Palmistry 

functional division of labor. The concept of the structure of the organization; functional division of labor, vertical division of labor

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The technological division of labor is the specialization of workers in the performance of work related to the commonality of technological processes. This contributes to the release of various kinds their activities are stereotyped and formalized operations that can be carried out with the help of units equipped with the necessary technical means.

The technological division of labor is associated with the division production process by stages, cycles, redistributions.

The technological division of labor can be operational, when the production process is divided into interconnected operations, and detailed, when the production of products consists of the manufacture of individual parts.

Technological division of labor, in which the number of techniques in each operation is small, contributes to the acquisition of sustainable workers: production skills and reduce the time spent on operations. However, the implementation of the same simple methods for a long time causes the monotony of labor, the worker loses interest in the work performed, which in the end can not only lead to a decrease in labor productivity, but also make it difficult to staff the production. Therefore, the labor process should, if possible, include not only simple, but also complex elements of labor that require knowledge, initiative and creativity from the worker.

The technological division of labor is characteristic not only for workers in the physical, but also mental labor. For example, technologists, fixture and tool designers specialize in certain technological processes.

The technological division of labor is based on the division of the technological process into stages, phases and individual operations. The basis of specialized production sites and workplaces is the division of stages into phases.

The technological division of labor arises as a result of the division of the production process into redistributions, stages and cycles.

The technological division of labor in drilling is expressed in the fact that drilling organizations are divided into specialized units that perform work packages for individual stages of well construction: derrick installation shops engaged in the installation and dismantling of drilling rigs; drilling crews directly subordinate to the regional engineering and technological services, drilling wells; well testing workshops engaged in the implementation final stage construction - development (testing) of wells.

Technological division of labor implies differentiation labor activity depending on the technological process. Workers are grouped according to professions and specialties. Works performed by workers of the same specialty vary in complexity. This is the basis for the division of labor according to qualification, which makes it possible to free skilled workers from performing simple jobs, compact work time and improve labor productivity.

The technological division of labor is designed to ensure the separation into separate groups of work on the basis of their technological homogeneity. Classification of works and operations into groups depending on the nature of the technology for their implementation (for example, the division of the entire complex of works of machine shops into metalwork, turning, etc. The technological division of labor serves as the basis for the operational division, which is further development and the deepening of the technological division of labor.

The technological division of labor is the division of workers, determined by the structure of the technological process and the composition of the equipment. Based on the technological division of labor, the professional composition of workers is formed, various professions and specialties are distinguished.

The technological division of labor of employees involves its division into types of work and operations with the corresponding specialization of workers. Thus, the activities of managers consist mainly of organizational and administrative work, which are organically combined with the performance of analytical work, which is associated with the preparation and adoption of the most important decisions that are of fundamental importance for the functioning of the managed object. The main activity of specialists is analytical and constructive work. Along with this, part of the working time of specialists in the performance of the functions assigned to them is used for organizational work necessary for the implementation of the solutions developed by them. Technical performers perform information and technical work. Some of them, such as secretaries, are also engaged in organizational and technical services for managers.

The technological division of labor consists in breaking down the entire production process into technologically homogeneous operations. Each profession corresponds to a clearly defined circle of work.

The technological division of labor is carried out on the basis of the division of the production process into stages (preparation, processing, assembly), redistributions, phases, partial technological processes and operations. Within the framework of the technological division of labor in relation to certain types of work, depending on the degree of differentiation of labor processes, there is a distinction between operational, detailed and substantive division of labor.

With the technological division of labor, the production process is divided into separate phases, types of work, and operations.

The term "organization" implies that its members have agreed among themselves on the rules and obligations to divide the work in such a way that it is carried out with the greatest efficiency.

Let's look at some of the main issues related to the division of work as a subject for further coordination. The most important for understanding the problem of the division of labor in the organization are next questions:

  • how specialized personnel are required and how precisely the responsibilities of each person should be defined;
  • what should be organizational structure in the "horizontal" and "vertical" planes;
  • what should be the scope of control for each leader and the role of unity of command in this management;
  • how much decentralized important decision-making should be if there is any centralization of common services;
  • what should be the division of responsibility between line managers and the main production staff;
  • on what basis should the members of the organization be grouped into departments, departments, etc.

Specialization and definition of responsibilities

The first question that begs to be asked is how deep should specialization be and how much should responsibilities be defined? The degree of autonomy or freedom of action that people get in the work will also be related to the degree of specialization in the work.

AT big companies, as a rule, the specialization of works is more pronounced than in small ones.

