Ministry of Education and Science of the Russian Federation

Federal Agency for Education GOU VPO

All-Russian Correspondence Institute of Finance and Economics

BRANCH IN UFA

Management Test Option 4

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Introduction

Management is seen as process, because working to achieve goals with the help of others is not some one-time action, but a series of continuous interrelated activities. These activities, each of which is a process in itself, are essential to the success of the organization. They are called managerial functions. Each managerial function is also a process because it also consists of a series of interrelated actions. The control process is the total sum of all functions.

Henri Fayol, who is credited with the initial development of the concept, believed that there were five original functions. According to him, "to manage means to predict and plan, organize, dispose, coordinate and control." Other authors have developed other feature lists. A review of modern literature reveals the following functions - planning, organizing, commanding (or commanding), motivating, directing, coordinating, controlling, communicating, researching, evaluating, decision making, recruiting, representing and negotiating or making deals, in fact, in almost every management publications contains a list of management functions that will be at least slightly different from other similar lists.

Rice. one. Control functions.

This paper adopts an approach based on grouping significant management activities into a small number of categories that are currently generally accepted as applicable to all organizations. We believe that the management process consists of functions planning, organization, motivation and control. These four primary functions of management are united by the connecting processes of communication and decision making. Management (leadership) considered as an independent activity. It suggests the possibility of influencing individual workers and groups of employees in such a way that they work towards achieving the goals that are essential to the success of the organization. All these categories are discussed in different chapters of the book. Below is a brief description of each of the functions in the form of a general overview.

I. Management functions in management and their classification

Control function- this is a separate type of activity that is objectively necessary for the implementation of the goals of functioning. This is a separate homogeneous type of activity, implemented by making a decision.

The classification of management functions, determined by the content of the management process, allows us to distinguish the following functions: planning, organization, motivation and control(Fig. 1.).

Planning .

Planning function involves deciding what the goals of the organization should be and what the members of the organization should do to achieve those goals. At its core, the planning function answers three main questions:

1. Where are we currently? Managers should evaluate strengths and weak sides organizations in important areas such as finance, marketing, manufacturing, Scientific research and development, labor resources. All this is done to determine what the organization can realistically achieve.

2. Where do we want to go? Assessing opportunities and threats in the organization's environment, such as competition, customers, laws, political factors, economic conditions, technology, supply, social and cultural change, leadership determines what the organization's goals should be and what can prevent the organization from achieving these goals.

3. How are we going to do it? Leaders must decide, both broadly and specifically, what the members of the organization must do to achieve the goals of the organization.

EXAMPLE. Management: science or art?

Managerial thought of the 20th century places special emphasis on the transformation of management into a science. And as we moved towards this goal, there was an ongoing debate about whether this is actually possible. Luther Gyulick, a management theorist, states that management becomes a science because it systematically studies phenomena that are grouped into different theories and because it “seeks in a systematic way to understand why and how people systematically work together to achieve certain goals and in order to make these systems of cooperation more useful to humanity.” On the other hand, many experts put forward the idea that management is rather an art that can only be learned through experience and that only people who have a talent for this master perfectly. Some executive practitioners, including a number of people who have been very successful in this field, believe that scientific management theories are a kind of academic ivory towers, and not the real everyday world of organizational life. The basis of any science is the ability to objectively measure the phenomena under study. The difficulty of this task has haunted management ever since it took shape as an independent discipline. Some aspects of organizations can be quantified, measured, and accurately analyzed. For example, it is not difficult to determine the most effective ways performing mechanical tasks. The authors of works in the field of scientific management were very successful in analyzing the performance of such works. This led some to firmly believe that management could become a science. However, this optimism was destined for a short life. to design work for the most efficient performance of it, but it is not always possible to get the worker to accurately and steadily perform all the prescribed way of working.Moreover, managers have to deal not only with specific employees, but with entire groups.There are so many social factors at work in a large group that it is difficult even to simply identify them, let alone accurately measure their magnitude and significance.

