you delete variables after you have defined AF, the values ​​of these variables will be

When hiring a new employee, the employer always specifies the range of duties that he will have to perform, in other words, his labor function. This contributes to the certainty and stability of labor relations. The employee knows all his duties and bears a certain responsibility for their fulfillment.

However, there are cases when, for one reason or another (organizational or economic nature), there is a need to formalize a change in the labor function. In this situation, it is important to comply with all legal requirements and document the process at the proper level. In the article we will discuss the professional standard, labor function, as well as documentary support for its change.

Labor function: concept

This concept is legally enshrined in Article 57 of the Labor Code of the Russian Federation. Within the meaning of this legal norm, a labor function should be understood as work in a specific position in accordance with staffing, profession and specialty with the obligatory indication of qualifications, as well as the type of specific activity that the employee is assigned to. Thus, the concept has two interpretations according to the Labor Code of the Russian Federation.

The labor function is what is enshrined in the employment contract. The wording in it will depend on which interpretation of the concept you choose in each specific situation. So, in the first option, a clause is to be included in the employment contract, for example, with the following content: “The employee undertakes to perform work in the position of chief specialist (chief accountant, leading legal adviser, etc.)”. The specific labor duties that the newly hired employee will perform at the same time are the basis for creating a job description.

If the function labor activity interpreted according to the second option, then the entry in the employment contract also changes. For example, it may sound as follows: “This employee is entrusted with the performance of plumbing (assembly, loading and unloading, etc.) work.

Experts are of the opinion that, within the meaning of Art. 15, Part 2 of Art. 57 of the Labor Code of the Russian Federation, the concepts of "job title" and "labor function" are not identical in content. In fact, the second is one of the characteristics of the first. The labor function is specified by certain job responsibilities.

Documentation of the labor function

It has already been said above that the labor function of an employee is work according to the position in accordance with the staff list, profession and specialty. At the same time, the qualifications and the specific type of work assigned to the new employee are separately indicated.

Analyzing this definition, we can conclude that the labor function should be documented. First of all, this is done in the staff list, which indicates the profession and position. In addition, it is specified in the text of the concluded employment contract.

By signing it, the employee thereby expresses his agreement with the specified labor function that the employer plans to entrust to him. In order to change it in the future, the mutual consent of both parties will be required. Even in the event of a change in technological or organizational conditions, labor legislation does not allow a change in the function of labor activity only at the request of the employer, that is, unilaterally.

As a rule, the scope of an employment contract is limited and does not allow describing in detail all the duties of an employee due to a particular profession or position. In this case, the job description comes to the aid of the employer, which can be issued in the form of an application or a separate local regulatory act.

Not so long ago, amendments were made to the labor legislation regarding the so-called Occupational Standard. It refers to the characteristic of the qualification that an employee needs to carry out professional activity of any specific type, including for the performance of any specific labor function. Occupational standards have been developed and are applied in practice only in accordance with Articles 195.2, 195.3 of the Labor Code of the Russian Federation.

Effective contract - what is it?

The Government of the Russian Federation issued a Decree containing a program to improve the conditions relating to wages. It reveals the concept of an effective contract. In fact, this is the same classic contract (labor) with an employee, but it details not only the terms of payment and official duties, but also performance indicators, as well as criteria to assess its effectiveness, which in the future are the basis for the accrual of incentive payments, social support measures. That is, the salary depends directly on the results of labor and the quality of municipal (state) services provided by the employee.

So, an effective contract is a formalized employment relationship based on:

• the presence in the institution of a task (state or municipal) and target indicators characterizing the effectiveness of activities (they are approved by its founder);
• a system for assessing the effective performance by an employee of his labor function (actions), which consists of a set of indicators and criteria approved by the employer in the manner prescribed by law;
• remuneration system that takes into account differences in the complexity of the work performed by employees, as well as the quality and quantity of labor expended (it must be approved in in due course employer);
• the system of labor rationing, approved in the prescribed manner by the employer;
• detailed specification of the types of labor functions, taking into account the specifics inherent in each individual industry, in employment contracts and job responsibilities, criteria and indicators to assess the effectiveness of labor, as well as the conditions for its payment.

At the moment, for some areas of activity has already developed its own methodological basis gradual introduction of an effective contract into practice: medical and educational institutions, sphere of culture and social services.

Drawing up an employment contract: how to use the professional standard?

It doesn't matter what you choose - an employment contract in its classic version or an effective contract - in any case, it indicates the employee's labor functions - this is not a wish, but a necessity. To do everything right, you should be guided by professional standards.

