The head urged subordinates to observe executive discipline. Management of executive discipline. What demotivates a team

Note and correct harmonization and management errors in sentences.

1st option: The discovery and publication of The Tale of Igor's Campaign showed that our literature is one of the oldest in the world. After ten days, we filed an application with the court.

2nd option: The company has sold twenty-two preferential tourist vouchers. A lot of people left the factory.

3rd option: Three new films by Russian filmmakers were shown at the Moscow Film Festival. The dean has repeatedly noted that academic performance has improved.

4th option: The watermelon was divided into four equal parts. A thousand books were donated to the library of the orphanage.

5th option: A mother with her daughter, who was entering the institute the next day, could not sleep from excitement. Three horses stood at the gate.

6th option: Wild goose and duck flew to the winter hut. Many students graduate from our institute.

7th option: Your son is so smart! A number of public figures condemned the incident.

8th option: The state of affairs in the company leaves much to be desired. More than six hundred people took part in the anniversary celebrations.

9th option:"Arguments and Facts" published an interview with a famous politician. It has been repeatedly emphasized that a straightforward approach to the subject impoverishes the results of the study.

10th option: The city of Kaluga welcomed the guests. Father and son went for a walk. They spoke for a long time for life.

Task 4

Correct the errors resulting from the indistinguishability of paronyms (use a dictionary of paronyms or explanatory dictionaries).

1st option: The head urged subordinates to observe executive discipline.

2nd option: Some of our films receive recognition abroad.

3rd option: He earned respect and good reputation as an innovator, as a man of creative thought.

4th option: Bathing areas must be equipped with life-saving appliances.

5th option: He put on overalls and went to the shop.

6th option: The essence of this book is in its nationality.

7th option: The metro turns out to be more convenient than overground transport in terms of the speed of movement in it and the absence of “traffic jams”.

8th option: Applying fertilizers to the fields helps to increase the yield.

9th option: Your attention is given a report on the work of V. Nabokov.

10th option: Glory to the actor Karachentsev brought the title role in the play “Juno” and “Avos”, where he played the image of Count Rezanov.

Task 5

Determine the gender of nouns. Choose phrases that correspond to the norms of the literary language.

1st option:(1, 2) black coffee - black coffee; (3, 4) red dahlia - red dahlia; (5, 6) sick callus - sick callus; (7, 8) thick ink - thick ink.

2nd option:(9, 10) magnificent hall - magnificent hall; (11, 12) herbal shampoo - herbal shampoo; (13, 14) sleek sideburn - sleek sideburn; (15, 16) right shoe - right shoe.

3rd option: (18, 19) pink flamingo- pink flamingo; (20, 21) delicious kiwi - delicious kiwi; (22, 23) strong whiskey - strong whiskey; (24, 25) white swan - white swan.

4th option:(26, 27) pickled iwashi - pickled iwashi; (28, 29) green Sochi - green Sochi; (30, 31) my protégé is my protégé; (32, 33) the program was hosted by a talented journalist - the program was hosted by a talented journalist.

5th option:(34, 35) a young surgeon Ivanova entered the room - a young surgeon Ivanova entered the room; (36, 37) military attache - military attache ”(38, 39) mysterious incognito - mysterious incognito; (40, 41) Asian zebu - Asian zebu.

6th option:(42.43) funny pony - funny pony; (44, 45) little hummingbird - little hummingbird; (46, 47) healing aloe - healing aloe; (48, 49) delicious suluguni - delicious suluguni.

7th option: (50, 51) my counterpart turned out to be an interesting interlocutor - my counterpart turned out to be an interesting interlocutor; (52, 53) Moscow State University celebrated its anniversary - Moscow State University celebrated its anniversary; (54, 55) huge Chicago - huge Chicago; (56, 57) agile chimpanzee - dexterous chimpanzee.

8th option: (58, 59) mysterious incognito - mysterious incognito; (60, 61) the jury ruled - the jury ruled; (62, 63) gray kangaroo - gray kangaroo; (64, 65) wide avenue - wide avenue.

9th option:(66, 67) my protégé is my protégé; (68, 69) sleek sideburn - sleek sideburn; (70, 71) white swan - white swan. (72, 73) black coffee is black coffee.

10th option: (74, 75) healing aloe - healing aloe; (76.77) huge Colorado - huge Colorado; (78, 79) decisive penalty - decisive penalty; (80, 81) strong brandy - strong brandy.

Since childhood, each person is instilled with respect for elders and the rules of behavior in society. Briefly, this can be formulated as follows: "The younger must respect the elders, and the subordinate must respect the authorities." It sounds a bit paramilitary, but at work, as in war: without order, rules and subordination, any tactic will be a failure! Any process of joint work needs the placement of workers, timely control, as well as debugging relations between its participants. These relationships are always built on power and submission. Respect by the boss of a subordinate and vice versa, mutual distance, compliance with established rules and constitute such a thing as subordination. And most workers perceive it as necessary condition labor, and not as an infringement of their rights.

Definition of the concept and content of subordination

Subordination comes from the Latin word subordinatio, meaning subordination, and is a system of service relations associated with a hierarchy, the subordination of some leaders, together with their divisions, to leaders of higher levels. Such regulated relations are the subject of subordination. The content of subordination is following the established rules of interaction between persons of different hierarchical levels (managers of various levels and ordinary employees) within labor collective, organizations, institutions.
Subordination provides for a respectful relationship between a superior and a subordinate, a special procedure for issuing orders, orders by the superior, as well as reporting the results of their implementation to subordinates. In addition, the rules of subordination regulate the appeal of the actions of the chief to a superior. The head of the lower level (together with his subdivision) is subordinate to the heads of the upper levels.

Subordination system

Well-regulated system business relations allows you to achieve coordinated work of the entire team, united by a common goal. Many people can work on the same task. Each employee at his workplace must clearly know which of the other colleagues he interacts with, whom he has the right to ask, and who has the right to ask him.
Subordination implies strict and unquestioning subordination (depending on the official position held by the person in the company, position) of junior seniors and is based on the principles of service discipline. A striking example of a system of subordination is the mechanism for regulating relations adopted among military personnel. However, in almost any team of public sphere the principle of subordination is respected at all levels.
V commercial organizations with more than one leader, the introduction of a system of subordination of juniors to seniors is also mandatory. This becomes especially relevant with an increase in the number of employees and expansion of the company's functions. Then there is a direct need for chiefs, each of whom manages his own unit.

Important and Urgent - Task Management Rules

The head of a small company from those at the bottom organizational level, may be separated by one or two steps, and in large organizations there may be more than a dozen managerial positions between the steps.
Meanwhile, experts come to the conclusion that a short hierarchical chain is optimal, otherwise there is a high risk of problems associated with the remoteness of ordinary employees from top-level managers. V foreign companies there was a tendency to reduce the length of the hierarchical ladder and increase the role of horizontal service relations. At the same time, the opportunities for making organizational decisions by ordinary employees are expanding. But, regardless of the length of the management chain, any head of the unit has the authority to make decisions solely within the limits of his own official responsibility.

For your information. Strict observance of subordination implies that each leader must automatically transfer to higher levels the solution of those tasks that go beyond the boundaries of his competence. After all, "jumping" through the steps of the management structure can reduce the authority of the higher leadership.

Subordination as a basis corporate etiquette based on the rules labor discipline or "unwritten laws" that are passed on to newcomers orally. The rules of the labor schedule imply that discipline is observed in relations within the team and they are strictly within the framework of work. Each employee has a direct supervisor, whose instructions must be carried out. In case of disagreement with the actions or orders of the management, you can appeal them in the manner prescribed by the working regulations, without violating subordination and not "over the head" of the immediate supervisor. follow the rules business communication is one of the most important components of success today. The ability to observe subordination is a significant element of professionalism.

Standards of conduct are not only for subordinates

Disruption of subordination is a common occurrence. Most often this is expressed in violation of labor discipline. Penalties are reprimand, reprimand and dismissal with the obligatory execution of reports or explanatory notes.
Nevertheless, each of the employees may have their own idea of ​​​​the boundaries of what is permitted. In order to avoid conflicts in internal labor regulations or in job description It is useful to state in detail what exactly is considered subordination and its violation. As for ordinary employees, there are fixed rules for observing subordination and measures of responsibility for its violation, so for management there are rules and techniques that allow you to increase the level of business communication and your own authority, and avoid mistakes. Just the leader lays the foundation for the psychological climate in the team, defining patterns of behavior.
Experts identify some rules of business communication for managers:
1) in case of non-fulfillment of tasks by employees, make comments. But criticism should take place in a harmless form for the subordinate and concern not some of his personal qualities, but professional shortcomings;
2) do not discuss personal problems with subordinates and do not give advice. Distance must be maintained on both sides;
3) under no circumstances show your subordinates that you are no longer in control of the situation, even if this happened;
4) be fair. Any, even insignificant success should be encouraged;
5) reward your team with a kind word even when success is achieved mainly due to your efforts. Without the help of employees, the tasks set would not have been fully implemented;
6) do not create favorites: their appearance causes envy and enmity in the team. Treat everyone equally to maintain a healthy work environment;
7) not to scold the guilty in public. Such humiliating treatment is unacceptable. Such tactics of behavior can not only seriously offend a person, but also cause a serious nervous breakdown;
8) when communicating with subordinates, be correct, and give orders according to the levels of the hierarchy;
9) observe the principle of emotional neutrality in relation to subordinates. Treat everyone equally and with restraint. Personal likes and dislikes are out of place;
10) regulate the procedure for obtaining access to you by employees.
The foundations of subordination are a universal concept. But each organization sets its own measure of the strictness of their observance. The lack of business ethics and norms of behavior negatively affects the working atmosphere, the mood of the entire team, which can lead to violations of discipline and failure to complete tasks.