The same can be said about the countless environmental factors that affect the organization, and about the complex potential interaction between the environment and the organization, so complex that sometimes it is not even possible to clearly determine the existence of these relationships. Therefore, in our opinion, management, at least partially, is an art. Managers must learn from experience and modify subsequent practice accordingly, taking into account the conclusions of theory. This does not mean, however, that management theory is useless. Rather, it means that the manager must recognize some of the limitations of theory and scientific research, and use them only where appropriate.

Management theory and the results of scientific research should not be seen as an absolute truth, but perhaps as tools that help us understand the incredibly difficult world of organization. When used correctly, the theory and results of scientific research help the manager to predict what, in all probability, can happen, thereby helping the manager to make decisions more appropriately and avoid unnecessary mistakes.

Source: Luther Gulick, "Management Is a Science" Academy of Management Journal, vol. 8, no. 1 (1965), pp. 7-13.

Through planning, management seeks to establish the main lines of effort and decision making that will ensure unity of purpose for all members of the organization. In other words, planning is one of the ways in which management ensures that the efforts of all members of the organization are directed towards the achievement of its overall goals.

Planning in an organization is not a single, one-time event for two significant reasons. First, while some organizations cease to exist after achieving the purpose for which they were originally created, many seek to continue to exist as long as possible. Therefore, they redefine or change their goals if the full achievement of the original goals is almost completed. An example of this is the Dime Movement. It originally emerged to fight polio. When the Salk vaccine virtually eliminated the threat of new polio infections among children, the movement fell into disarray and refocused its main goals on helping disabled children in general.

The second reason why planning should be carried out continuously is constant uncertainty about the future. Due to changes in the environment or errors in judgment, events may not unfold as management foresaw when making plans. Therefore, plans need to be revised so that they are consistent with reality. For example, a firm previously planned to build a new headquarters in five years, using the proceeds from expected increases in profits to pay for construction. If profits do not actually rise as anticipated, or if these funds are to be used for more urgent tasks, the firm will have to rethink its plans for future construction and operations.

Organization.

To organize means to create a certain structure. There are many elements that need to be structured so that an organization can carry out its plans and thereby achieve its goal. One of these elements is work, specific tasks of the organization, such as building houses or assembling a radio or providing life insurance. Industrial Revolution began with the realization that organizing work in a certain way allows a group of workers to achieve much more than they could do without proper organization. Organization of work was the focus of the scientific management movement.

Since people do the work in an organization, another important aspect of the organization's function is to determine who should do each specific task from the large number of such tasks that exist within the organization, including management work. The manager selects people for a specific job, delegating to individuals tasks and authority or rights to use the resources of the organization. These delegates take responsibility for the successful completion of their duties. In doing so, they agree to regard themselves as subordinate to the leader. As we shall see, delegation is the means by which management gets work done with the help of others. The concept of introducing a systematic principle into the organization of work and activities of people can be extended (as will be discussed below) to the creation of the structure of the organization as a whole.

Motivation .

The leader must always remember that even the best plans and the most perfect organizational structure are useless if someone is not doing the actual work of the organization. And the task motivation functions is that the members of the organization perform the work in accordance with the duties delegated to them and in accordance with the plan.

Managers have always carried out the function of motivating their employees, whether they themselves realized it or not. In ancient times, the whip and threats served for this, for the few chosen ones - rewards. From the end of the 18th century to the 20th century, it was widely believed that people always will work more if they have the opportunity to earn more. Motivation was thus thought to be a simple matter of offering appropriate monetary rewards in return for effort. This was the basis of the approach to the motivation of the school of scientific management.

Research in the behavioral sciences has shown the failure of a purely economic approach. Managers have learned that motivation, i.e. the creation of an internal motivation for action is the result of a complex set of needs that are constantly changing. We now understand that in order to motivate of their employees effectively, the manager needs to identify what those needs really are and provide a way for employees to meet those needs through good performance.

Control .

Almost everything that a leader does is directed towards the future. The leader plans to achieve the goal at some time, fixed as a day, week or month, year or more distant point in the future. During this period, a lot can happen, including many unfavorable changes. Employees may refuse to perform their duties in accordance with the plan. Laws may be passed to prohibit the approach that management has taken. A new strong competitor may enter the market, which will make it much more difficult for the organization to achieve its goals. Or simply people can make a mistake in the performance of their duties.