It is considered a mistake to indicate only the position in the employment contract, because it is not a labor function. The Labor Code of the Russian Federation in Article 57 regulates its content. Separately, it is emphasized that it is necessary to reflect in the text “work according to the position”, and not just its name. Often, employers violate the Labor Code of the Russian Federation, not suspecting that the fine for this offense can be a very decent amount - from 50 to 100 thousand rubles. Moreover, they can be summed up if the inspector finds a violation in several employment contracts.

So, according to the Labor Code of the Russian Federation, the labor function should be prescribed, but how to do it right? Just rewriting job description in a standard employment contract, the employer effectively ties his own hands. Professional standards are called upon to help in this matter.

Contract - separately, job description - separately

Often you can find a situation where the job description of the employee is simply rewritten in the employment contract. The employer is reinsured and fulfills Art. 57 of the labor law, but this is not entirely correct.

With this approach, the instruction is part of the employment contract, which means that it will be possible to make changes to it only with the consent of the employee (it is given in writing), since they will directly relate to the change in labor function - this is confirmed by Article 74 of the Labor Code of the Russian Federation. When an employee does not agree, nothing can be changed and it is also not possible to fire him.

In order to reserve the possibility of making adjustments to the duties of the employee and at the same time comply with the requirements of labor legislation, the employer can reflect in the contract only general labor functions that can be found in the professional standard. They are specified depending on the skill level of the specialist. But in the job description, drawn up in a separate document, the employer already indicates the algorithm of actions of a particular employee.

How to distinguish a function from an action? In fact, everything is simple. The labor function is a task, and actions are specific operations, which together are the algorithm for its implementation.

Conversion of an employment contract

The general procedure for amending employment contracts is established by Article 74 of the labor legislation. At the initiative of the employer (in other words, unilaterally), this can occur in the event of a change in working conditions of an organizational and technological nature. It is this provision that should be guided by the implementation of an effective contract.

With its introduction, key changes will affect the terms of the employment contract regarding remuneration and employee duties. In this case, the employer is obliged to indicate the reasons for the adjustment and justify them as inevitable. It is necessary to refer to the change in the conditions regarding remuneration and the Program approved by the Government of the Russian Federation, which established clear criteria and performance indicators.

How to change job (labor) instructions?

Can an employer change a job description without the consent of an employee? The answer is maybe. It is a local regulation. It is not the labor function of the employee that is subject to adjustment, but his actions. The Labor Code of the Russian Federation does not prohibit this. At the same time, there is no need to notify the employee for the 2 months established by law and obtain his consent to this procedure. It is enough just to acquaint him with the updated job description. However, it is important to remember that when adding new labor actions to it, it is necessary to ensure that they do not contradict and correspond to the general labor functions prescribed in the contract. In practice, it often happens when, for example, a janitor, as they say, "in the load" is given the duties of a janitor. In this form, this situation is unacceptable.

If the employer wants to entrust the employee with any new labor functions that are not included in his professional standard, this will have to be done in a different way. The algorithm of actions is the following. First, with the consent of the employee, he adds the general labor function from the second professional standard to the employment contract, and only then begins the development of a new job description. In this case, the employee will already have to meet the requirements of two professional standards.

The legislation allows for a change in the labor function, this right of the employer and employee is enshrined in Article 72 of the Labor Code of the Russian Federation. This action is formalized by transfer to another job, and it can be both temporary and permanent.

Changing the labor function for a while

The labor function can be changed for a certain period of time. Thus, article 72.2 of the labor law establishes that an employee can be transferred for up to one year, or until the absent employee leaves, to another job.

In this case, both written agreement to change the job function. Training (additional) on new position may not be. In any case, all aspects of such a transfer are negotiated by the parties, and their consent is always required. The exception is situations when there has been an industrial accident, a man-made or natural disaster, and other exceptional cases that have put the life and health of the population at risk. It is possible to issue a transfer in this state of affairs without the consent of the employee, but the period should not exceed one month.

Changing the labor function of an employee on a permanent basis

Not a temporary, but a permanent change in the labor function is also possible and can be caused by various kinds of circumstances: the initiative of an employee or employer, other objective reasons. In part, the same principles apply as in the previous case.

If the initiator of the permanent transfer is the employer, then he will have to obtain the consent of the employee. Registration is carried out according to Article 72.1 of the Labor Code of the Russian Federation. The exception is emergency situations.

The initiative can also come from the employee, moreover, in certain cases it may require translation, in which case the parties must document this.

In addition, a change in the labor function in this form can be caused by such an objective factor as a medical report. In all the cases listed above, amendments to the employment contract must be made.