Conclusion

Sometimes the subordination system becomes a special tool with which the manager achieves high-quality work and high performance.
The need for subordination, for a certain subordination is caused by the need for many people to achieve common goals, the interconnection of common interests and special, private ones. That is, the higher subjects of management set goals for the lower ones, which are called upon to implement them taking into account their individual interest.
To ensure subordination, the use of direct authoritative methods of managerial influence is typical. And the abuse of this tool leads to strict regulation of the activities of performers to the detriment of their independence, to the underutilization of their creative potential. Subordination accompanies the natural course of professional events and labor relations in any organization and helps to ensure the elementary order and efficiency of activities in it. However, sometimes it can be "inconvenient", unprofitable. If a leader needs his subordinate to take the initiative, boldly put forward original ideas, and possibly criticize his ideas, one can suggest "putting aside" the chain of command for the duration of such a discussion. Joining the team, a new employee gets used not only to the established rules and order of conduct, but also to a certain "family" working relationship and, unfortunately, sometimes forgets that he does not work among close people, but primarily among colleagues and under the guidance of superiors . For example, he can flare up or switch to “you” in communication, often being late or allowing himself inappropriate statements. And if in small companies or firms with a democratic "form of government" they can turn a blind eye to such familiarity or, as a maximum, make a remark, then in large corporations or government agencies for such an offense they can not only be fired, but, for example, ruin the reputation among "their "and deprive not only career growth, but also decent work in future. When and how appropriate subordination is decided only by the leader.

If you did not find the information you need on this page, try using the site search:

In production, Russian enterprises have an extremely low level of labor discipline. What does it say? The fact that our people are not used to working in an organized manner, and are not going to do it. But this problem needs to be dealt with.

What is the lack of organization and lack of discipline?

We can single out the following problems faced by Russian managers and owners of enterprises:
Ignoring and non-execution of orders and instructions of the management;
Low performance;
The need for constant monitoring of the actions of employees to achieve results;
Violation in technological processes that lead to marriage;
Low level of worker control.

Many managers believe that it is enough for the organization of labor to choose a competent incentive system. But in Russian realities, this does not work. Most managers have learned from their own sad experience that the use of various labor systems, European innovations in management, non-material motivations do not lead to a positive result. Why?

In Europe and Japan, it's just "customary" to work well. In Russia, on the contrary, it is not customary to observe discipline, to strictly follow orders from above.

This is due to certain features of the Russian mentality.

The first thing to do is to form the organizational culture of the enterprise. Particularly for workers.

What is needed to create organizational culture enterprises

In order to organize the workers, it is worth understanding that these are people, as a rule, simple, “of the people”. Therefore, the rules should be as clear and justified as possible.

First stage- development of clear labor rules. Many workers are simply confident in their impunity, since there are no clear production rules regarding absenteeism and non-fulfillment of their duties. They simply do not understand what threatens their attitude to work. And management often does not explain this to them. Accordingly, the workers argue simply: “Well, the boss will shout, well, he will deprive part of the bonus, and that’s it, I will continue to work.”

At the same time, it is equally important to convey these requirements to employees, to argue them, to convey them to the audience. It is best to work with a small group of people so that the arguments are perceived faster.

Each requirement must be justified, why it is necessary to act in this way, and not otherwise, what consequences can be for the organization as a whole and for the employee in particular.

There should be no “good” intentions to rally the team in “special” ways. They only discourage employees, cause their misunderstanding. These include such innovations as incomprehensible rules of work, such as a polyphonic anthem in the morning, unnecessary requirements for a dress code in the absence of such a need.

Most managers believe that it is worth taking drastic measures only in three cases:
The employee negatively influences the behavior of other colleagues, and no amount of talking helps;
The employee lies a lot, especially when it comes to serious issues. Here it is better to lose a worker who cannot and does not want to admit his mistakes and correct them, damaging the common cause;
When theft occurs. This needs to be ended immediately.

Also. It is necessary to follow the sequence of actions. If new rules are introduced in production, their implementation should be carefully checked and constantly monitored. Moreover, you should not do anyone concessions. This separate attitude, the separation of part of the workers from the team will cause additional opposition to the rest and will not lead to anything good.

Pedagogy as a field of humanitarian knowledge 3 page

Moreover, prepared rules should be binding on everyone. And the leaders of different levels must themselves observe them, setting an example for other employees.

Workers should not observe a situation that can be interpreted as "double standards". The requirements of discipline are obligatory for all. Concessions for a certain circle of people are unacceptable. This will lead to the fact that such a policy will be perceived by the workers as unfair if they are subject to more stringent requirements, and the management staff will have a more tolerant attitude towards similar actions.

Thus, uniform rules of the “game” should be established, which will be clear to everyone. actors, including workers. They will understand how to act and how not to act, and what will follow violations or discipline. Employee loyalty reduces the use of "double standards".

They need firm guidelines that are mandatory for all participants in the enterprise. Then it becomes clear to people what needs to be done in order to get the approval of the leadership.

One of the main principles of work with working personnel is Justice. A person must understand that they are being treated fairly. Then the return will be different. Even if the manager sets strict requirements, they will be accepted and the staff will follow them.

When communicating with employees, be sure to consider and them interests. The easiest way is to fire a person, but if you figure out the problem together with him, you can get an excellent employee who will set as his goal the performance of tasks with better quality.

The main thing is to communicate with employees and try to understand their problems.

| Comments disabled

Pages: | 1 |

b) democracy, dialogue, dispensary, booty, contract, agreement, document, slumber, leisure, dollar, ancient, conspiracy, frost, clog, rust, malice, jagged, sealed, significance, long ago, invention, occasionally, import, industry, tool, inform, spark, spoil, otherwise, incident, confession, gradually catalog, disaster, quarter, kilometer, combiner, more beautiful, kitchen, self-interest;

c) developed, dispersal, get angry, belt, lead, symmetry, occasion, condolence, convocation, concentration, means, means, status, statue, carpenter, modern, customs, immediately, glimmer, expedite, notice, notified, Ukrainian, mention, aggravate, porcelain, phenomenon, form, forum, hypocrisy, solicit, owners, workshop, gypsies, draw, driver, sorrel, expert, expert, export, escort.

Literature 1. Atvater I. I'm listening to you ... - M., 1988.

2. Bruner J. Ontogeny of speech acts. Psycholinguistics. - M., 1984.

3. Vvedenskaya L.A., Pavlova L.G., Kashaeva E.Yu. Russian language and culture of speech: Proc. allowance - Rostov n / D: Phoenix, 2001.

4. Vinokur T.G. The speaker and the listener. Variants of speech behavior. - M., 1993.

5. Goikhman O.Ya., Nadeina T.M. Fundamentals of speech communication. - M., 1997.

6. Kazartseva O.M. Culture of speech communication theory and practice of teaching: Proc. allowance. - M., 2001.

7. Klyuev E.B. Speech communication: Proc. allowance. - M., 1998.

8. Leontiev A.A. Language. Speech. Speech activity. - M., 1971.

9. Lvov M.R. Fundamentals of the theory of speech: Proc. allowance. - M., 2000.

10. Fundamentals of the theory of speech activity / Ed. A.A. Leontiev. - M., 1974.

12. Dictionary of stresses of the Russian language / Ed. M.A. Studiner. - M., 2000.

13. Suprun A.E. Lectures on the theory of speech activity. - M., 1996.

14. Ushakova T.N., Pavlova N.D., Zachesova I.Ya. Human speech in communication. - M., 1989.

Topic 8. Oral public speaking 1. Features of public speech.

2. Oratory as a social phenomenon.

3. Characteristics of the personality of the speaker. Knowledge, skills and abilities of the speaker.

4. Choose the correct options, pay attention to the agreement between the subject and the predicate.

(1) Most of the students in our group successfully complete the course project. (2) Another series of suggestions from the chief engineer.

(3) A minority of employees are still against it. (4) one hundred and twenty hectares. (5) Several employees from overtime. (6) Three job applications on the table. (7) Thirty-two people in the new site. (8) One hundred and forty-one deputies in session. (9) One million dollars for the construction of a new facility. (10) A thousand people for retraining. (11) years. (12) an hour and a half.

(13) Many students of our university are in production in the summer. (14) Many employees of this enterprise undergo retraining in connection with the requirements for a modern specialist. (15) city ecologist with a statement.

Literature 1. Aleksandrov D.N. Rhetoric: Proc. allowance for universities. - M., 2000.

2. Baeva O.A. Oratory and business communication. — Minsk, 2000.

3. Vvedenskaya L.A., Pavlova L.G., Kashaeva E.Yu. Russian language and culture of speech: Proc. allowance. - Rostov n / a: Phoenix, 2001.

4. Golovin B.N. Fundamentals of speech culture. - M., I988.

5. Golub I.B. Russian language and culture of speech. - M., 2002.

6. Daletsky Ch.B. Rhetoric: speak up and I'll tell you who you are: Proc.

allowance.- M.: Omega-L; Higher school, 2003.

7. Ivin A.A. Fundamentals of the theory of argumentation. - M., 1997.

8. Ivin A.A. Rhetoric: the art of persuasion. — M.: FAIRPRESS, 2002.

9. Carnegie D. How to develop self-confidence and influence people by speaking in public: Per. from English. — M.: Progress, 1989.

10. Culture of Russian speech: Proc. for universities / Ed. prof.

OK. Graudina and prof. E.N. Shiryaev. — M.: Ed. NORMA-INFRA group, 2001.

11. Lvov M.R. Fundamentals of the theory of speech. - M., 2000.

12. Murashov A.A. The culture of the teacher's speech. - M. - Voronezh, 2002.

13. Nozhin E.A. Skill in oral presentation. - M., 1989.

14. Russian language and culture of speech: Proc. / Ed. IN AND. Maksimov. — M.: Gardariki, 2002.

15. Filippov A.V. One hundred and fifteen methods of oratory. - M., 1998.

16. Khazagerov G.G., Kornilova E.E. Rhetoric for the business man. - M., 2001.

Topic 9. Culture of business communication 1. International properties of official business writing.

2. Types of documents.

3. Speech etiquette in the document.

4. Mark the sentences where the adverbial turnover is used correctly. Correct the mistakes in the sentences with adverbial phrases.

(1) Leaving my hometown, I felt sad. (2) Entering the engine room, I was engulfed in heat. (3) When translating a poem into another language, it loses its beauty. (4) I was immediately interested in the story when I opened the collection of works. (5) Having received a high mark in the exam, he was happy. (6) Once on the coast, we enjoyed collecting shells.