In the field of management, jobs also differ in the degree of their specialization and the details of the description. It is known that the leaders in the financial, production and administrative areas tend to have their work not formally spelled out in job descriptions. Managers of specialized areas of activity (purchasing, quality control, personnel management) prefer to have more formally defined jobs. This is largely due to the belonging of the first leaders to the centers of profit formation, and the second - to the centers of responsibility.

There are two main types of specialization. The first is "knowledge-based", the second is "routine".

The first one includes: programmers, planners, neurosurgeons, etc., whose attention is focused on a relatively narrow range of problems, although these problems are complex in themselves and cannot be called stereotyped.

The second type of specialization is based on the fact that tasks are broken down into simpler elements, the implementation of each of which, as a constantly repeating standardized procedure, is entrusted to different specialists. "Routine" specialization is common in the field of production and clerical work, accounting. Such specialization devalues ​​the ability to properly understand the work and skill, requiring employees to work like a good mechanism and "without amateur performance."

Practice shows that new and additional positions in organizations appear:

  • if it is necessary to apply new technological methods, when previously recruited specialists cannot retrain, for example, specialists with basic education in the field of micro- and nanoelectronics are required;
  • a sharp change in the profile or an increase in the number to increase the volume of output.

In the first case, the arrival of new specialists complicates management by managers. On the one hand, the HR manager must show competence in the selection of new specialists. On the other hand, to ensure the compatibility of the activities of employees of the "old" and "new" specialties, in order to prevent the development of antagonisms in the organization.

Routine specialization, achieved through the fragmentation, management and standardization of tasks, brings a lot negative effects. First of all, such tasks do not ensure the development of the abilities of an enterprising worker.

The way out of this situation is the idea of ​​"enrichment of work", when the worker is transferred part of the responsibility for decision. But the introduction of innovative work schemes requires a serious assessment by the personnel affected by this change. In addition, the enrichment of works may require significant capital investments and technology restructuring.

How detailed should responsibilities be? Practice shows that many employees complain about the uncertainty of their work, often feel worried about whether they exceed their authority. In addition, they may worry about how their performance might be judged. However, in the absence of formal job descriptions, both the leader (manager) and subordinates can have very clear ideas about work, but completely different understanding of it.

As with other structural issues (like the decision on the degree of specialization), a balance must be struck between all the pros and cons. In addition, there are situations in life in which too precise definition of work would be unacceptable (for example, in small organizations - up to 50 employees - flexibility is required; in rapidly progressing departments, instructions quickly become outdated).

At the level of professional and qualified specialists, there is a trend towards narrow specialization. At the production and clerical levels, there is a trend towards despecialization. However, at both levels there is a trend towards less exact definition works. When determining work, the following questions should be addressed: what part of the work should be left to the discretion of subordinates; what should be considered when determining the work: how it should be done, or what should be done.

Subordination problem. When studying the problem of the functional division of labor, two related questions are considered:

  • how many people should be in the area of ​​responsibility of each leader;
  • whether it is necessary to strive to ensure that each employee is accountable to only one boss.

Organizational structure is a set of ways in which the work process is first divided into separate work tasks, and then coordination of actions to solve problems is achieved (Henry Mintzberg, “Structure in a Fist”). In essence, the organizational structure determines the distribution of responsibilities and authorities within the organization. As a rule, it is displayed in the form of an organigram - a graphic scheme, the elements of which are hierarchically ordered organizational units (divisions, job positions).

The structure of the enterprise is established based on the volume and content of the tasks solved by the enterprise, the direction and intensity of the information and documentation flows that have developed at the enterprise, and taking into account its organizational and material capabilities.

Horizontal division of labor

The horizontal division of labor leads to the fact that each worker turns into a partial worker. In other words, he does not produce a finished product, but only performs some of the operations necessary to obtain a finished product. In order for the finished product to be ultimately obtained, the actions of all partial workers must, as noted above, be coordinated, that is, management is necessary.

Where there is no division and cooperation, there is no need for governance. The larger and more complex the organization, the more important the role and the more complex the management process. Therefore, if in small organizations the performance of managerial functions can be combined with other activities, then in large organizations management is a separate type of activity.

Vertical division of labor

Since work in an organization is divided into its component parts, is carried out through the joint efforts of many people, and needs to be managed, someone must manage it. If the organization includes a sufficient number of people and groups whose activities should be coordinated, then there will be many coordinators. And this means that among the coordinators, a division of labor also arises and that their activities will also have to be coordinated. Thus, people appear in the organization whose task is to coordinate numerous coordinators-managers. It is clear that the work that managers will perform, coordinating directly the performers, will differ markedly from the work of their superiors.