Does the transfer formalize the renaming of a position?

In practice, you can often find a situation where, for one reason or another, the name of the position changes. For example, there was an “OT engineer”, but it became a “OT specialist” or a “forwarding driver” - just a “driver”.

As a rule, they change not only the title of the position, but also the range of duties along the way. In this case, we are talking about the transfer of an employee.

If there is a change in position without changing the labor function, the transfer to another job is not issued. Nevertheless, even a partial renaming should be regarded as an adjustment to the employment contract. Therefore, it is important to reflect everything documented. First of all, changes are made to the existing staffing table, then to the employment contract with the employee and his work book.

Do I need to give the title of the position in accordance with the professional standard?

There is no direct indication that it is the responsibility of the employer to rename all existing positions in his staff list in accordance with appropriate professional standards. However, if an organization plans to implement them in one way or another, it would be advisable to do so. It is necessary to issue an order of the appropriate content. All directly affected employees should be made aware of upcoming changes. Please note that the law does not oblige the employer to implement professional standards for all employees at once. The transition can be planned and phased.

What to do if the employee does not meet the professional standard?

If you turn to the Labor Code, you can find in it an article on such a basis for the dismissal of an employee as non-compliance with the professional standard. However, at the same time, a limitation is set. Dismissal is possible at the request of the employee in the event that he does not correspond to the position he occupies, or has insufficient qualifications. This fact must be confirmed by certification.

The article is devoted to the topic of creating effective organization with a clear functional structure. The author argues that this is facilitated by coordinated actions, which are largely achieved through the formalization of the behavior of team members, if service (official, work) functions are defined and documented. The service function, or job function, should be part of a corporate purpose.

It is these service functions as the main tool that concretize the company's strategy at all levels. The solution of this problem allows laying a huge managerial resource.

Creating an effective organization with a well-functioning structure requires special attention to the design, or design, of individual job positions. A well-known American researcher in the field of management, organization researcher, Henry Mintzberg notes that one of the important parameters of job design is formalization of employee behavior. Moreover, the higher the need to coordinate the actions of workers, the higher should be the level of formalization of behavior.

For example, to quickly extinguish a fire, the actions of the members of the fire brigade must be clearly coordinated and everyone must know: who is driving the car, who is connecting the hose to the hydrant, who is climbing the fire escape. Such coherence of actions is achieved to a large extent due to the formalization of the behavior of the members of this team.

One of the main means of formalizing the work behavior of employees at all levels of the organization is the definition and documentation of official (official, work) functions.

Documents in which utility functions are fixed can be named differently: functional responsibilities , official duties, functional tasks etc. The official functions of the head are often fixed in the position of the unit he leads. They can be included in the job description, which, in addition to functions, usually fixes powers (rights), responsibilities, features of interaction with other departments, employees of the enterprise and its counterparties, as well as individual procedures (processes) of activity. In addition, well-formulated service functions can be included in the texts of labor contracts with workers.

According to many experts, the definition of service functions is the main tool for concretizing the company's strategy at all its levels. The solution of this problem contains a huge managerial resource, which, however, is often underestimated in practice. A typical manifestation of such an underestimation is the following situation: job functions are developed, meticulously spelled out, filed in the appropriate folders and ... forgotten. Moreover, according to the observations of practitioners, about a third of managers are concerned about the uselessness of the significant efforts spent on writing these texts. They are not even aware of the opportunities for improving the manageability of the organization, which contains the development and implementation of job functions.

At the same time, without sufficiently clearly defined functions, it is impossible to create effective systems of labor motivation, control, and evaluation of personnel. “The functions of departments and employees are one of the most capacious and grateful points in the development of an organization. Here, a more or less competent leader sees huge opportunities for increasing the manageability of the organization, for its integration. But, in addition, from this point there are very sensitive connections to a change in motivation, organizational culture, and innovation. German researchers of the organization Helmut Laux and Felix Liermann also emphasize that the determination of the functions of each individual employee that is adequate from the point of view of the organization is one of its central problems. The inconsistency of functions, especially the management vertical, can cause a functional crisis in the organization.

In defining the concept of a service function, it is most convenient to start from the concept of a goal. The goal is the planned result of the activity. The purpose of an organization is what it plans to achieve.

in the course of its activity for a certain period. So the service function, or official function, is that part of the corporate goal that is assigned to a specific unit or employee. “... a function is the contribution of the unit and the employee to the achievement of the company's goals,” writes Arkady Prigogine. Eduard Smirnov gives a more extended definition of this concept: "... a function is a set of actions that are relatively homogeneous in some way, aimed at achieving a private goal and subordinate to the general goal of management" .

