POSITION

on the department of organizational work and office work of the Organizational Directorate of the Ministry of Culture of the Moscow Region

1. General Provisions

1.1. Regulations on the Department of Organizational Work and Office Work of the Organizational Administration of the Ministry of Culture of the Moscow Region

The Ministry of Culture of the Moscow Region (hereinafter referred to as the "Regulations") defines the main tasks of the Department and the functions of its activities.

1.2. The department of organizational work and office work (hereinafter referred to as the "Department") is a structural unit that is part of the Organizational Department (hereinafter referred to as the "Department") of the Ministry of Culture of the Moscow Region (hereinafter referred to as the Ministry).

1.3. The department organizes and carries out its activities in the interests of the Ministry and its subordinate organizations.

1.4. The Department in its activities is guided by the Constitution of the Russian Federation, the legislation of the Russian Federation and the Moscow Region, the Charter of the Moscow Region, the Regulation on the Ministry, the Regulation on Management and this Regulation, as well as local acts in force in the Ministry.

1.5. The regulation, amendments and additions to it are approved by the order of the Ministry of Culture of the Moscow Region.

2. The main tasks of the Department

2. The main tasks of the Department are:

2.1. Organizational support of the activities of the Ministry;

2.2. Documentation, control, analytical and technical support for the activities of the Ministry.

3. Functions of the Department

3. In accordance with the assigned tasks, the Department carries out the following functions:

3.1. Preparation of work plans of the Ministry for a month and half a year in accordance with the proposals of structural divisions and monitoring the progress of their implementation;

3.2. Preparation of proposals of the Ministry for the calendar plan of the main events of the Government of the Moscow Region for half a year, month, week and for the plan of meetings of the Government of the Moscow Region for a month, half a year and monitoring the progress of their implementation;

3.3. Preparation of congratulatory correspondence for anniversaries and memorable dates set in Russian Federation and the Moscow region;

3.4. Ensuring the activities of the collegium of the Ministry, coordination of work on the preparation by the structural units of the Ministry of documents and materials necessary for the meeting, issuance of final documents and control over the implementation of decisions taken;

3.5. Organizational support of events held by the Ministry, including with the participation of the Governor of the Moscow Region;

3.6. Organization and provision unified system office work and document management in the Ministry;

3.7. Participation in the implementation of control over the observance by the structural units of the Ministry of the requirements of the Instruction of the Ministry on office work, the Regulation of the Ministry, administrative regulations of execution state function on consideration of citizens' appeals in the Ministry in the preparation of normative legal acts of the Ministry, responses to appeals government agencies, local government bodies, subordinate organizations, legal entities and citizens.

3.8. Control over the execution of decisions and orders of the Governor of the Moscow Region, decisions of the Government of the Moscow Region, protocol orders of the Governor of the Moscow Region and the Government of the Moscow Region, orders and orders of the Ministry;

Coordinates the work of the Department with other departments of the Ministry and subordinate organizations;

Carries out control over the execution of orders of the leadership of the Ministry and the Office, the passage of documentation, the conduct of office work in the Department;

Endorses orders of the Ministry and orders of the Minister of Culture of the Government of the Moscow Region, local acts on issues within the competence of the Department;

Participates in meetings of the Board of the Ministry;

Exercises other powers attributed to his competence by the official regulations.

The Head of the Department is personally responsible for the fulfillment of the tasks assigned to the Department and for the implementation of his functions.

5.3. The department is staffed from a number of specialists with higher education and meeting the qualification requirements approved by the order of the Minister.

5.4. Job responsibilities, qualification requirements and requirements for personal qualities specialists of the Department are determined by their job regulations.

5.5. Logistics, documentation and Information Support The activities of the Department for the implementation of the functions provided for by this Regulation are carried out in the manner prescribed by the Ministry.

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

What is a structural unit of an organization - legal regulation

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

The legislation, in turn, does not regulate in any way the activities of individual structural units, does not highlight their features and does not provide any legal mechanisms related to this aspect of labor relations. Therefore, employers have the right to independently organize the separation of various teams and structures within the enterprise, without undue restrictions in regulatory and procedural matters.

Branches and subsidiaries are not considered structural divisions of the organization. The key feature of structural divisions is precisely that they stand out strictly within the company, are not independent and cannot exist in isolation from the business entity as a whole.

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

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

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

Types of structural divisions of the organization

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

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

The division into structural divisions in an enterprise implies that many employees can simultaneously be included in various divisions and simultaneously be members of several of them. So, for example, a construction worker-repairman can belong to the overhaul department, which, in turn, will be part of the economic department of the enterprise. At the same time, a colleague of this builder, in a similar position, can work in the first service area with one team, and the builder himself - in a different area with other responsible persons.

How to Create a Business Unit - Procedure

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

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

The provision on a structural unit can be created both one-time, when this system is introduced, or supplemented subsequently or adopted anew when additional units are created. The most convenient way will be when the main document contains only the main principles of the system of structural divisions, and each individual division is put into operation and regulated within the framework of the enterprise by individual local acts .

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

To avoid the most common mistakes, it will not be superfluous to draw the attention of employers to the main requirements for structural units:

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

Mission, goals, objectives

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

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

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

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

The main tasks of the organizational department

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

* promising and current planning work of the city administration, control over the implementation of plans;

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

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

* work with parliamentary inquiries;

* organizational and methodological assistance to municipal, district and precinct commissions in the conduct of election campaigns;

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

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

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

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

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

Organizational structure of management of the structural unit of the Administration of the city of Kemerovo - Department of Affairs

Rice. 1

On the basis of the Regulations "On the management of the Kemerovo city administration" dated 20.11.2007, the department is headed by a chief who manages its activities, exercises the rights and obligations arising from this provision (see Appendix 1).

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

This organizational structure is of a linear type.

The linear organizational structure refers to the simplest type of bureaucratic structures, it embodies the principles of centralism and one-man management.

The advantages of the organizational structure of the unit are:

1. Hierarchy. The type of organizational structure of management is in the form of a pyramid with a top manager at the top, who bears all responsibility for the results of the service's activities, distributes the entire volume and delegates responsibility for each part common task to their deputies. Those, in turn, distribute responsibility to lower levels of management along a "chain of command" reaching each employee.

2. Centralization. High proportion centrally carried out functions (appoinability of managers and specialists, strict rationing of working conditions and remuneration, planning, distribution financial resources, property management, etc.).

3. Consistency and validity of procedures, areas of activity and types of work.

4. Coordination of actions of performers.

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

The disadvantages are:

1. Long-term decision-making in view of excessive isolation on the head of the department.

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