Thus, the organization has two internal forms division of labor. The first is the division of labor into components that make up parts of the overall activity, i.e., the horizontal division of labor. The second, called the vertical division of labor, separates the work of coordinating actions from the actions themselves and highlights the levels of such coordination.

Functional division labor - the division of labor depending on the nature of the participation of performers in the production process. At the same time, they distinguish:
- workers: main and auxiliary;
- managers: linear and functional;
- specialists: designers, technologists, suppliers, etc.;

25.1 Memory: remembering. Conditions conducive to meaningful memorization. Types of memorization.

Memorization. It proceeds in three forms: imprinting, involuntary memorization, arbitrary memorization.

Imprinting is a durable and accurate preservation of events in short-term and long-term memory as a result of a single presentation of material for several seconds.

In short-term memory, eidetic images arise - the image of what is seen is stored in the mind as a whole, color and stable form are preserved.

In long-term memory, imprinting occurs under a strong emotional impression.

Involuntary memorization is the storage of events in the memory as a result of their repeated repetition.

Involuntary memory reflects permanent, repetitive events

Arbitrary memorization - arose in labor activity, most often a person resorts to memorization.

In relation to the original text, there are literal, close to the text and semantic.

According to the nature of the connections, mechanical and semantic memorization are distinguished.

Patterns of memorization:

1. on purpose. 2. by means of presenting the material. 3. according to the logical structure. 4. on the organization of the learning process.

Preservation. More or less prolonged retention in memory of information obtained in the experiment.

Preservation has two sides: actual preservation and forgetting.

Playback. Recreation in activity and communication of the material stored in memory.

Includes three levels: recognition, reproduction, recall.

The ratio of the levels of development of memorization and preservation.1. Fast memorization- fast forgetting.2.Slow memorization - slow forgetting.3.fast memorization - slow forgetting.4. slow memory - fast forgetting.

The work activity is very diverse. There are different types of labor activity: a) basic, auxiliary. b) manual, automated. c) mental, physical. d) scientific, practical e) simple, complex. e) managerial, executive. g) technical, economic, and many others.

The main participants in many circular processes are different enterprises, organizations, firms, institutions.

All employees of the enterprise contribute their individual labor to the process. Therefore, the work of each person, the team of an enterprise, a company must be planned and organized in advance.

The better the functions of each workplace, position at a particular enterprise are defined, the more accurately it is possible to establish the scope of duties, the content of the work of each category of workers. Here, the correct division of labor allows all participants in the production process to be assigned to these jobs, taking into account their personal characteristics and professional and business qualities. Division of labor means segregation different types labor, assigning them to the participants in this process.

Proper division of labor contributes to good growth professional qualities, underground in production, etc.

There are three types of division of labor:

1) General division of labor. (Diversity of activities nationwide, e.g. agriculture.)

2) Private division of labor. (distinction of activities within the industry, e.g. hairdressers, stalls)

3) Single division of labor (the difference in activities within the enterprise, its division).

In enterprises, organizations, firms, there are several forms of division of labor: 1) technological division;

2) functional separation;

4) qualification division, etc.

The functional division represents the differentiation of the separation of the activities of employees by management functions as in relation to independent areas of activity.

Functional separation provides for the separation in organizations of individual works and categories of personnel, depending on their content and functions. big group represents the working staff, they can be divided into auxiliary, main. The first workers are busy reproducing the main functions of production, the second jobs are working to ensure that these functions are fruitfully carried out (repairs equipment, controls materials.)

According to the performance of the function, various categories of personnel are distinguished: a) manager.

b) specialist.

c) servants.

d) technical performers.

e) junior staff.

In modern enterprises, functional separation is the basis for the good use of all categories of personnel.

Increasing a good functional division of labor presupposes the specialization of workers and employees on the basis of a clear division of the functions of marketing, design, management, production of goods, personnel management, etc.

Thus, the division of labor on a functional basis can come from the work of specific employees assigned to perform a particular operation and up to senior managers leading and controlling specific processes.

Scientific and technological progress leads to the development and improvement of labor tools - machines, mechanisms, tools, to progressive changes in production technology. The more production is mechanized and automated, the farther away is the working performer from the object of labor and from its direct transformation. The functions of a worker are performed by a machine, automatic machine or appropriate equipment. At the same time, two somewhat contradictory trends appear: on the one hand, the labor process is facilitated, but at the same time, it requires a higher qualification of the worker for its implementation (knowledge of the machine, management skills, study of technology, etc.). On the other hand, the mechanization of labor processes is accompanied by their deep division into small and insignificant labor operations, which leads to the monotony of labor. As a result, the employee's fatigue increases, interest in work is lost, and there is a desire to leave this place of work and change the scope of one's labor.