At present, there are at least three approaches to the development of utility functions: descriptive, productive and role-playing.

Descriptive approach

Currently, in the definition of utility functions, the most commonly used descriptive approach. It is focused on the processes that are the components of the activity. Keywords and turnovers that are used in the description: “controls”, “coordinates”, “informs”, “supports”, “evaluates”, “keeps records”, “bears responsibility”, “participates”, “facilitates”, “makes suggestions” etc. reflect these processes. In other words, the descriptive approach in the definition of service functions gives a list of actions, and not the result to which these actions should lead. Moreover, the actions or tasks associated with a particular position are formulated, as a rule, in a fairly general form. Moreover, G. Lauks and F. Liermann believe that “a more accurate (detailed) job description is impossible / unnecessary, especially when these duties are poorly structured or vary greatly over time” . Often service functions are referred to here as a specific area of ​​work.

Due to the generalized description of job responsibilities, a range of tasks is determined, the clarification of which can occur over time by issuing additional instructions and instructions. Such a definition of service functions, of course, should be combined with sufficiently detailed and clear planning. At the same time, the employee may be given the right to independently specify the tasks facing him.

This approach has two significant drawbacks:

the description of the list of actions is rarely complete, therefore, it allows the employee to refuse important functions for the organization on the basis that “this is not part of his duties”;

the implementation of the prescribed actions does not at all mean obtaining a certain performance, i.e., such an approach fundamentally allows a situation where there is a process, but no result.

Product approach

The shortcomings of the descriptive approach, according to A. Prigogine, allows you to overcome product approach when the functions individual worker or the whole unit are determined through the required product of activity or the specific contribution of the employee to solving the problems of the organization. The product approach involves focusing on the “internal client”, to which each division and its employees must provide some service or conditional product. An “internal client” can be a senior manager or department of the organization. In this case, the internal client can accept the proposed "product" or require its modification. But he might as well give it up. Those departments and employees whose products of activity do not find their “internal client” are unnecessary for this organization.

The product approach in defining job functions, in fact, underlies the management system, which is called "goal management"(or "management for results"). The emergence of this term is most often associated

with the name of the famous "guru" of management, the American scientist Peter Drucker. In the "management by objectives" system, individual service functions appear as the goals of specific employees who contribute to the achievement of the goals of the unit and the organization as a whole.

The process of defining utility functions is easier to do from top to bottom. The first leader and the strategic top (management team) specify the purpose of the organization and formulate the functions of the main divisions of the organization in a product form. The heads of these departments, in turn, determine the functions of their subordinates, etc. It is possible to define functions in the opposite direction, when employees themselves formulate functions

in product terms, and then offer and coordinate them with the internal client. But such a process is more cumbersome, since it often leads to duplication of functions and their repeated revision.

Within the framework of the product approach, the so-called vector expression functions, when they define and fix the need to increase or decrease something in comparison with something. For example: “Reduction of downtime of equipment”, “Increase of overhaul periods of operation of equipment”. This ensures the concreteness and measurability of the results of actions to perform the function. In addition, A. Prigogine advises where one can try to formulate functions through competitive advantages.

Let's compare the descriptive and product approaches using the example of sales specialist functions ( Table 1). The product approach provides the ultimate specificity of the results (goals) that the employee in this position should achieve. At the same time, such specificity will require timely adjustment of the goals as they are achieved, which is not required when using a descriptive approach.

Table 1. Functions of a Sales Specialist

Descriptive approach	Product approach
Conclude contracts for the supply of products	Increase the amount of contracts by 10%
Manage inventory of finished goods	Reduce inventory to 1/3 of a day's supply
Organize storage, marketing and transportation of finished products	Automate 70% of operations
Control the receipt of funds for products sold	Bring prepayment up to 30% of the amount of contracts
Promptly take into account the shipment of products under the contract	Have daily data on the shipment of products

If the HR manager acts as a consultant in determining the functions, then he can use the auxiliary questionnaire proposed by A. Prigogine ( table 2). He can fill it out with the words of the heads of departments. It is advisable to discuss the processed answers in the process group work to determine the official functions of this unit in the presence of the heads of the “client” units.

Table 2. Questionnaire for determining service functions

№	Questions	Answers
	How would you define the main contribution of this unit to the success of the organization as a whole?
	What does this unit do in the organization that no one here does? What is it expressed in?
	What is the main result of the work of the head of this unit?
	When will the performance of its functions be considered the most effective?
	What is the product of the work of this unit the management of the organization according to "buy"? (Short name and in what form it can be presented)
	Who personally should be the main "buyer" of the product produced by this division?
	What would your organization lose if it did not have this unit?
	By what parameters does the company's management evaluate the main results of the work of this unit? List these options in order of priority.