Such unforeseen circumstances may cause the organization to deviate from the main course originally set by management. And if management fails to find and correct these deviations from the original plans before serious damage is done to the organization, the achievement of goals, perhaps even survival itself, will be jeopardized.

Control - it is the process of ensuring that the organization actually achieves its goals. That is why in fig. 1. arrows coming from control go to planning. There are three aspects of managerial control. Setting standards - it is a precise definition of goals that must be achieved in a designated period of time. It is based on the plans developed during the planning process. The second aspect is measurement what was actually achieved in a given period, and comparison achieved with expected results. If both of these phases are performed correctly, then the management of the organization not only knows that there is a problem in the organization, but also knows the source of this problem. This knowledge is necessary for the successful implementation of the third phase, namely, the stage at which actions are being taken if necessary, to correct serious deviations from the original plan. One possible action is to review the targets to make them more realistic and relevant to the situation. Your teacher, for example, through a system of tests, which is a way of monitoring your progress in learning in comparison with the established norms, saw that your group could absorb more material than was originally determined. As a result, he may revise educational plans to allow more material to pass through.

If you look at modern system economy, business and the economy as a whole, then we can say with confidence that it is built on the basis of management, on the basis of management. Some people manage others - this principle was, is and will be in the future, because it is impossible to organize the work of people without managers. Next, we will talk about the functions of management in management and their practical application. Read about management styles in management in the article:

Management as the basis of management!

Such a science as management, in fact, studies the management system and helps a person to understand how, why and by what methods it is necessary to manage people for their effective work. Thus, we can say that management is the basis of management, and management functions are the functions of management itself.

What are the functions of management in management?

AT different sources you can find completely different features. But no matter how they are divided, the very essence remains the same: management is necessary for effective organization of people. The following are the most basic functions that are inherent in such a phenomenon as management:

Planning

This function lies in the fact that it is the managers, i.e. those people who manage other people plan the future work of the organization. It depends solely on the bosses and their skills how fast the company will develop and, accordingly, how much income it will bring to shareholders or the owner. Of course, rational proposals come from ordinary workers, but without leaders they will remain unrealized.

As soon as the boss understands that it would be expedient to introduce a particular proposal or innovation, he begins to plan the system of this very implementation. How much money is needed, to whom what work can be entrusted, how long it will take and what will bring as a result - it is the responsible manager who answers all these questions.

Organization

Once the plan has been drawn up, the most important part of the work begins, which falls entirely on the managers. Managers need to organize the work of the staff, to force everyone to fulfill their duties. Moreover, it often happens that employees themselves do not understand what management wants from them. In this case, it is necessary to explain to people at an accessible level: what, how and why they need to do it. Otherwise, there will be no effective work, and the organization will suffer losses.

It is necessary to organize the activities of employees constantly, in contrast to the same planning. When the system is established, and everyone knows what he is responsible for, it is easier for the manager to manage, but his duties will still not come to naught. There are always new cadres and workers who take a long time to understand what they want from them. Thus, as long as there is work for employees, there will be work for managers.

Motivation

The manager who does not know how to motivate and stimulate his subordinates is a bad specialist. You can set up and organize the work of people, you can build an ingenious plan for the development of the company, but if the employees do not have motivation, then all these ideas will collapse, because no one wants to take them on.

An unmotivated employee is engaged in a routine, doing only what is required of him by his immediate duties, and even then not always. From such a person you will not expect an innovative approach, creativity, dedication and full return. A motivated employee, on the other hand, works hard, strives to bring something new and, as a rule, he works more, and, oddly enough, he likes it. He is satisfied with his work, gets pleasure and enjoyment from it. Such a frame is valued many times higher than an unmotivated one.