(7) When reading an article, I always take notes. (8) Having rested, thoughts come to mind better. (9) Having found out that the volume of production has decreased, the question arises as to the reason for this. (10) I had to work in difficult conditions, not having a single free day for many weeks. (11) An explanation of these phenomena can be found by taking recent events as an illustration. (12) Having free time, you can do a lot. (13) Completing the task, the students fell upon the dictionaries.

(14) Arriving in Moscow, I liked the second day of our excursion.

3. Venediktova V.I. About business ethics and etiquette. - M., 1994.

4. Veselov P.V. Axioms business letter: culture of business communication and official correspondence. - M., 1993.

5. Veselov P.V. You are a secretary. - M., 1993.

6. Vodina N.S., Ivanova A.Yu., Klyuev V.S. and others. Culture of oral and written speech of a business person. - M., 2001.

7. Kirsanova M.V., Aksenov Yu.S. Business course:

Proc. allowance. — M.; Novosibirsk, 2002.

8. Culture of oral and written speech of a business person:

Ref. — M.: Flinta; Science, 1997.

9. Muchnik B.S. The culture of writing. - M., 1996.

10. Plushenko T.P., Fedotova N.V., Chechet R.G. Fundamentals of stylistics and culture of speech / Ed. prof. P.P. Fur coats. - Minsk, 1999.

11. Rogozhin M.Yu. Business communication documents. - M., 1999.

12. Russian language and culture of speech: Proc. / Ed. IN AND. Maksimov. — M.: Gardariki, 2002.

Optional lesson in grade 8, topic: “Fight for the culture of speech!”

Solovyov E.Ya. Modern etiquette and business protocols. — M.: Os-89, 1999.

14. Formanovskaya N.I. Speech etiquette and communication culture. - M., 1989.

15. Shtreker N.Yu. Russian language and culture of speech: Proc. allowance for universities. — M.: UNITI-DANA, 2003.

Topic 10. Official and business written speech 1. Advertising in business speech.

2. Unification of the language of service documents.

3. New trends in the practice of Russian business writing.

4. Correct the errors resulting from the indistinguishability of paronyms (use explanatory dictionaries).

(1) The leader urged subordinates to observe executive discipline. (2) Some of our films are receiving recognition abroad. (3) He earned respect and good reputation as an innovator, as a man of creative thought. (4) Bathing areas must be equipped with life-saving appliances. (5) He put on overalls and went to the workshop. (6) The essence of this book is in its nationality. (7) The metro turns out to be more convenient than overground transport in terms of the speed of movement in it and the absence of “traffic jams”. (8) Fertilizing the fields improves yields. (9) Your attention is given a report on the work of V. Nabokov. (10) Glory to the actor Karachentsov brought the title role in the play “Juno” and “Avos”, where he played the image of Count Rezanov.

Literature 1. Basakov M.I. Office work and correspondence. - Rostov n / a: Phoenix, 2000.

2. Vvedenskaya L.A., Pavlova L.G., Kashaeva E.Yu. Russian language and culture of speech: Proc. allowance. - Rostov n / a: Phoenix, 2001.

3. Veselov P.V. Axioms of business writing: the culture of business communication and official correspondence. - M., 1993.

4. Veselov P.V. You are a secretary. - M., 1993.

5. Vodina N.S., Ivanova A.Yu., Klyuev V.S. and others. Culture of oral and written speech of a business person. - M., 2001.

6. Kirsanova M.V., Aksenov Yu.S. Business course:

Tutorial. — M.; Novosibirsk, 2002.

INFRA-M; Novosibirsk: Siberian agreement, 2000.

8. Muchnik B.S. The culture of writing. - M., 1996.

9. Plushenko T.P., Fedotova N.V., Chechet R.G. Fundamentals of stylistics and culture of speech. / Ed. prof. P.P. Fur coats. - Minsk, 1999.

10. Rogozhin M.Yu. Business communication documents. - M., 1999.

11. Russian language and culture of speech: Proc. / Ed. IN AND. Maksimov. — M.: Gardariki, 2002.

12. Formanovskaya N.I. Speech etiquette and communication culture. - M., 1989.

13. Shtreker N.Yu. Russian language and culture of speech: Proc. allowance for universities. — M.: UNITI-DANA, 2003.

Educational and practical publication Guidelines to fulfillment control works on the course "Russian language and culture of speech" Compiled by: Barsukova Svetlana Viktorovna Editor N.A. Yushko Signed for publication on 2.07.2005. Format 60x84 1 / Operational printing. Offset paper.

Pech. l. 1.16. Uch. ed. l. 1.0. Edition 50.

South Russian State Technical University 346428, Novocherkassk, st. Education, Shakhty Institute (branch) 346500, Shakhty, pl. Lenin,

Pages: | 1 |

How to establish discipline?

Today, public sector institutions, as well as commercial structures, can successfully develop only in a strict organizational culture based on the personal interest of employees in the final result of labor. However, many employees are demotivated, not collected and, as a result, not organized. How to deal with this problem? Practice shows that even the application of labor legislation does not always lead to the desired result. In fact, only the leader himself can influence the internal discipline in the organization.

What demotivates the team?

To answer the question of how to establish discipline in a team, we must first look at the specifics of the organization social sphere no rose-colored glasses. One of the obvious advantages is that the functioning of such institutions is a well-established system controlled by the state. The "rules of the game" here are clear to both the director and the HR specialist, and the employees themselves. A significant disadvantage - the rigidity of the requirements for the organization of the work process and discipline is "compensated" by a formal approach to their implementation.

Let's take an example from practice. At the beginning of his career, the author of the article worked in one of the correctional orphanages Sverdlovsk region. Personnel officers know that state control in the field of education, and even more so in correctional orphanages, is one of the most stringent. Unscheduled checks of the RONO commission, analysis of documentation, visits to lessons - all this was feared by the employees of the institution like fire, but continued to violate the established disciplinary norms. And it was not only about violations of the working day by the staff: more serious offenses were added to morning lateness and prolonged lunches. However, the violations were never identified: the team learned about inspections, including unscheduled ones, in advance. In the director's office, the call of the "informant" was heard, after which a hasty and total putting the institution's activities in order began.

Another example: in a music school in one of the remote villages of the Sverdlovsk region, children are taught to play the button accordion by a teacher suffering from alcohol addiction. He does not come to classes on time, skips classes for weeks, but the head of the institution does not fire him. Why? After all, there are rules, a rigid system, there is a team, in front of which there is a gross violation of discipline. Because the director understands that there is no other accordion teacher in the village, and young specialists will not go to the outback.

This is a manifestation of a formal approach to organizational requirements, and a formal approach on the part of the manager, and not ordinary employees. The director of the orphanage could not tell his subordinates that an inspection would soon come, and the perpetrators would be punished. The director of a music school could fire a teacher with an addiction, and the children would have to choose between piano and violin, which are taught by sober and disciplined teachers. A lot of leaders do just that. However, the meaning of the examples is that even within a strict framework, the behavior of leaders remains variable.

Another disadvantage that hinders the establishment of discipline in public sector organizations is absence competition for a workplace. Rigid organizational structure often demotivates the team, extinguishes creative abilities in employees, the desire to work for results, increase their earnings. The employee knows that no matter what happens, he will be paid a salary, he will leave work at 17.00, and he can be fired only under an incredible set of circumstances. In other words, if a young specialist with great potential works part-time in an institution, his desire to realize himself will not affect his workload in any way: the specialist will still have a part-time job.

But much worse is that there is often no competition for a job even at the stage of negotiations between the job seeker and the employer. In ninety cases out of a hundred, the first interview with a personnel officer is purely formal, the applicant is already de facto employed.

There is nothing wrong with the fact that most employees come to such organizations through acquaintances: commercial structures also use personal connections when searching for candidates for vacancies. However, as soon as a "good acquaintance" crosses the threshold of a commercial firm, he is subjected to a total test of competence. This is not always the case in the public sector. In order to register a new employee without unnecessary questions, sometimes one phrase of the director is enough for a personnel officer: "Tomorrow will come good girl, and we will issue it to the state. "No one thinks what is meant by the phrase" good man". Is he disciplined, what was his schedule at the previous place of work, how long will it take a new employee to get from home to the institution? Human Resources start asking these questions later, when the newcomer falls out of the general work schedule, and start solving problems that could have been avoided at the very beginning.

Organized Game Rules

All managers want to answer the main question: what needs to be done to establish discipline? Penalize? But in the Labor Code of the Russian Federation there is no such measure of influence as a fine, it is forbidden to fine employees. Pay bonuses to disciplined employees? But what kind of bonuses are we talking about if a person "sits" on a salary? To deprive parts of the vacation at the expense of absenteeism? Then, in addition to the demotivated employee, the organization will also receive an unrested employee.

For your information. Being late for work without a valid reason is a disciplinary offense, as the employee violates the working hours established by the internal labor regulations of the organization or employment contract.

Responsibility of a leader for a subordinate

For committing a disciplinary offense, an employee may be subject to disciplinary liability, which is provided for in Art. 192 of the Labor Code of the Russian Federation. This remark, reprimand and dismissal on appropriate grounds. Thus, a disciplinary sanction in the form of a fine is not provided for by labor legislation, which means that its application is illegal.

However, there is an algorithm of actions that will help to establish a workflow without applying radical measures to employees. First of all, the director of the institution should think: how is his own working day organized? The behavior of the "boss" is reflected in the actions of employees, as in a mirror, so the first step is the following: The leader begins the difficult struggle for discipline with himself. The proverb, which many institutions of the social sphere still cannot get rid of - "the authorities are not late, they are late" - should be forgotten. A punctual and responsible leader is an example for his employees.

The second step is to ensure that absolutely all employees in writing explain the "rules of the game". Many managers, in response to such a recommendation, begin to actively object: "Why is this necessary if we have a standard normal working day?" The schedule is really standard, but the functionality of the employees of the same institution is different: for example, the work of a methodologist and a violin teacher at a music school differs greatly. That is why the director must issue a fundamental document that regulates the workflow - internal labor regulations. It should contain as much detail as possible about the disciplinary requirements for both the organization as a whole and for each structural unit separately. The provisions of this local regulatory act should be additionally fixed in a collective agreement (it is not mandatory for the employer and employees to conclude it, however, the presence collective agreement will help to dot the "i" in many matters).