“The main thing that gives such a method of determining job functions,” writes A. Prigogine, “is consistency in setting and transferring corporate goals to all levels of the organizational hierarchy, as well as horizontally, i.e. between interconnected departments and employees. At the same time, in this way, maximum convergence, matching of the goals and actions of employees and departments with the goals of the organization and its leaders is achieved. In addition, such functions become controllable, and their execution is verifiable”.

The formulation of functions in a product form makes it possible to overcome such dangerous pathologies of organizations as uncontrollability, lack of subjectivity, dispersion of goals. An important property of this technique, as noted by A. Prigogine, also lies in the fact that it reveals the trouble and disorder of organizational goals. Sometimes managers only in the process of working on functions think about their managerial priorities.

But in the process of implementing a product approach, difficulties can arise. They are primarily related to the fact that such a technique will be much less comfortable for some employees than the traditional, descriptive one. Most people feel more confident, more secure, when their functions are formulated as a list of actions without a rigid link to the result. The consequence of this may be a certain resistance to the use of this approach, attempts to move to the previous formulations. To overcome these difficulties, you can use the help of an external specialist consultant.

Role approach

Actually, role approach is applicable not so much to the definition of job functions, but in general to the design of individual positions of employees in the structure of the organization. However, the definition of job functions in this approach differs significantly from the previous two. The role approach is presented in detail in the work of the modern classic of personnel management Michael Armstrong.

The activities of some organizations are characterized by the promotion of teamwork. The importance of working in teams and the need to have multiple skills sometimes conflicts with rigid job modeling. Under these conditions, according to M. Armstrong, the concept role better reflects new realities than the concept job title. He believes that the role can be defined broadly, and its definition should not be prescriptive. Attention here is focused on the behavior of the employee, "playing the role", in the process of achieving the goal of the activity. "The concept of a role is much broader because it is focused on people and their behavior - it has to do with what people do and how they do it, and not with close attention to the content of the work". Depending on the situation, some workers may be given some leeway in applying their skills.

Implementation of this approach begins from role analysis, involving the collection of information about the role played by the employee. In the process of this work, psychological models for describing roles and appropriate psychodiagnostic techniques can be used. Based on the results of such work, as well as taking into account the analysis of skills and competencies, a brief role profile, or defining the role an employee must play in order to meet the requirements of their job. In a role profile, as a rule, they reveal common goal roles, the scope of key results, a list of core competencies is given. Sometimes it is difficult to reflect the role in writing in detail, so the head of the unit additionally explains it to the employee in personal communication.

The tailor's principle in the definition of functions

Based on an idealized view of the organization, it is clear that the functions of the position are described, and not the specific person holding this position. Actually, the task of personnel departments (again, ideally) is to select a person who is most suitable for the given job functions. But still, it must be recognized that the individual characteristics of workers are different. For formal correspondence job requirements, each person has strengths and weak sides. From the point of view of the organization, it would be wasteful not to use the strengths of the employee, even if they go beyond the scope of the job, and not to take into account the weaknesses. Therefore, A. Prigogine, in defining official functions, proposes to be guided by the so-called tailor's principle. It consists in not only selecting a person for a certain function, but also building a function for a person. “If we learn to use each worker to the best of his ability, then he will work in accordance with his inclinations, will be more satisfied with the work and will perform it as efficiently as possible. The firm and the employee win mutually.

Opponents of this principle consider it too laborious. For example, if an employee leaves, then the functions need to be rebuilt. And they, as a rule, are interconnected among the employees of the organization - a change in one function requires a change in others. On this occasion, A. Prigogine emphasizes that building an organization is a laborious and constant process. Managers have to choose: they need stability and certainty or efficiency. In addition, firstly, this principle is not suitable for all positions, but only for creative ones, and secondly, it is with this approach that staff turnover is minimal.

In general, the content of service functions should be influenced not only by the individual characteristics of the performers, their personal potential, but also by the conditions of performance (location, layout, technical equipment etc.), the specifics of the structural unit of the organization (composition of employees, their experience and length of service, reputation with customers). Therefore, for example, the heads of territorial branches of the same enterprise may have functions that differ from each other.

Function parameters

The development of a coordinated system of job functions requires taking into account their parameters. Eduard Smirnov distinguishes four function parameters: laboriousness, complexity, compatibility and price.

Labor intensity characterizes the actual costs of working time required to perform this function, and is determined in hours.