So the leader must understand how to make a person fall in love with his work, how to stimulate and make him a really valuable shot. And do not think that the best and only means of motivation is money. No and no again! Many people need recognition, many need power, even the smallest, and some want to help people and feel their social significance. It turns out that management is also psychology. If the leader can understand what each of his subordinates wants, then he will build a really effective and productive system of work.

Control

Many leaders, especially older people, work on the principle of "give an order - forget it." As a result, it turns out that there is no control over the observance of orders by the boss. This is already being done by other bodies within the organization or outside it (law enforcement, for example). But it is the leader who should carry out the primary control, because, firstly, he better understands the content of the order (he himself gave it), and secondly, he gets the opportunity to exclude an error or unfair execution in the early stages, while no one was hurt. For example, on state enterprises, for the most part, the facts of non-compliance with orders regarding labor protection are clarified only when a person has suffered because of this. But if the leader followed the implementation, then the accident could have been avoided.

Sanctions

If there is control, then there must be punishment. Any boss should be able to properly punish his subordinates. It is “correct”, because punishment is not such an easy job as it might seem at first glance. If the sanctions are too mild, then the person will continue to break the rules, and if they are too strict, they will discourage the employee from any motivation and make his work less effective.

It turns out that the manager needs to be able to find that very golden mean, in which a person understands that it’s not worth doing this anymore, but does not lose the incentive to work. In some cases, punishment may not only not beat off motivation, but add it, but this, as they say, is the highest aerobatics in management.

What is a good manager?

So, we figured out the management functions in management, and now I will list the main qualities that a professional leader should have:

1. First, the leader will be an empty place for subordinates until he has authority. Moreover, this same authority can be earned from the very beginning by delivering a successful opening speech, or you can not earn it at all. As a rule, managers without respect from employees have no real power over them and quickly lose their jobs.

1. Oratory is an important element of any leader, because he often has to speak at meetings, conferences, give interviews to TV channels, etc. It is desirable that the boss has a perfect command of the art of words, but, at a minimum, he must be able to clearly and understandably express himself so that his orders reach to the addressee.

1. Many believe that a leader should be able to do absolutely all the work that his subordinates do. This is far from true. Of course, the boss must know the basics of the area in which he works, but still his main task is to manage people, and not do their work for them, and accordingly, he does not need to be able to do this. The manager must understand what each of his employees can do and what work to whom can be entrusted.

1. As mentioned above, the manager must also be a psychologist. So he will be able to understand what his people are dissatisfied with, how they can be motivated and what methods to manage. Without this knowledge, work on leadership position You can, but it won't be as efficient.

1. The leader is not a person who knows how to "bend" anyone with a multi-story obscenity, but a balanced person who controls his emotions. And I'm not saying that it should be a classic intellectual. No, to manage some people, you need to go to the mat, and raise your voice, and humiliate whom you need, but the manager must carry out all these actions with a sober mind. As a rule, it is these people who are most respected in any team.

1. Motivation of the leader is an important component of the entire management system of the organization. If the boss is not stimulated, then what effective work and employee motivation can we talk about? This paragraph refers to senior leaders who command superiors of a lower rank. If you do not motivate your subordinates, then you will not see returns from them or from ordinary workers. But if you stimulate the bosses, then this stimulation will be transmitted along the chain to the very last cleaner.

Afterword…

Thus, management functions in management provide the entire system of personnel organization in any enterprise, regardless of the field of activity and type of ownership. Moreover, the income of a particular company depends not so much on the shareholders and the owner, but on each manager in this company. After all, workers are those who do the mechanical work, owners are those who invest and receive money, and managers organize the former and provide income to the latter.

Management functions

Management functions are the types management activities, which provide the formation of ways to influence the activities of the organization.

Management processes at the enterprise occur on the basis of functional distribution. The essence of management activity at all levels of management is provided by management functions.

Today, the functions of management include:

• planning,
• organization,
• motivation,
• control,
• regulation.

In the Soviet Union, the following management functions were distinguished:

• planning,
• organization,
• coordination,
• stimulation,
• regulation,
• control.

American scientists Mescona, Alberta and Hedouri distinguish four management functions:

• planning,
• organization,
• motivation,
• control.