The second most important document that should appear in the organization and be publicly available to employees is − bonus clause. The salary of employees, as a rule, also includes a variable part, and no one bothers the head of the institution to prescribe on what conditions its value will depend. Among the conditions under which the employee is paid the maximum amount of the variable part of the salary, there should be the proper performance of labor duties (including compliance with labor discipline).

Employee is still late

But what if, after familiarization with local regulations, the employee continues to violate discipline? Do not rush to chop from the shoulder. Very often, both managers and personnel officers perceive the staff as parts of one large and smoothly running mechanism. However, employees have dissimilar biorhythms, temperaments, they stand in traffic jams, public and personal vehicles break down, and they also have children, parents, relatives, and pets. Therefore, before punishing a latecomer, you should personally ask him about the reason why he violated the labor schedule.

The manager should remember: most employees have a sense of responsibility and do not seek to violate the established rules, but sometimes they are victims of circumstances. A simple example is a single woman with a child. The kindergarten opens at 7.30, at 8.00 she already has to be at her workplace, and the journey takes 40-50 minutes. As a result, the woman is constantly late for the beginning of the working day by 15-20 minutes. The employee herself is not happy with this state of affairs and offers her superiors options for solving the problem: staying late after work or reducing her lunch time. The director does not agree, citing an "iron" argument: "I will allow one, everyone will be asked. And they will work when they want." Here is an illustration of how a flexible approach to organizing the work process, widely used in commercial firms, it is very difficult to take root in the public sector.

At the same time, labor legislation does not prohibit the head of an institution set a time limit for being late. If an employee is late for ten minutes, it will not become a crime. Of course, lateness should not be practiced every day, but three or four times a month, for objective reasons, may be considered acceptable. In addition, by taking a step towards the employee and his circumstances, the director derives an additional benefit from the situation: in case of force majeure, he will be able to briefly detain the subordinate after the end of the working day.

There are also hopeless situations when a person who does an excellent job with his duties is absolutely not able to maintain strict discipline. Such cases are not uncommon among people of creative professions, who completely give themselves to their favorite work. As a result, they listen to criticism, lose a variable part of their salary, they cut their vacation, but they still can’t improve, but they don’t quit their favorite job either. Losing such employees is shortsighted, and many leaders understand this. The author of the article witnessed a case when the head of the museum "knocked out" another position for a creative, but extremely disorganized employee, only to change his functionality and, accordingly, slightly change and "weaken" the schedule. The qualifications and enthusiasm of the subordinate turned out to be more expensive than following rigid standards. It was the right thing to do: the number of late arrivals decreased, the employee began to submit reports on time and, finally, fit into the work schedule of the organization.

The bottom line is: never rush to fire a professional because they don't fit in. You can compete for good employees. Let them work better for you than for someone else.

Notice the changes

Of course, the methods of struggle for the organization of the team are based on the characteristics of the psychology of each of its members. for instance, there are institutions where employees are completely apathetic about the division of duties. Day after day they go to work, year after year they are dissatisfied with a modest salary, but it is impossible to force them to eat less than two hours for dinner and reduce the time spent in the smoking room. “He looks into the eyes and shows with all his appearance:“ You won’t do anything to me! Of course, I can tense up, but what will happen to me for it? ”One of the leaders told the author of the article. Such a psychological game between a boss and a subordinate is quite common, and it is useless to put such workers in their place.

The foundation of the organization of the team is built on the mutual agreement of the parties, and it does not matter what kind it is. If employees want their manager to stimulate their discipline, do so, because they do not specify the size and equivalent of the "bonus". This is where the director needs to be smart. There was a case when the head of a social organization equipped modern workplaces first for disciplined employees. Funds for renovation were allocated in parts, so the director could not replace old furniture and computers all at once. Then he decided to turn the minuses of the situation into pluses: he announced that those who would work the quarter without delays and “tails” would be the first in line for an updated workplace. For eight months, during which tranches were allocated from the local budget, an unprecedented order reigned in the organization.

When fighting for discipline, one should not forget another important rule - notice changes. If the leader gave the team the task of "bringing up", after a certain period of time, his assessment of the results should follow. Do not be afraid to praise and encourage employees, even though they are required to be organized and follow a work schedule without any motivation or rewards. If you see that the result of work on the discipline is positive, let the team know about it. Arrange a small holiday: organize a tea party or a walk in a nearby park.

Yu.V.Filippova

Business trainer,

coach consultant,

training for managers

"Motivator"

For an employee, labor discipline is mandatory. Often the final result of the work, the quality and economic indicators. But this does not mean that the employer himself sets the rules. There are requirements that are mandatory for the parties to the employment contract, which constitute the rules of labor discipline.

Labor discipline is the observance by the employee of the generally binding rules of conduct determined by the Labor Code, additional agreements, the collective agreement and other regulations, and the creation by the employer of appropriate conditions.

Obligations of employees and labor discipline

The general duties of employees are determined by the Labor Code and include:

• performance of assigned duties
• compliance with internal labor regulations
• compliance with labor protection requirements
• careful attitude of the employee to the property of employees and the enterprise

In addition, each employee must qualitatively and conscientiously fulfill professional duties defined by the contract, regulations and job descriptions.

Labor obligations are fixed in the employment contract, additional agreements to it. As well as the rules of the internal labor regulations, the collective labor agreement, the provision on bonuses to employees. It is possible to require an employee to comply with labor discipline and fulfill the assigned duties only if the employee is familiar with the relevant document against signature.

The employee did not comply with the order of the immediate supervisor.

Obligations of employers aimed at ensuring labor discipline

The employer also has a certain range of duties to ensure labor discipline:

• creating conditions for the employee to perform job duties
• ensuring labor protection
• supply of necessary equipment and tools
• provision of equal opportunities for remuneration of employees
• full and timely payment of wages
• promotion for conscientious performance work obligations and punishment for their violation
• mandatory social insurance for all employees
• compensation for damage caused by the employee in the performance of duties

One of the mandatory local acts is the Internal Labor Regulations. They are approved by the employer, but the provisions of the Rules should not contradict the mandatory requirements and rules.

Encouragement as a method of ensuring labor discipline

Labor legislation defines two main methods of ensuring discipline: encouragement and punishment.

Encouragement - public recognition of the professional merits of the employee, the provision of public honor, rewarding. This method can be applied both to an individual employee and to the work team as a whole.

For conscientious performance of duties, the Labor Code of the Russian Federation provides for the following types of incentives:

• bonuses
• thanksgiving announcement
• awarding an honorary diploma
• rewarding with a valuable gift
• presentation to the title of the best in the profession

Other types of incentives may be provided for by the internal regulations, collective agreements, charters of enterprises and other regulatory acts.

For special labor services to the state, an employee may be presented for a state award. Employee incentives are recorded in work book.

Violation of labor discipline

An employee often encounters violations of their labor rights, mainly in organizations of non-state ownership. The most common of these are: the use of unauthorized penalties, illegal dismissals of employees, non-payment or partial payment of wages, payment of amounts to employees that do not correspond to accounting documents, not providing regular holidays or providing without payment, non-payment of temporary disability benefits and so on.

An example of such a violation is the arbitrary imposition of penalties by the employer on the employee at a time when the company's regulations do not provide for such an impact.

Responsibility for violation of labor discipline

Violators are brought to disciplinary responsibility through disciplinary action. The basis for such involvement is the misconduct of the employee.

A disciplinary offense is an unlawful intentional or unintentional failure to perform or improper execution employee duties.

According to Labor Code The Russian Federation includes:

• comment
• rebuke
• dismissal

Such a list is exhaustive and is not subject to additions to internal regulations or an employment contract, with the exception of a certain category of employees who are subject to discipline and statutes. For example, a law enforcement officer subjected to disciplinary action may receive a warning of incompetence, a reduction in rank, or the loss of a badge.

The application of liability measures to an employee for violation of labor discipline must be justified and carried out in accordance with established rules.

The order of the employer is issued on the imposition of a disciplinary sanction. After conducting an internal investigation and drawing up the relevant Act. Employees may appeal any disciplinary action by filing a Disciplinary Action Claim. In case of violation of labor discipline, compliance with the rules for bringing to responsibility is very important, and the employee can use methods to protect labor rights in case of the slightest violations.

Performing discipline

In this article: Who needs an indicator of performance discipline and why. What to evaluate with it. How to Implement Performance Assessment: Two Alternative Approaches.

Practically in each of our projects on the introduction of a system of remuneration based on performance indicators, one of the most key indicators is "executive discipline".

Indeed, there are many positions whose purpose is only the strict implementation of regulated operations on time. But upon closer examination, it turns out that the control of performance discipline is no less important for managers. structural divisions, and for such creative positions as, for example, sales managers and marketers. Almost any specialist, in addition to the immediate goals of his position, is obliged to perform various routine operations. For sales personnel, this is, for example, the timely submission of primary documents to the accounting department, the accurate filling in of data on counterparties in the accounting program, and so on. For managers - providing plans and reports. For marketing - execution of project tasks on time. Etc.

Management needs to control the timing and quality of operations. It is obvious. But sensible employees who are results-oriented and who value clear, uniform rules of the game also support the introduction of such an indicator. First, they understand that their performance depends to a certain extent on the performance of other links in the business process chain. So the accountant will not be able to prepare reports if he does not receive the primary documents on time. And the sales manager will not be able to complete the sale if the supply does not enter data on new stock items in a timely manner, or if the warehouse does not receive the goods. Secondly, such employees understand that they are the same link in the company's business processes and the work of other departments and the result of the company as a whole depend on them. Thirdly, they prefer that all requirements for them be clearly fixed, and not appear suddenly during periods of emergency, causing disputes and claims from management.

Performing discipline: What to evaluate?

The indicator of performance discipline includes an assessment of the quality and timing of the execution of tasks and instructions. In this case, we can talk about the assessment at three levels:

1. Execution of project tasks and instructions of the management. These are quite large tasks, for which a deadline and requirements for results are set.