Complexity related to the nature of the operations performed. There are four difficulty levels:

zero level - characterized by the absence of rules, instructions and documentation for their implementation;

low level - characterized by the predominance of technical operations;

middle level - the predominance of logical operations;

high level - the predominance of creative activity, including actions based on the adoption of non-standard decisions.

Compatibility functions are the same, the same type and different types. To the same E. Smirnov relates the functions performed by different people according to the same rules (for example, the functions of sellers trading floor). To of the same type includes functions performed by different rules, but related to the same field of activity. For example, in the accounting department of an enterprise there may be employees who specialize in wages, taxes, etc. heterogeneous are functions performed according to different rules and related to different areas activities.

Price is determined on the basis of the calculation of all types of operations that make up a specific function.

The list of function parameters given by E. Smirnov should be supplemented with one more - level of specialization . It can be high when the worker specializes in one operation, medium, involving the performance of several operations, and low when the worker performs many operations. In general, the concept of specialization is multifaceted and deserves separate consideration.

Function types

To date, there are various approaches to the classification of types of functions. G. Lauks and F. Liermann distinguish:

object functions related to the implementation of operating activities ( labor processes) and/or making object decisions;

organizational functions which include both the implementation of operational activities and the adoption of organizational decisions;

communicative functions involving the implementation of operational activities and the adoption of communicative decisions.

E. Smirnov adheres to a different view on the types of functions. He divides the functions performed by employees of the organization into three large groups:

production, which include the functions of the main, auxiliary and servicing production of goods, services, information or knowledge;

control production functions , this type or group includes the functions of planning, forecasting, organizing, coordinating, stimulating and controlling the activities of workers performing production functions;

control management activities - this view covers functions strategic management, external representation and consulting activities.

Such a classification seems to be more complete and systematic. In general, it is assumed that the same employee can perform both functions of the same type, and a combination of functions. various kinds. Achieving the optimal combination of functions of various types, taking into account their complexity, complexity and compatibility, is an important task in determining job functions.

LITERATURE

Mintzberg G. Structure in a fist: creating an effective organization / Per. from English. ed. Yu. P. Kapturevsky. - St. Petersburg: Peter, 2004. - 512 p.

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Calculations in the tables of the MS Excel processor are carried out using formulas. A formula can contain numeric constants, cell references, and Excel functions connected by mathematical operators. Parentheses allow you to change the standard order of actions (operations). If a cell contains a formula, then it displays the current result of the calculation using that formula. If you make a cell current (active), then the formula will be displayed in the formula bar.

To speed up and simplify the computational work, Excel provides the user with a powerful apparatus of worksheet functions that allow you to carry out almost all possible calculations.

Overall, MS Excel contains over 400 worksheet functions (built-in functions). All of them, in accordance with their purpose, are divided into 11 groups (categories):

• 1. financial functions;
• 2. date and time functions;
• 3. arithmetic and trigonometric (mathematical) functions;
• 4. statistical functions;
• 5. functions of links and substitutions;
• 6. database functions (list analysis);
• 7. text functions;
• 8. logical functions;
• 9. informational functions (checking properties and values);
• 10. engineering functions;
• 11. external functions.

Writing any function to a worksheet cell must begin with the equals (=) symbol. If the function is used as part of any other complex function or in a formula (mega-formula), then the symbol equals (=) is written before this function (formula). Calling any function is done by specifying its name followed by an argument (parameter) or a list of parameters in parentheses. The presence of parentheses is mandatory, they serve as a sign that the name used is the name of a function. List parameters (function arguments) are separated by a semicolon (;). Their number should not exceed 30, and the length of a formula containing any number of function calls should not exceed 1024 characters. When writing (entering) the formula, it is recommended to type all names in lowercase letters, then correctly entered names will be displayed in uppercase letters.

All or almost all functions can be introduced in the following ways:

MS Excel has an extensive help system, so there is no need to provide a complete description of all functions. We provide information only on the main built-in functions that may be needed when performing control tasks.

Math (arithmetic and trigonometric) functions:

ABS(x) - returns the modulo value of the number x.

ACOS(x) - returns the value of the arc cosine of the number x. The arc cosine of a number is the angle whose cosine is x. The angle is specified in radians between 0 and p .

ASIN(x) - returns the arcsine value of x. The arcsine of a number is the angle whose sine is x. The angle is defined in radians in the range from - p /2 to p /2.

ATAN(x) - returns the value of the arc tangent of the number x. The arc tangent of a number is the angle whose tangent is x. The angle is defined in radians in the range from - p /2 to p /2.

COS(x) - returns the cosine of x.