These management functions are linked by decision-making processes and communication.

Planning function is number one in management. Implementing it, an entrepreneur or manager, on the basis of a deep and comprehensive analysis of the situation in which this moment the company is located, formulates the goals and objectives facing it, develops an action strategy, draws up necessary plans and programs. The planning process itself makes it possible to more clearly formulate the goals of the organization and use the system of performance indicators necessary for the subsequent monitoring of results. In addition, planning ensures better coordination of efforts structural divisions and thus strengthens the interaction of heads of different departments of the organization. And this means that planning is a continuous process of studying new ways and methods to improve the organization's activities due to the identified opportunities, conditions and factors. Therefore, plans should not be prescriptive, but should be modified according to the specific situation.

At its core, the scheduling function answers three main questions:

1. Where are we at given time? Managers must assess the strengths and weaknesses of the organization in important areas such as finance, marketing, manufacturing, research and development, and human resources. All this is done with the aim of determining what the organization can realistically achieve.
2. Where do we want to go? By assessing the opportunities and threats in the environment, such as competition, customers, laws, political factors, economic conditions, technology, supply chain, social and cultural changes, management determines what might prevent the organization from achieving these goals.
3. How are we going to do it? Leaders must decide how to in general terms and specifically what the members of the organization must do to achieve the goals of the organization.

Planning is one of the means by which management provides the only direction for the efforts of all members of the organization to achieve its common goal.

Organization function- this is the formation of the structure of the organization, as well as providing everything necessary for its work - personnel, materials, equipment, buildings, funds. In any plan drawn up in an organization there is a creation real conditions to achieve planned goals, this often requires restructuring production and management in order to increase their flexibility and adaptability to the requirements of a market economy. When planning and organizing work, the manager determines what exactly this organization should do, when and who, in his opinion, should do it. If the choice of these decisions is made effectively, the manager gets the opportunity to translate his decisions into reality, using an important function of management as motivation.

Motivation function- this is an activity aimed at activating the people working in the organization and encouraging them to work effectively to achieve the goals set in the plans. To do this, their economic and moral stimulation is carried out, the very content of labor is enriched and conditions are created for the manifestation creativity employees and their self-development. From the late 18th century to the 20th century, it was widely believed that people would always work better if they had the opportunity to earn more. Motivation was thus thought to be a simple matter, which boils down to the offer of appropriate monetary rewards in exchange for effort. Managers have learned that motivation is the result of a complex set of needs that are constantly changing.

Control function is a process that ensures the achievement of the goals of the organization. There are three aspects managerial control. The first aspect - setting standards - is the precise definition of the goal to be achieved in certain time. It is based on the plans developed during the planning process. The second aspect is the measurement of what was actually achieved in a certain period, and the comparison of what was achieved with the expected results. If these two phases are done correctly, then the management of the organization not only knows that there is a problem in the organization, it also knows the source of this problem. The third aspect is the stage at which actions are taken, if necessary, to correct serious deviations from the original plan. One of the possible actions is to review the goals so that they become more realistic and correspond to the situation. Control is a critical and complex management function. One of key features control, which should be considered in the first place, is that the control should be comprehensive.

function coordination is the central function of management. It ensures the achievement of consistency in the work of all parts of the organization by establishing rational connections (communications) between them. The most commonly used reports, interviews, meetings, computer communications, radio and television broadcasting, documents. With the help of these and other forms of connections, interaction is established between the subsystems of the organization, resources are maneuvered, unity and coordination of all stages of the management process (planning, organization, motivation and control), as well as the actions of managers, are ensured.

Sources

• Enterprise planning: Tutorial. / For the editor Moskalyuk V Yes. - K.: KNEU, 2002. - 252p.
• Porter M. Competition strategy. - K .: Basics, 1997. - 336 p.
• Ru D., Soulier. Management / Ter. from the French - K .: Basics, 1995. - 442s
• Ermoshenko M. Management: Textbook / Nikolay Ermoshenko, Sergey Erokhin, Oleg Storozhenko; National Academy of Management. -K.: National Academy of Management, 2006. -655 p.
• Lyubimova N. Management - the path to success / Natalia Lyubimova. -M.: Agropromizdat, 2002. −59 p.
• Management: theoretical basis and workshop: Study guide for students higher institutions education / Oleg Girnyak, Petr Lazanovsky. -K.: Magnolia plus; Lvov: Novy Mir-2000, 2003. −334 p.