Examples from practice:

• One of the managers of the sales department was instructed to “clean up” the directory of counterparties in 1C within a month, transferring inactive buyers to the archive.
• The system administrator was assigned to develop a project for the implementation of intercom based on IP telephony.

1. Execution of scheduled operations, the terms of which are defined as a specific date.

Examples from practice:

• Heads of structural divisions must submit a cost plan for the next month by the 25th day of each month.
• The Purchasing Department monitors suppliers' prices twice a year before a certain date.

1. Execution of "process" tasks, the period for which is defined as a period from the moment of a certain triggering event. These are tasks that are part of a business process and are "launched" after the execution of some previous operation.

Example from practice:

• The accounting department executes the payment no later than the next day from the receipt of the invoice for payment.
• The warehouse registers the receipt in the accounting program no later than 3 hours from the moment the machine is unloaded.

With each level, the requirements for the administration of the performance discipline assessment system increase. If you limit yourself to the first level, you can keep records manually, the assessment can be made directly by the decision of the management. At the third level, the volume of recorded transactions will make manual full-fledged accounting impossible. We will have to choose between subjective assessment and the introduction of an automation system.

Subjective assessment or total control

If you concentrate solely on control “on a grand scale”, it is enough to keep records, say, in Excel, by the forces of, for example, an office manager. This is exactly what one of our clients did. In the course of the annual planning, project tasks and instructions were formed for the heads of departments and individual specialists. They were recorded in an Excel spreadsheet with the heading "Annual Plan" indicating the planned deadlines. A dedicated employee monitored compliance with these deadlines. Based on the results of certain reporting periods, management assessed the work of those responsible.

However, firstly, the tasks actually had different weights and meanings, which made it difficult to introduce simple system rewards. Secondly, management felt an increasing need to take into account smaller, but no less significant tasks.

Total control involves fixing the planned and actual deadlines for the execution of tasks for all three levels mentioned above. This is the only way to get a complete picture of the performance discipline of an employee. Keeping such records manually is not realistic. Implementation of an automation system is required. Such a system should automatically create routine and “process” tasks for the employee, fix the actual deadlines, include a mechanism for assessing the quality of performance and, of course, generate appropriate reports.

The cost of implementing such a software solution for small and medium-sized businesses is very high. On the example of the 1C-Document Management program, with which we had to deal, we are talking about several hundred thousand (taking into account the adaptation and refinement of the program to the needs of the customer). Additionally, the management that has decided to implement such a program will have to come to terms with the need to introduce a new staff unit - the system administrator.

An alternative to implementing a task and task tracking program is to abandon total control in favor of fixing only failures. In this case, the assessment will be based on the number of violations of deadlines and cases of poor performance of tasks. Information about small process operations will have to be sacrificed. Evaluation in some cases will be subjective. The volume of work on system administration will be quite large: you will have to manually record tasks and facts of deadline violations, consolidate data into single employee reports, and so on.

We will talk about our experience in developing a system for evaluating performance discipline, in what values ​​​​to measure this KPI, how to link the indicator to a monetary bonus, we will tell in the following articles.

Under such a concept as subordination at work, they understand a set of rules business etiquette whose function is to establish relationships among the employees of the team. This concept refers to the rules of communication both with superiors and among subordinates. Subordination is associated with respect for superior authority, following orders, culture and manifestations of personal initiative, as well as the occupation of each employee in a certain niche.

Who is obliged to comply

It is peculiar not only to subordinates. The duties of any manager involve similar adherence to the principles of business ethics, issuance of orders that have the correct form, and the absence of attempts to humiliate juniors in positions and criticize their personal qualities.

There is always a certain order in the matter of giving orders to subordinates. At the same time, each employee must have an idea of ​​the acceptable forms adopted in this organization, in which the management is reported on how the work has been done. In certain situations, an employee of a lower level has the right to appeal against the actions of someone who is his immediate superior.

Why is subordination at work so important?

These days there is a lot of talk about business partnerships, allowing any employee to become a single member of the team. This ultimately strengthens the corporate culture and helps to solve common problems. The function of the partnership is to work out important goals and ways to achieve them. Thanks to subordination, the situation in the team remains healthy, manifestations of familiarity, conflicts, insults and dismissive treatment are excluded.

What are the rules of subordination? If there are no such officially established norms at the enterprise, the workflow can be disorganized. Any of the employees has the right to information about who is able (moreover, obliged) to give him the necessary advice, from whom orders should be expected, and whose duty is to obey. If the structure is large enough, clear regulation is indispensable. In such cases, as a rule, the principles of subordination of some units to others are prescribed. Documents regulating the principles of subordination - specific orders and instructions, as well as the charter of the organization.

Where is it written about

The service hierarchy is also built according to the principles set forth in specific documents - job descriptions, internal regulations, clauses of the collective agreement. They are also contained in the text of the labor agreement concluded between the employer and the employee.

Certain structures (for example, the army) require the wearing of special insignia in the form of a uniform, etc., but in small companies the main core around which the subordination in the team is built is the authority of the boss.

A new employee should be familiarized with the basic principles of corporate ethics immediately upon hiring. This happens in the process of negotiations about its functionality, official powers and responsibilities.

What is she like

Service relationships can be vertical or horizontal. What is meant? The names speak for themselves. The first (vertical) relationships are top-down (boss-subordinate) and bottom-up (employee-manager). Speaking of them, by default they mean obedience to the orders of higher management.

A real boss, adhering to the rules of corporate culture, will never allow familiarity towards those who occupy lower positions. In order to avoid work troubles, the distance must always be observed, and in a mutual way. Cause situations happen incorrect behavior and on the part of employees in relation to the head. This can be expressed in a banter or an inappropriate categorical tone.

Such familiarity goes sideways to the workers. Regularly violating the principles of subordination are usually the first candidates for layoffs. For its part, a leader who delve into the personal problems of his subordinates, who is able to share with them experiences of a private nature, who forgives non-obligation and indiscipline, behaves short-sightedly and ultimately loses his authority.

Is the boss always right?

But, of course, everything is in moderation. Many modern leaders suffer from just the opposite qualities - they do not hesitate to behave arrogantly or treat subordinates with undisguised contempt. Of course, all these extremes do not contribute to the improvement of the working environment.

An excessively authoritarian leadership style is accompanied by a reduced level of employee initiative. When only a constant stream of commands, instructions and orders comes from the authorities, subordinates automatically cease to be interested in the essence production process and are focused only on the blind (sometimes formal) implementation of instructions. In the event of emergency situations, one cannot expect responsibility from them, as well as the right decision that is not supported by the order of the management.

A flexible style of interaction with subordinates is much more productive. The leader may well afford some deviations from the rules in situations where listening to an independent point of view is required. It is for this case that meetings and brainstorming sessions are held, when a decision is made through the application of joint efforts, and a plan for further operations is optimally worked out.

How to communicate with peers

Horizontal relationships are understood as those that are typical for the communication of colleagues of the same level in their own environment. This also includes those that are formed between leaders who are equal in position. This is subordination between colleagues of the same "weight category". Horizontal relations are built on the principles of partnership and equality. The postulates of corporate ethics are based on benevolent interactions in the working environment, fair distribution of workload.

Attempts to belittle and constantly pointless criticism of colleagues are unacceptable. Any employee professing this line of behavior runs the risk of irretrievably spoiling relations in the team. And not every leader will tolerate a squabbler in the working environment.

It is no secret that in any team there are sometimes cases of attempts by employees to shift their own responsibilities onto the shoulders of colleagues, using, for example, friendly relations. But an idler in the workplace, sooner or later, is still calculated and punished both in a disciplinary and monetary sense.

When the Deputy Director is out of work

What are the most common mistakes that can be cited as typical examples of violations of the principles of subordination? One of them - the most common one - issuing orders to a subordinate by higher management, bypassing the one who is the immediate superior of the latter. For example, the foreman tries to give instructions to the workers, bypassing the foreman or foreman. Thus, the authority of the head of the department can be significantly reduced, and employees stop taking him seriously.

Such a mistake leads to an imbalance in the manageability of the entire corporate system. The director should not include in the scope of his many duties the additional burden of managing personnel. The task of monitoring the implementation of his instructions is the business of another employee.

Another danger is that very controlling link (immediate supervisor or deputy director) sometimes sins with arbitrariness and requires the organization of the work process to its own taste. In order to avoid misunderstandings, its powers should be clearly specified at once. The danger is that the chief executive may not know all the intricacies of the situation. In the example mentioned above, the head of the workshop entrusts the foreman of the site with only clearly specified and fixed by the service instruction functionality.

Other errors

The third point is that two different people are appointed executors of the same order. In this case, the workflow can be disoriented, as there is a serious risk of shifting responsibility between performers.

Very often there are cases of appealing to senior management, bypassing the immediate superior. First of all, it is customary to notify the head of the unit directly about the problem that has arisen.

The inability to prioritize also refers to the manifestations of broken subordination at work. The task of the performer is to clearly imagine what of the planned needs to be done immediately, and what can be postponed for the coming days.

About rudeness and tactlessness

If you criticize the boss behind his back, such behavior not only violates the chain of command, but is also downright unethical. Such criticism will sooner or later reach the ears of the leadership. And those who are “smart enough” to emphasize the incompetence of the boss in the event of a public conflict are most at risk. Management, as a rule, does not forgive anyone for undermining their own authority.

Among the most tactless and gross violations of subordination are attempts to criticize not official, but personal qualities of employees. There is also a rude tone in the expressed negative assessments of the work done, which in all cases without exception produces a painful impression.

When criticizing an employee or subordinate, it is important to adhere to the desire to improve the work of both him personally and the entire organization. In attempts to discuss behavior, there should be no desire to humiliate or demonstrate power.

Sometimes in large and small teams, subordination at work, as well as the ethics of business communication, are completely absent. Small structures, where everyone knows each other quite well, are especially guilty of this. Addressing "you" is not always appropriate in a business environment, blurring the lines between superiors and subordinates, and in such an atmosphere it is difficult for a junior in position to perceive leadership in its true light. He is less motivated to follow instructions unconditionally.