EXP(x) - returns the value of the number e raised to the power of x. The number e=2.71828182845904 is the base of the natural logarithm.

LN(x) - returns the value of the natural logarithm of the number x.

LOG10(x) - returns the value of the decimal logarithm of the number x.

SIN(x) - returns the value of the sine of the number x.

TAN(x) - returns the value of the tangent of x.

SQRT(x) - Returns the positive value of the square root of x.

PI() - returns the value of the number p = 3.14159265358979 with an accuracy of 15 digits, but currently this accuracy has been reached up to 3 trillion digits.

RADIANS(angle) - Converts an angle from degrees to radians. SERIES.SUM(x; n; m; coefficients) - returns the value of the power series sum, where: x - the value of the power series variable; n is the exponent x for the first member of the power series; m is the step by which the exponent n changes for each next member of the power series; coefficients are numbers at the corresponding members of the power series, written in certain cells of the worksheet. In the function, they are specified as a range of cells, for example, A2:A6.

SERIES.SUM(B2,B3,B4,B5:B10)

Here, cells B2:B10 contain the values ​​of the corresponding function parameters.

POWER(number; power) - returns the result of raising a number to a power.

SUM(number1;number2;…;numberN) - sums all numbers given by arguments, which can also be cell intervals.

FACTOR(number) - returns the factorial of a number. Factorial of n - n!=1 ? 2? 3? …? n.

Statistical functions

MAX(number1;number2;…;numberN) - returns the maximum number from the list of arguments. Permissible Quantity arguments in the list from 1 to 30.

MIN(number1;number2;…;numberN) - returns the minimum number from the list of arguments. The allowed number of arguments in the list is from 1 to 30.

AVERAGE(number1;number2;…;numberN) - returns the arithmetic mean of its arguments. The allowed number of arguments in the list is from 1 to 30.

Logic functions

AND (boolean1;boolean2;…) - returns TRUE if all arguments are TRUE. If at least one argument is FALSE, then FALSE is returned. Boolean_value1; Boolean_value2;… is from 1 to 30 conditions to be checked.

Examples: =AND(2+3=5;3+4=7) is TRUE. =AND(5< A1;A1< 50) равняется ИСТИНА, если ячейка А1 содержит число между 5 и 50.

OR (boolean1;boolean2;…) - returns TRUE if at least one of the arguments is TRUE. If all arguments are FALSE, then FALSE is returned. Boolean_value1; Boolean_value2;… is from 1 to 30 conditions to be checked.

Examples: =OR(2+2=5;3+4=7) is TRUE. = OR (2+2=5; 3+5=7) is FALSE. NOT (boolean) - Reverses the boolean value of its argument.

Example: = NOT (1+1=2) equals FALSE. IF (logical_expression; 1(if_TRUE); 2(if_FALSE))

Let's say we need to calculate the value of the function ln(x) from x= -0.5 to 1.5 with a step of changing the x argument equal to 0.5. The values ​​of the argument x are recorded in cells A3:A7. It is known that the logarithm of a negative argument and zero does not exist (is not defined), then the IF() function will look like:

IF(A3>0;LN(A3);”Not existing”)

Other IF() functions, that is, nested functions, can also act as arguments to the IF() function. In this case, for all IF() functions, closing brackets are written at the end of the entire expression.

Link functions

COLUMN() - returns the number of the column of the worksheet, in the cell of which this function is entered.

LINE() - returns the line number of the worksheet, in the cell of which this function is entered.

The labor function of an employee is his job duties. However, this concept has a variety of options. Diversity is determined by the fact that the relationship between the employee and the employer is a process of adjusting the interests of four parties at once. These parties include: employer, employee, organization and team. Ideally, the interests of these parties should coincide, but they usually do not coincide, since they always consist of people defending their interests within the niche of this system.

Labor functions of the employer and employee

The employee and the employer are two sides of the same process. They have two limiting factors - labor Code and the interests of the enterprise. If the first limiting factor is pressure from outside in the face of the state, then the second is pressure from within, dictated by the interests of a group of persons who, by virtue of their position, are able to determine the strategy and fate of the enterprise.

It would seem that the employer in this bundle is the enterprise. He must act within the law and in the interests of the enterprise. However, it is impossible to identify the employer with the enterprise. An enterprise is an impersonal system consisting of processes, mechanisms and functions. The system, of course, is created and maintained by people, but this does not mean that the employer is the system.

The relationship between the employer and the employee is a contract of mutual consent, which states the situation of the parties choosing each other.

The employer chooses the employee, and the employee chooses the employer. In conditions of unemployment, the illusion of the employer's dominance is created. With a shortage of personnel, the illusory primacy begins to pass to the worker.