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It is important to understand how functions differ from tasks. A task is an activity aimed at achieving the required results at a certain time. A function is a repeating activity of an organization. The complex of management tasks is a management function.

As a rule, one function is performed by one division, however, some functions may be performed jointly by different divisions or one division may perform several functions.

Figure 1 shows the factors on which the composition of functions depends.

Figure 1 - Factors affecting the composition of management functions

Management functions are needed in order to provide leadership, management and maintenance of production activities in the organization.

All functions have the following main characteristics:

• appointment;
• repeatability;
• homogeneity of content;
• performance specifics.

Management functions are distinguished by the presence of an objective nature, which is determined by the need for the management process itself in a joint labor activity.

The main functions of the organization management are:

• organization - a set of methods and techniques for combining all parts of the management system;
• rationing - the process of developing scientifically based calculated values ​​that establish the quantity and quality of the assessment of the developed elements used in the production and management process;
• planning is a function that occupies a central place in the organizational structure and is aimed at regulating the behavior of the control object;
• coordination - the impact on a team of people in order to manage various but interconnected units;
• motivation is a function that stimulates labor activity;
• control - analysis and accounting possible errors and deviations from the planned plans;
• regulation is a function closely related to the functions of control and coordination.

Management functions are the basis of the administrative apparatus, determining its size and structure. The main task of the administrative apparatus is to combine different, but related functions.

There are several options for classifying the management function, but the simplest and most understandable divides them into two groups:

• general;
• special.

General control functions

General functions were formulated by Ani Fayol at the beginning of the 20th century. They exist in the management of any organization in any business area.

Among all the general functions of management, titration is considered the main one - a method of mass quantitative and qualitative analysis. In performing this function, a manager, usually a senior manager, performs the following:

• formulates goals and objectives for the future;
• carries out strategic planning;
• draws up operational plans.

The implementation of all plans depends on the organizational function. It is aimed at creating an organization, forming its structure, distributing tasks among staff, and coordinating their work.

The motivational function is responsible for stimulating the labor activity of the staff. It is based on the analysis and identification of people's needs, the choice of how to meet them, in order to stimulate the productivity of workers as much as possible.

The control function is aimed at identifying possible risks, dangers, errors and deviations, and thus it helps to improve the work.

Special Features

Functions for managing individual objects occupy a special place in the organization. How control objects can be distinguished:

• production activities;
• logistics;
• innovation;
• marketing and sales activities;
• recruitment;
• financial activities;
• accounting and analysis.

The management of these objects is the content of special management functions. Table 1 shows examples of the content of some functions.

Table 1 - Content of special control functions

Control functions are various types of work that must be performed in the process of managing an object.

The performance of functions can be considered in relation to the position (functions of an employee, official), subdivision (functions of a department, service, etc.), governing body (functions of a ministry, state committee, etc.). management functions reflect the division, specialization and cooperation of managerial work both horizontally and vertically.

Correlation of the concepts "goal", "task", "management functions". The goal and objectives, as a rule, require a number of functions to be implemented. That is, the achievement of the goal, the task consists of determining what functions need to be performed, and their practical implementation (who performs them and how).

Function types. Functions are divided into two types - general (basic) and specific (specialized, special).

For the first time general functions were singled out by A. Fayol (1841-1925). Summarizing the practical experience of the activities of managers, he referred to the general functions of foresight, organization, leadership, coordination and control. A. Fayol wrote: “To manage means to foresee, organize, lead, coordinate and control. To foresee is to explore the future and sketch out a program of action. To organize means to create a double organism of the enterprise, material and social. To lead means to make personnel function. To coordinate means to connect, unite, harmonize all acts and all efforts. To control means to see that everything happens according to established rules and orders."