What should be feared

What are the consequences of non-compliance with subordination at work? All manifestations of familiar relations with superiors, the lack of implementation of his instructions, incorrect criticism, one way or another, affect the business foundations of the enterprise and significantly reduce the authority of the management. As consequences in such corporations, one can observe rampant disciplinary measures in the form of reprimands, remarks, deprivation of bonuses, etc. Well, the last resort for retribution for errors against subordination is dismissal.

Photo courtesy of parlamentinmagazine.cz

– There are a number of tools to ensure a high level of performance by employees of their own duties.

Recruit new ones or work with existing ones?

This is the first dilemma. Each approach has its pros and cons. New employees are like fresh blood in the body. The introduction of new ideas, non-standard, sometimes creative solutions, the undeniable authority of the leader, the ability to start from scratch are just a few of the advantages of this option. At the same time, it takes a lot of time to select, design, adapt and achieve planned indicators, and this makes you think. And where is the guarantee that new employees will be better than the old ones?

How to select effective employees, reduce the risk of random people entering the company, speed up the process of newcomers entering the company - this is a topic for a separate big conversation. Let's focus on those who already work in the company.

Who is there?

Yes, indeed, but do you really know them? The potential of many subordinates is sometimes unlimited. After all, everyone has education, certain experience, abilities and skills. To what extent are they disclosed and implemented?

The duties of one of my employees included planning joint events with allied companies and further control with reporting. It didn't work out for him, to put it mildly. The quality and deadlines did not satisfy me or my partners. Yes, and he himself suffered no less. Constant scolding and the latest Chinese warnings had no effect. There was a question about the future stay in the company. One fine day, lingering in the office, I noticed how he was delving into the computer with great enthusiasm, developing a presentation for an upcoming meeting. Everything fell into place. Since then, I have had no problems with presentation materials (flyers, commercials, presentations, etc.).

long teamwork does not guarantee that you know everything about each member of the team, their skills and new quality acquisitions. People change, don't forget that.

Subordination is behavior that demonstrates the respect of subordinates for colleagues, seniors, status or rank. This term can also be called a rule, which consists in the fact that the younger ones are obliged to respect the elders, the subordinates - the bosses. Thus, it can be seen that observance of subordination is an obligatory part of the format of relations "subordinate - boss" or "senior - junior".

There are times when a student, out of stupidity or provocatively, allows himself too much and turns to the teacher (head teacher) on “you”, for example, “Oksanchik!” The described behavior indicates a violation of subordination. This moment sometimes happens accidentally as a result of the appearance of an inappropriate joke. But joking when the boss or leader expects 100% seriousness is simply inappropriate.

For seniors, if someone behaves incorrectly (inappropriately), it is advisable to announce the instruction, including the correction of behavior. This must be done clearly and calmly, without using indignation and shouting. Thanks to this, the desired result will be - understanding and fulfilling the requirements that the system of relationships "subordinate - boss" provides.

Subordination, which is important not only in army life, but also in ordinary business relationships, is a system of rules that regulate the behavior of members of the work team, depending on what place each of them occupies on the hierarchical ladder. Knowing and following the chain of command is just as important as knowing the rules of business etiquette.

Subordination is a system that regulates the relationship not only between a boss and a subordinate, but also between a senior and a junior, meaning the position held.

The attitude of a subordinate boss was formulated by Peter I, who issued a nominal decree on the attitude towards superiors on December 9, 1708, where he formulated the requirements for a person who is subordinate: “A subordinate in the face of a superior must look dashing and silly, so as not to embarrass the authorities with his understanding ".

More than 300 years have passed, but some leaders still understand subordination in this way.

But if the leader wants to achieve really high-quality work and high results, subordination will be the mechanism that will achieve this goal. After all, in fact, subordination is a clearly regulated system of business relations that allows you to achieve well-coordinated work of the entire team, united by the implementation of a common task.

Many people can work on this task. Each of them at his workplace must clearly know with which of the other employees he interacts, with whom he has the right to ask, and who has the right to ask him. Only in this case, the team will work like a well-oiled clockwork.

Subordination is a system of subordination in the service, determined by the measure of responsibility. The measure of responsibility, as a rule, is determined by the position held or temporarily assigned powers.

What is a violation of subordination

Subordination is based on the established rules of labor discipline, it implies that all relations between employees are subject to this discipline and are strictly within the framework of work. The actions of each employee and, accordingly, his responsibility for them, are limited by the scope of the job description, no one has the right to demand more from you. Each employee has his own direct supervisor, whose instructions he must carry out. In case of disagreement with the actions or orders of your management, you must appeal them in the manner established by the working regulations, without violating subordination and without acting over his head. The same applies to cases when you have suggestions for improving the quality of work and increasing productivity. Compliance with subordination greatly simplifies and facilitates relationships in the team, eliminating the possibility of non-fulfillment of management decisions.

Subordination at work

Knowledge of the intricacies of business communication is an important detail of interaction with partners, subordinates and superiors. In order to prevent mistakes in communication and increase the effectiveness of the dialogue, it is necessary to adhere to subordination in business relations.

The rules of business etiquette are applicable to three planes of communication: boss - subordinate, subordinate - boss, partner - partner (employee - employee). In today's article, we will consider all planes, we will dwell in detail on subordination at work and in business.

Chief - subordinate

The attitude towards the manager depends on a number of factors, including the established norms of the work process and maintaining the authority of the boss. For a properly set subordination, it is necessary to correctly determine the company's official discipline, the ethics of communication with the manager, and establish a framework for orders for their employees. When the staff is not informed about the rules and norms of business communication, discomfort appears in the team, people feel uncomfortable when communicating with the boss, do not know how to perceive his words (as a request or order), do not show initiative. That is why every employee from the moment of arrival should be familiar with the norms of business and working relations.

Pay attention to a selection of tips in the business relationship between the manager and the employee:

If an employee fails to comply with your order, you need to remind him that you are waiting for the result, otherwise he will decide that the task has been forgotten and will not complete it. Such remarks make the employee understand the seriousness of the order given to him and the possible consequences of failure to fulfill his duties.
Criticism of an employee should relate to his actions and actions at work. Personal insults and humiliation should not be present in a conversation with a subordinate.
It is unacceptable to give advice of a personal nature to your subordinate. Do not forget that the responsibility for the result will be on you.
Whatever happens, subordinates should not notice fear and panic in the actions and words of the leader. Otherwise, the authority will be seriously undermined.
Appreciate the work of your employees. The reward for the completed task should correspond to the amount of effort and time expended.
Don't be stingy with employee praise. If he did Good work he should receive not only financial, but also moral rewards. The employee must understand that his work was appreciated by management.
Give orders based on two factors: the specific situation and the nature of the subordinate. Some employees immediately begin to carry out assignments, take a responsible approach to work, others need to be controlled and monitor the result.

When communicating with subordinates, initially you need to choose the form of instructions, whether it is an order, a request, a recommendation, or a question for reflection. Orders are given either in the event of a critical situation requiring immediate execution, or when communicating with an unscrupulous worker who does not understand other forms of instructions. The request is used in a standard situation, expressed in the goodwill and trust of the leader. In the case of a request, the employee can offer his own options for solving the problem, express an opinion on the current situation. Such behavior of an employee is unacceptable upon receipt of an order that cannot be discussed and is executed without delay. A request differs from an order in emotional presentation, severity in the voice.

If the leader raises a question for thought, then he is waiting for feedback, he wants to create a discussion of the problem. Thus, managers identify initiative employees who will subsequently solve the stated task or problem. Recommendations are given by the manager in order to help the subordinate find a solution to the problem faster, but they may not be implemented by employees.

The boss should not allow familiar relations with the team. Its employees perform functions as well as people outside the company, whom we pay for the work done. If the relationship is built on the principle of "I pay money - you do your job," then the business usually moves forward.

The leader should not take the place of his subordinates, delve into their problems and get away with violations, otherwise the staff will simply sit on his head.

subordinate - manager

Relations with the boss must also be able to build, as the relationship of the boss with the subordinate. After all, his further career will depend on how correctly the employee adheres to the norms of business relations. Inept actions and fawning over the leader can push him away from the subordinate, make him draw negative conclusions about the employee.

Therefore, here are a few examples showing the correct and erroneous behavior in communication between an employee and a boss:

Try to contribute to the creation of a positive atmosphere among the team, because the leader seeks to rally the staff, set up the teamwork of the company.
It is necessary to express one's position and proposals for work tactfully and politely, the manager will not tolerate impudent remarks in his direction. Use phrases: "Let me point out ...", "How would you feel about the next proposal ...", "Could we try this option ...".
You can not give monosyllabic answers and talk to the boss in a categorical tone. The manager may consider that the employee treats him negatively, and such people do not stay in the team. It is the taciturn and eternally dissatisfied subordinates who are the first to be laid off.
It is necessary to avoid jumping "over the head" of the immediate supervisor, except for urgent and emergency cases. Such behavior will be regarded by the immediate superior as disrespect and doubt in his professionalism. Thus, the employee undermines the authority of the boss in front of the whole team, which can lead to a reprimand and a fine.
You can’t enter the boss’s office without knocking, and also don’t visit it if the boss is talking to someone. This conversation can be important, and you can get in the way.

Between leaders

Business relationships can also be built horizontally, for example between two managers.

At a business meeting, you must adhere to the following rules:

Speak clearly and to the point, do not start a conversation with jokes and unnecessary manifestations of interest in the health and affairs of a partner. In Russia, meetings can last several hours due to the incorrectness of the goal of the conversation. Many business people have a negative attitude towards empty dialogues because they value their time.
Use facts and figures in a conversation, this will attract the attention of a partner, concentrate his attention on the dialogue.
If the interlocutor begins to behave aggressively, remain calm, this will reduce the degree of discontent.
Offer prepared ways to solve the problem, your initiative can be evaluated by a partner. So you can show the level of knowledge of information and competence in the matter.
Try not to answer phone calls, it may seem disrespectful on the part of the interlocutor.
exchange business cards, this emphasizes your status and allows you to keep the contact of the necessary person.
In a telephone conversation, be sure to ask the interlocutor if he can talk at the moment.
Do not use swear words in a business conversation, this characterizes the leader as an uncultured and poorly educated person. They try not to have anything in common with such a contingent of people in business.