Within the framework of the functional division of labor, there is a change in the functional groups of workers: in general, the number of workers decreases with an increase in the number of employees, and among workers there is an outstripping growth in the share of auxiliary and service workers compared to the main ones.

The division of labor on a functional basis, as we found out, is divided into direct manufacturers, auxiliary workers, maintenance personnel and management personnel and specialists.

In general, the process of division of labor includes the definition in activity:

· functional areas;

· functional units;

actions (sustainable labor functions);

operations.

To determine these elements of activity, we use the so-called functional-level approach, from the position of which the activity is considered as a multi-level system, each level of which has its own elements. Each of these elements implements certain functions in relation to the "superior" level or to the entire activity.

Functional areas of activity combine those elements of activity that are related to the implementation of any organizational function- financial, production or personnel management. Usually in the organization each of the specified functions corresponds to its own structural unit (or manager).

Functional units of activity (FED) are already components of the field of activity, “responsible” for the implementation of some tasks that are close in content and complexity. For example, in the activities of a manager who manages personnel, there are several such units: training (training and retraining of personnel, advanced training, etc.), control (control over compliance with discipline, standards labor law etc.), communicative (conducting interviews and interviews with candidates) and others.

Each FED includes certain actions. These are the smallest units of activity that retain all of its characteristics. Action is sustainable labor function, that is, it is such a behavioral act in which the meaningfulness of behavior is preserved - the subject is realized (what the activity is aimed at), the goal is comprehended, the procedure is thought out, and the means of its implementation are consciously selected. Continuing the process of division of labor on the example of a personnel manager, in the training unit of his activity, the following actions can be distinguished: determining the need for training, developing learning objectives, drawing up a training plan, etc.

Actions consist of operations - most often of unconscious, automated particles of action. That is, when performing a certain operation, a person practically does not think about its subject and purpose.

Consider the types public division labor:

General division of labor involves the process of isolation of various types of labor activity within the framework of the whole society.

Private division of labor - this is the process of separating various types of activities into industries and sub-sectors.

Single division of labor means the separation of various types of work within the organization, enterprise, within its structural divisions, as well as the distribution of work between individual employees. nineteen

There is a classical scheme according to which the division of labor in an organization is carried out in the following forms: technological, functional, professional, qualification.

    Technological division of labor - this is the division of the production process into technically homogeneous work; division of the production process into stages, phases, operations.

Within the framework of the technological division, there are operational, subject and detailed division of labor.

Operational division of labor involves the distribution and specialization for the performance of individual operations or stages of the technological process for individual workers, the placement of workers to ensure their rational employment and optimal loading of equipment.

Substantive division of labor assigns a whole range of works to a specific contractor, allowing to fully manufacture the product.

Detailed division of labor is a specialization in the production of individual parts of the future finished product.

The technological division of labor determines the distribution of workers in accordance with the technology of production and to a large extent affects the level of content of labor. With narrow specialization, monotony appears in the work, with too broad specialization, the likelihood of poor-quality performance of work increases. The responsible task of the labor organizer is to find the optimal level of technological division of labor. 20

    Functional division of labor - the separation of various types of labor activity and the performance of specific work by the relevant groups of workers specializing in the performance of various content and economic importance production or management functions.

The functional division of labor in real conditions acts as a division of workers into separate functions.

On this basis, the staff is divided into workers and employees. Employees are divided into managers (linear and functional), specialists (employees performing certain economic, legal and other special functions) and technical performers (employees performing office functions). In turn, workers can form functional groups of the main workers, service workers and auxiliary workers.

    the main ones, engaged in the direct production of products or the performance of basic work;

    auxiliary, which provide their labor for the work of the main ones;

    service providers who are not directly involved in technological process, but create conditions for the work of the main and auxiliary workers. 21

The classification of operations that meets the requirements of the division of labor between managers, specialists and technical performers consists of three interrelated groups of functions:

1) organizational and administrative - their content is determined by the purpose of the operation and the role in the management process. Performed mainly by managers;

2) analytical and constructive functions are predominantly creative, contain elements of novelty and are performed by specialists;

3) information technology functions are of a repetitive nature and are associated with the use of technical means. Performed by technical staff. 22

    Professional division of labor consists in the fact that within each functional group there is a division between workers depending on their professions.