In any case, the function of the employee is determined by the employment contract. It may be formal, that is, performed in accordance with all the rules of legal law, but it may not be formal. Labor Relations without a contract with payment in black cash - this is also a variant of an employment contract.

Its conditions are simple, but their observance is controlled by strict rules: the employee works as long as the employer pays, and the employer pays only as long as the employee works. The simplicity of the relationship lies in the fact that there are no intermediaries.

The state can intervene in this process only by protecting its own interests, and not the interests of the worker. The function of an employee during illegal employment is determined only by the will of the employer and his idea of ​​expediency.

An employer is a person for whom the system has its own function. Its essence is to hire, fire or move people in accordance with a certain niche in the system.

Since the employer is a person, when exercising his functions, he proceeds from the need to protect his interests in this system, as well as from his subjective understanding of the interests of the system. The combination of two interests in one person affects the consequences of making managerial decisions.

The employer bears full responsibility for the legal adequacy of all documents defining the position, rights and obligations of employees. The employee who signed the employment contract is responsible only for the implementation of all its clauses.

In the event that the employment contract contains clauses that contradict legal law of this country, the employee may also be held liable for illegal acts resulting from their implementation. However, according to the principle of presumption of guilt, the main responsibility still lies with the employer.

An employee in an organization is always the basic unit of the production process. This statement does not lose its relevance even in relation to secondary personnel. After all, if this function is determined by the staffing table, then without it the full-fledged operation of the system is difficult or even impossible. The division of functions into primary and secondary is based on their relationship to the system-forming and system-supporting processes of the organization.

For example, the activities of accounting in any organization are of the nature of secondary work, since accounting and redistribution of funds are not the main technological cycle.

Labor function in the organization and the patterns of its change

Functional states of workers in production system are influenced by many factors:

1. Positive dynamics of the organization's development with the chosen growth strategy or limited growth. Usually this entails the emergence of new positions, the expansion of the scope of activities within the framework of previous official duties, or, conversely, the narrowing of their duties and powers.
2. The complexity of the structure of the organization. Despite the fact that this factor speaks of growth dynamics, for employees of the basic structure, this may mean delegating a number of functions to subsidiaries, territorial or industry structures. This situation is fraught with cuts and relocations, although in the future it may be necessary to increase the staff of the parent organization.
3. Most often, staff in this situation is reduced, moved, and job responsibilities are expanded. As part of the reduction strategy, it is also possible to increase staff with an increase in the number of positions. This can happen if this strategy is chosen for the purpose of regrouping forces, and not for further liquidation.

Only three standard situations are indicated here, but in life not everything develops according to the standard. Each organization in its development goes through many intermediate stages and various options.

Changes in the labor functions of employees

The legal concept of the labor function of an employee is given in Art. 15 and Art. 57 of the Labor Code of the Russian Federation is work in a specific position, approved by the staffing table, within the framework of a profession, specialty in accordance with qualification requirements. The main feature of the labor function is the definition of a specific job described in the job description.

A change in the labor function of an employee can occur both at his will and without him. It all depends on the terms of the employment contract. Most often, changes are associated with the transfer of an employee to another position. According to Art. 72.1 of the Labor Code of the Russian Federation, a transfer is understood as a permanent or temporary change job duties employee or the structural unit in which he works. Changing functions only at the initiative of the employer in accordance with the law and in compliance with the procedures provided for in Art. 74 of the Labor Code of the Russian Federation, it is possible for all articles of the terms of the employment contract, with the exception of those clauses according to which the labor function of the employee is not subject to change without his consent.

Most often, the consent of the employee to move within the framework of his position and profession is not required. For example, if an enterprise has several personnel inspectors, engineers, accountants, then within the framework of production needs, it is possible to change the content of the work they perform. For example, an accountant who performed work on accrual wages, can be moved to the account material assets, and the personnel inspector, who until now has been involved in the registration of the admission, dismissal and movement of personnel, can be transferred to work on tracking personnel dynamics.

However, movements associated with significant changes in working conditions usually require the agreement of the parties. Such moves may include promotions or demotions associated with a change qualification requirements, transfer to other structural units located in other territories.

Thus, a change in the functions of an employee may be of an insignificant nature without a significant deviation from the terms of the contract, or may significantly change his position. In accordance with Art. 72 of the Labor Code of the Russian Federation, a change in the terms of an employment contract agreed upon by both parties can be allowed only by agreement of the parties to the employment contract. A significant change in the terms of an employment contract is usually a change in the official duties of an employee, as well as his salary and location of the workplace.