Between colleagues

Finding contact and building the right communication with colleagues is also an important task. There are employees who good relations shift their duties to comrades, or try to show others in a disadvantageous light in front of superiors.

To avoid problems, you need to correctly communicate with your colleagues:

When performing a common task in equal parts, divide the responsibilities if this has not been done by the manager. This will help to avoid the appearance of "drones" that will not be useful in the work.
Try to avoid crossing work contacts and intercepting clients of your colleagues. This will certainly lead to conflict and spoil the relationship with colleagues. In the future, it will be difficult to work in a tense environment.
Don't promise what you can't deliver. If a colleague asks you for something (substitute for me tomorrow, help solve a problem), then first make sure that you can help him, and only then give an answer.
Try to avoid personal topics, work is not a place for emotional conversations.
You should not self-actualize at the expense of colleagues. The boss may not appreciate this, and relationships with colleagues will be ruined forever.

Consequences of non-compliance

Subordination is a way of determining the responsibility of each employee, from employee to director. It’s just that everyone’s responsibility is different, ordinary employees risk only their workplace, and the director of the company risks his name, reputation and funds. The higher the responsibility of a person, the more he will demand from his subordinates. None successful company cannot exist without subordination and its observance; the horizontal and vertical of power is built on it.

The consequences for non-compliance with subordination depend on how much the employee neglected the relationship with his management. First, this is a note from the head. If an employee once violated the norms of business etiquette and subordination, then he most often receives a remark from his boss indicating his wrong actions. After a remark, the manager usually closely monitors the work of his subordinate, so you need to be more careful not to give rise to a reprimand.

An employee is reprimanded for a disciplinary offense or a systematic violation of the company's labor discipline. The reprimand can be simple or strict with entry in a personal file. The reprimand is not reflected in the work book in any way, but it can cause dismissal under the article.

Dismissal is the most extreme measure for non-compliance with subordination. Usually, it is proposed to write a dismissal of one's own free will, but if the authorities are greatly upset, then dismissal is possible under the article, for a systematic violation of labor discipline and failure to fulfill direct duties. Such a mark in the work book can drastically affect a future career, or put an end to it.

Building business relationships within and outside the organization is essential to the effective operation of the business. The purpose of ethical standards is to establish a working atmosphere in which everyone understands each other, is treated with respect and trust. If an entrepreneur values ​​the reputation of his company, then he must strive to establish ethical standards both in work with employees of the organization and with business partners.

Relationship subordination

Subordination is a system of service relationships, which is based on the subordination of the younger group of positions to the older one.

The term "subordination" includes not only the rules of interaction between the boss and subordinates, but also the assumption of a certain role, the execution of orders from superiors and the observance of the rules of conduct.

A striking example of subordination is the relationship in the army between soldiers and commanding staff. However, in this case, in addition to the rules of conduct, there are also traditions that are observed by both sides (for example, those associated with the end of military service - 100 days before the order).

Subordination is often associated with career ladder or vertical of power. This interpretation is incorrect, since the term "subordination" is broader than these two concepts and includes not only a clear distribution of power and the definition of positions, but also the behavior model of each employee.

10 Subordination Mistakes:

1. Determination of the task to the employee, bypassing his immediate supervisor. Despite the fact that in this case there is a huge plus in the form of the speed of solving the problem (the interested boss, without waiting for the manager’s decision, gives the employee an assignment and he carries it out), over time, the system’s manageability decreases (the immediate supervisor falls in the eyes of employees).
2. Control over the implementation of the task is not for those who set it.
3. Punishment of an employee without the knowledge of his immediate supervisor.
4. Appointment of 2 employees to perform one task.
5. Appeal to higher management without the consent of the immediate superior.
6. Lack of prioritization in the performance of tasks.
7. Incorrect reaction of an employee in case of failure to complete the task by another department or employee.
8. Criticism of the human qualities of the employee, and not the results of his work.
9. Discussion of the leader behind his back.
10. Lack of communication ethics in the organization.

What regulates subordination

If we consider subordination in the context of service relations on public service, it can be clearly distinguished that the subordination of employees to higher authorities is regulated by special provisions and charters. The second document in terms of regulation is the service contract and job description.

It is also important that, in addition to documents, for example, in the army, subordination is manifested in the wearing of special rank insignia. In some cases, such a difference may be the form of an employee or the presence of his certificate.

If you pay attention to the organization of the system of power and subordination in any other legal entity, then it will not be a specific document that will be of decisive importance, but the ethics of behavior of employees.

Of course, one can refer to the internal labor regulations and clarify in them the system of interaction between various services and departments, securing all this with a provision on who reports to whom. However, in private organizations, the personal authority of the leader is of great importance, since the legislation does not contain special rules on regulation in such institutions.

insubordination

I want to start with simple human education. There are people for whom there are own rules. They do not look who is standing in front of them, a subordinate or a boss. They do not care. They treat everyone with the same disdain and disrespect. And here it is not even a matter of subordination. Man himself is such in all spheres of life.

These people are very difficult to deal with. They do not understand and do not accept general norms and principles. They are initially critical of everything. They believe only in their own words and do not put other people's opinions in anything. For them, the boss is just an idiot who does not know how to manage the company. And the subordinates are fools who do not want to work, but only want to receive money.

When you try to put such a person in his place, you only aggravate the situation. After all, for him there is nothing more beautiful than to inflate a scandal, quarrel, go to personal insults. It is almost impossible to communicate constructively with such people.

This behavior most often comes from childhood. Rarely educated and intelligent person becomes a brawler at the age of forty. There are families in which it is simply customary to treat everyone too familiarly. It doesn't matter if you're older. Everyone can “poke”, not listen, argue, resent for any reason.

Of course, it is better not to hire such people at all. You will immediately notice at the interview that you have a representative of this type in front of you. He is impudent, lax, does not hesitate to ask any questions, behaves too liberated, speaks more often loudly.

It will be extremely difficult to instill such people with labor discipline. Therefore, think carefully about whether you need such a staff in the company.

Being the head of even a small company is hard, not that large holding. The boss simultaneously builds relationships with subordinates, with department heads, with business partners, with clients, with investors, with banks, with tax authorities, and so on.

It is extremely difficult to do this, but it is important. Many executives relegate business etiquette to the background, focusing on promoting the company, thinking about increasing profits and increasing sales. This is fundamentally the wrong decision.

The director is the first person of the company. It is he who determines how communication will proceed in the company. This is the first thing to think about when hiring new employees. After all, each subordinate must understand how he should communicate with the leader, how colleagues can interact with each other. When this understanding is not there, difficulties arise, the employee is embarrassed, does not show initiative, and may make a mistake in addressing the director.

In my practice, there were examples of completely different leaders. Boss friend. A fairly common form of communication. When the director wants to create a friendly and relaxed atmosphere. This may be suitable for a very small company that is engaged in creative activities. But for a large woodworking plant, such a boss would be a disaster.

Being a tyrant is also far from easy. The principle “they are afraid, therefore they respect” does not always work.

Sometimes subordinates are afraid, but at the same time behind their back they only do what they insult and mock him:

The director needs to be attentive to his employees.
Praise when it is required and punish when it is necessary.
The boss should not be afraid or show his fear and insecurity.
The director does not have to solve all the personal problems of his employees. But at the same time, sometimes it is very useful to take the side of your employees.

How to deal with non-compliance with subordination

The first is not to respond with filth for filth. This is the law of life. If you don't want conflict, don't get involved.

Let's look at the situation from different perspectives. If you are a boss and a subordinate openly violates subordination, then punishment should follow. The violation may be minor and the consequence will be a simple reprimand.

But what should you do if an employee is openly rude, questions your authority and doesn’t put you in anything? You can try financial punishment - a fine. If this does not help, then the dismissal remains.

As a leader, don't forget about two-way respect. Subordinates should not be just a slave force. They are people and deserve attention and respect. Some bosses revel in their power so much that they themselves begin to break the chain of command.

Reverse situation. You are a subordinate and the boss unfairly yells at you, humiliates you, turns to personal insults. First, do not respond with rudeness to such behavior. Secondly, learn to stand up for your rights.

The boss has no right to yell at you. When this situation occurs, just walk away. If you endure, then you will not be treated differently.

Many people think that subordination means "the younger respects and obeys the elder." Yes, but only on condition of mutual respect. A leader should not humiliate his employees. If that's the case for you, run. Run as far as you can from this company.

What to do in case of a conflict with a colleague? Who should yield to whom? Who should listen to whom? Here everything is built on your human qualities. When people understand that they go to the office to work, and not to sort things out, then the work goes on much better.

Communication at work should be working. There are comrades who go to work not to fulfill their direct duties, but to gossip, discuss Marinka from the neighboring department, and spin a tangle of intrigues. Beware of such people at work.

Failure to comply with the chain of command

Business etiquette involves not only the vertical subordination of juniors to seniors. Subordination at work includes a whole system of rules of conduct in which employees perform role functions.

If you follow the rules of subordination, interaction in all planes of activity is more efficient.

These are the three main planes, namely:

The leader is the performer.
The performer is the leader.
Relationships between partners.

In many organizations, the authority of the leader is very high. It follows from this that in a team it depends on the boss how each employee understands the norms of behavior, taking into account subordination. This means that labor discipline is maintained within the proper framework, and employees do not confuse orders with requests or recommendations.

Maintaining order like an army is easier than gaining authority from subordinates.

But there are a few rules that make a leader successful:

If the boss appreciates the work of employees, he does not skimp on praise and adequate monetary rewards.
The ability to take full responsibility for doing business at a critical moment.
The desire to fairly distribute work among subordinates.
Instructions are given without raising their voices, but also without entering into familiarity.
The key principle is money only for the work done.
It is allowed to order only in exceptional cases or if the employee does not fulfill his obligations.

The ability to take full responsibility for doing business at a critical moment is one of the most important qualities of a leader.

The main documents, from the point of view of jurisdiction, are the charter of the organization and job descriptions. Upon admission to work, a contract is concluded that sets out in writing obligations and rights, although ethical standards behaviors are critical. Refusal of them is considered as a violation of labor discipline.