As a result of the professional division of labor there is a process separation of professions, and within them - the allocation of specialties. A profession is a kind of activity of a person who owns certain theoretical knowledge and practical skills obtained as a result of professional training. Specialty - a kind of profession, specialization of an employee within the profession. 23

Based on this form of division of labor, the required number of workers of various professions is established.

    Qualification division of labor - division of labor of performers depending on the complexity, accuracy and responsibility of the work performed by them, in accordance with professional knowledge and work experience. 24

An expression of the qualification division of labor is the distribution of work and workers by category, employees - by position. The division of labor is carried out according to the level of qualification of workers, based on the required qualification of work. From this division, the qualification structure of the organization's personnel is formed.

In addition to those noted above, there is also a vertical and horizontal division of labor.

    Vertical division of labor in an organization results in a hierarchy of management levels. Supervisor top level manages the activities of the leaders of the middle and lower levels, i.e. formally has more power and a higher status. 25 With a vertical division of labor, each manager has a field of activity for which he is responsible (a sphere of control) or a certain number of employees who are subordinate to him. The so-called pyramid of control is formed. On fig. 1 shows four such levels of workers.

Rice. 1 Vertical division of labor

The diagram shows that there is a higher, middle and lower level. Top-level managers (or senior managers) are the general directors and their deputies. The work of senior managers is large and complex. They carry out administrative management, carry out general strategic planning.

Solutions of tactical tasks prevail in the work of middle-level managers. This category of personnel includes managers who head structural divisions, departments of the organization.

Middle-level managers are the conductors of the organization's policy and at the same time provide direct control over the execution of processes and operations. Among the most important works that they perform include the following:

    management and control over the progress of work;

    transfer of information from top to bottom and from bottom to top;

    work planning;

    organization of work;

    motivation of employees;

    maintaining internal and external contacts;

    making report. 26

In connection with the trend towards delegation of authority, middle-level managers often have to solve the problems of developing a policy for the development of departments; in addition, they bear a great responsibility for organizing the work of executors to implement plans for organizational change, descended from above. 27

Managers at the grass-roots level communicate directly with the performers (workers). Their responsibilities include solving primarily operational tasks. Most often, the work of grass-roots managers is of a routine nature: decisions related to the implementation of tasks and the optimization of the use of resources allocated for this. 28 Therefore, it is they who are directly responsible for the work of the executors. Also, the duties of lower-level managers include not only resolving the entire set of questions and tasks that arise here, but also analyzing operational situations and timely transfer of the most important information to the next, middle level for making decisions that matter to other subsystems or the organization as a whole.

In the textbook N.I. Kabushkin “Fundamentals of Management” states that in the course of the vertical division of labor: “... relations of subordination are formed - relationships between the highest and lower levels of management (that is, between those who make decisions and those who carry them out). Relations of subordination appear after the decision is made by the top manager and transferred to more low level for execution. Someone should take over the duties of the captain in order to determine the responsibilities of subordinates, plan, organize, coordinate and control all structures and links of the organization. There are always two moments in such work: intellectual (preparation and decision-making) and volitional (implementing them). 29

    Horizontal division of labor - this is a division of labor in which the entire amount of work is divided into small groups. Such a division involves the formation of functional subsystems. Figure 2 shows a classic example. These are such functional subsystems as marketing, production, finance, personnel, R&D. With a horizontal division of labor, specialists are distributed among various functional areas and they are entrusted with the performance of tasks that are important from the point of view of this functional area. thirty

Rice. 2 Subsystems of the horizontal division of labor

All organizations implement a horizontal division of labor, breaking down all work into its component tasks. Larger organizations make this division by creating departments or divisions, which are further subdivided into smaller units. Management is necessary to coordinate all the tasks of the organization. 31

N.I. Kabushkin notes that “in the process of horizontal division of labor in the labor collective, coordination relations (coordination relations) are invested. They imply the coherence of actions of employees and managers of subdivisions that are not subordinate to each other, belonging to the same level of management and carrying out joint activities to achieve a common goal. These relationships are not administrative; the common goal of the organization forces all employees to enter into such relationships. An example would be the relationship between the heads of departments of one governing body or the heads of structural divisions of one department. 32

Based on the foregoing, it should be noted that the division of labor means the simultaneous coexistence of various types of labor activity and plays important role in the organization of labor, because:

It is a necessary element of the production process and a condition for increasing labor productivity;

Allows you to organize sequential and simultaneous processing of the object of labor at all stages of production;

It contributes to the specialization of production processes (each production is limited to the manufacture of a certain type of homogeneous product) and the improvement of the labor skills of the workers involved. 33