At present, the general functions are as follows: forecasting (scientific-technical and socio-economic), planning (scientific-technical, socio-economic and organizational), organization (has several semantic meanings), activation (stimulation, motivation), coordination, accounting and control.

The practical meaning of general functions is that they cover the entire management cycle (from setting goals, tasks to planning and subsequent accounting, monitoring actual results) and the variety of specific functions is associated with the implementation of general ones.

Specific functions with varying degrees of detail (which is reflected in their wording) reflect the needs (current and future) of the process of managing a given object, its part or element.

The main problems in the field of specific functions are as follows:
1) determining the composition of the functions that must be performed when managing (managing) this object. For this, an analog approach, recommended sets (lists), a modular principle (quantitative and qualitative characteristics of objects and subjects of management) are used;
2) linking functions and organizational structure or determining the organizational forms by which functions will be performed;
3) consolidation of functions with the help of regulations - regulations on divisions and job descriptions.

There is an organizational mechanism for the distribution and consolidation of functions. Such a mechanism is considered to be the organizational and executive system (OIS). Its purpose is to create certainty in the work: who should do what and by what time. The elements of the OIS are:
- goals, objectives (what needs to be achieved, fulfilled);
- participants (who does the work);
- functions, responsibilities (what needs to be done);
- rights (what can be done);
- responsibility (assessment of actions and inactions, guarantee of performance of work);
- time (at what time the work is performed).

OIS is used both in the formation, refinement of the organizational structure, and in daily activities when organizing the implementation of certain tasks.

The IPO is created through such regulatory means as regulations on subdivisions and job descriptions.

Regulation is an organizational and legal document that regulates the activities of divisions. As a rule, it consists of sections:
the general part - determining the status of the unit in the management system; indications of who it is headed by, to whom it is subordinate; degree of independence; participation (if necessary) in the implementation of the target program;
main tasks - the activities of the unit are determined, for the implementation of which it is responsible;
functions (duties) - contains a list of functions of the unit with a specification of work for each function;
rights - the rights of the unit are indicated, as well as (there is such an option) of its head;
management organization - described organizational structure divisions;
relationships with other departments - is developed on the basis of incoming and outgoing documentation with the definition of the main relationships;
Responsibility - the responsibility of the unit and its head for the performance of tasks and the implementation of functions is established. This section is the most difficult to develop, since it needs to indicate the application of sanctions for non-performance or poor performance of tasks, functions, and also determine the conditions under which this or that responsibility arises. At the same time, the entry is more often made: "The unit is responsible for the implementation of the functions and tasks assigned to it."

When developing regulations on subdivisions, model provisions where changes and clarifications are made as necessary.

Another common regulation by which the place and activities of employees are determined are job descriptions. Distinguish between standard and individual job descriptions.

Typical job descriptions are developed in relation to the positions of employees, have a single structure and provide the possibility of individualizing the content. Their presence reduces the time required to compile instructions that take into account the uniqueness of this system and the available posts.

Individual job descriptions are developed in relation to a specific position (and even a specific person holding a particular position), taking into account the characteristics of a given body, unit and employee.

job descriptions as juristic documents are put into effect either by the decision of the head (approval of instructions by signature; order to introduce instructions), or by decision of the governing body.

The instructions include sections, the composition of which depends on a detailed or more general presentation of their content. The most characteristic sections are:
introduction - the name of the position and unit is recorded;
general part - the main tasks of the employee are indicated; the procedure for replacing an employee during his absence, whom and for what duties this employee replaces; subordination by position; procedure for appointment and dismissal; composition of subordinates (for managers).
responsibilities - listing the main and additional responsibilities; requirements for special knowledge; level of special training and indication of experience practical work; the main conditions for the relationship with other employees - the list, quantity, terms of receipt, preparation and transfer of documents are reflected; joint preparation of information, etc.;
rights - lists the rights in relation to this position;
responsibility - tasks or functions for which the employee is personally responsible are noted;
performance evaluation criteria - despite the complexity of this section, when developing it, it is desirable to clearly formulate what and how is evaluated in relation to this position.