Subordinates must behave with superiors correctly and tactfully in order to maintain a positive attitude in the team. Their further career growth directly depends on the behavior of employees. Therefore, a categorical tone, attempts to “get around” the leader and turn to higher authorities are not allowed. This can be considered as an administrative violation.

No organization can exist without a clearly built horizontal and vertical subordination. Violation entails disciplinary responsibility: both individual and general. In this case, punishment in the form of a penalty is applied to the entire labor collective.

Article 192 of the Labor Code of the Russian Federation considers the types of disciplinary sanctions. Failure to comply with subordination at work entails the consequences in the form of the following penalties:

Comment.
Rebuke.
Dismissal on the basis of immoral misconduct.

A single violation of subordination causes a remark, after which the manager more carefully checks the quality of the employee's performance of his duties. Reprimands are issued both orally and recorded in a personal file. Disciplinary offenses, both single and permanent, become the reason for reprimands.

An extreme measure, dismissal, is allowed when the grossest single violation of subordination is committed, potentially falling under the article on an administrative or criminal violation (for example, beating a leader), or due to regular violations that negatively affect the atmosphere in the team.

A friendly atmosphere in the team contributes to the advancement in business, so the observance of subordination is nothing more than a reasonable measure to achieve a common goal.

Observance of subordination /h3> In order for subordination not to turn into an authoritarian style of government on the part of the leader and not look like respect for servility on the part of the subordinate, it is necessary to understand the key principles that underlie it.

Respect, tact: the most The best way maintain a distance in the workplace - be respectful towards an employee, colleague, boss; the ability to be tactful creates psychological comfort in communication and at the same time does not allow familiarity. Hierarchy - in large organizations, several levels of hierarchy are built: the order is given strictly down one step, requests to superiors are raised in the same way, in other words, it is undesirable to skip levels of hierarchy, the principle of emotional neutrality concerns an equal and equal attitude towards all subordinates and superiors without looking back at gender, age, level of subordination or superiority, significance or role in the team.

The principle of limited availability: it is important for a leader to be accessible to subordinates, but this access must be limited (for example, by strict time frames - reception hours, the presence of a secretary, or otherwise).

The role of subordination is to create a working, calm atmosphere in which the authority of the leader is based on two equivalent principles: respect and distance.

Rules of conduct for the leader to maintain subordination

All rules are based on four principles and, of course, can be supplemented depending on the individual work style of the boss, the field of activity and the psychological climate in the team.

Formulation of rules, their strict observance and control over their implementation by all colleagues and subordinates.

Rationalistic position in relation to the employee: performance of work - effectiveness - remuneration. The manager always hires an employee and evaluates his activity only from the point of view of its practical value and benefit for the common cause.

Responsibility for the team and defending its interests before higher structures. Demanding but fair attitude to the performance of duties by subordinates: maximum efficiency is possible only if everyone in the team knows that his mistakes will be noticed and punished, and his findings will be highly appreciated.

Compliance with the hierarchy in the distribution of duties and orders: only strictly one step lower.

Demonstration of self-righteousness and constant control over the situation: excessive doubt or uncertainty in one's own position is perceived by employees as a weakness.

Equal and even treatment of all employees, which is always associated with the independence of each member of the team and the distribution of responsibility between them.

The ability to encourage employees not only financially, but also psychologically. At the same time, the achievement of a department, a structural unit is a victory for each member of the team without the need to clarify specific names (and even more so - the role of the leader). Criticism is possible only in the address of the work performed. Personal advice is also unacceptable.

Appeal to employees in the form of "you".

The leader has the opportunity to choose a measure of severity while observing subordination: it can be an authoritarian style, in which there is no difference at what point communication takes place, or a freer, more democratic form, when in a coffee shop or buffet, on corporate party or in a joint business game, the distance between him and his subordinates may decrease.

Rules of conduct for a subordinate

The task of the subordinate is to understand the rules adopted in the team, and conscientiously follow them. If any rule is unacceptable, then it is better to voice your disagreement with the manager initially (for clarification, motivation or correction) or refuse to work in this team. If the rules are based on four fundamental principles, then their implementation will not be so impossible. The main thing to remember...

A professional approach to the performance of duties is the key to successful work in any team and with any boss.

Independence and one's own balanced position when discussing issues are rarely combined with a categorical tone and a desire to impose one's position.

The search for constructive solutions for the entire team - the purpose of employee meetings, the demonstration of permanent agreement or permanent disagreement speaks of the employee's unprofessionalism.

Respect is, first of all, the ability to maintain a friendly atmosphere in the team, as well as devotion and reliability not only to the leader, but to the entire team as a whole.

Additional responsibility also increases the rights of the employee: if the manager gives the subordinate new responsibilities, he will calmly respond to his delicate questions about new opportunities and rights.

There are also stereotypes of the behavior of an insecure employee: the fear of violating subordination often turns into inadequate respect for rank and fear of the boss.

Compliance with specific rules of business etiquette will make it easier for a subordinate to maintain subordination and will not cause psychological discomfort.

Who gives a hand when greeting first?

The subordinate always pronounces the words of greeting first, and the boss gives his hand in the event that he considers it necessary or appropriate.

Knock or not?

Definitely - no. Knocking on the head's office is a bad form. Especially if the reception hours are appointed or there is a secretary in the chief's waiting room. Knocking on any office door is now taken as a sign of insecurity, or worse, suspicion that colleagues in the workplace are doing something illegal.

Can I sit in the manager's office?

Can. At the audience - after the invitation of a superior person. At the meeting - without a special invitation.

There are three cases when it is appropriate for a subordinate to get up from the desktop when meeting with the manager:

1. When meeting and greeting the leader as a new boss.
2. On a working morning - the first time a day if the boss has a habit of specifically greeting employees and entering their offices.
3. When meeting a delegation, important guests in the office.

The rules of subordination do not just regulate behavior in the office or any business environment, but simplify the interaction between the employee and the manager. In combination with dignity, tact and respect for the human person, they will make any business communication comfortable and constructive.

The principle of subordination

The principle of coupled inhibition or reciprocity

The principle of conjugated inhibition or reciprocity is based on the type of inhibition of the same name described above and means the occurrence, upon excitation of one center, of simultaneous inhibition of another center to provide chain reflexes and a complex function. An example of reciprocity can be the regulation by the spinal cord of the muscles of the extremities that are opposite in functional purpose. So, when the motor neurons innervating the flexor muscles of the right leg are excited, the motor neurons of the extensor muscles of this leg are reciprocally inhibited and the motor neurons of the extensor muscles of the left leg are excited. The emerging chain nature of the reflexes after this causes excitation of the motor neurons of the extensor of the right leg and reciprocally - inhibition of the motor neurons of the flexors of the right leg and excitation of the motor neurons of the flexors of the left leg. Thus, the reciprocal relationships between these reflexes provide a chain stepping reflex. Reciprocal relationships also take place between the inhalation and exhalation reflexes, when the excitation of the inhalation center inhibits the exhalation center and vice versa, which ensures a rhythmic change of phases in the process of external respiration.

Dominant principle

The principle of dominance was discovered by A.A. Ukhtomsky. The dominant is called general principle activity of the nervous system, which manifests itself in the form of a system of reflexes that dominates for a certain time, implemented by dominant centers that subjugate or suppress the activity of other nerve centers and reflexes. The neurons of the dominant centers acquire a lower level of critical membrane depolarization, i.e. become more excitable, and are able to more effectively carry out the spatial and temporal summation of nerve impulses. Synaptic conduction to these neurons is facilitated and therefore they can also be excited due to “extraneous” impulses from information channels that do not have direct connections with the dominant centers. Due to the summation of numerous EPSPs, the excitation of neurons, as well as the number of excited cells in the dominant center, increases and the reflex reactions carried out by it are easily realized. The predominance of the reflexes of the dominant center over other reflex acts becomes especially pronounced, since through the system of intercalary neurons the dominant center conjugately inhibits other centers and current reflexes. The principle of dominance allows you to concentrate attention and build behavior to achieve a specific intended goal.

The principle of a common final path

The principle of a common final path, described by C. Sherrington, was considered when presenting the process of excitation convergence.

The principle of subordination of nerve centers

The principle of subordination of nerve centers (the principle of subordination) manifests itself in the form of a regulatory influence of the higher located nerve centers on the lower ones. So, the motor centers of the brain control the spinal motor neurons. An example of such an influence is the phenomenon of central inhibition of spinal reflexes discovered by I.M. Sechenov and called Sechenov's inhibition. In the experiment of I.M. Sechenov, stimulation of the visual tubercles of a frog with a salt crystal (i.e., irritation of the reticular formation of the midbrain) led to inhibition of spinal motor reflexes caused by immersion of the frog's foot in a weak acid solution. Consequently, the inhibition of the centers of the spinal cord was a consequence of the excitation of the centers of the midbrain. The termination of this inhibitory control during a break in the cerebrospinal pathways causes a sharp increase in the excitability of the spinal centers and hyperreflexia.

Back afferent principle

The principle of reverse afferentation consists in the receptor perception of the results of the reflex act and the transmission of information back to the structures of the nerve center, where it is processed and compared with the remaining parameters of excitation. Back afferentation is realized in the form of positive or negative feedback. Thus, with the help of reverse afferentation, the nerve centers continuously monitor the effectiveness, expediency and optimality of reflex activity.

Subordination method

Under the subject legal regulation is understood as a set of homogeneous relations in a certain branch of public life, which are regulated by specific rules of law. The subject of legal regulation answers the question of what is regulated by the rule of law. In this sense, statutory (or status) law should be recognized.

Accordingly, the subject of constitutional and legal regulation is a set of methods and means of influencing constitutional law on power relations.

Constitutional regulation is implemented by the following methods.

The method of legal regulation is the means of influencing the norms of the branch of law on a certain type public relations which is the subject of its regulation. The method is directly determined by the subject of legal regulation.

The method of coordination in constitutional law assumes the following:

1. subjects of the federation exercise their rights with the exception of subjects of jurisdiction federal bodies;
2. subjects resolve territorial problems;
3. subjects participate in the formation of federal bodies.

Thus, the method of coordination, as it were, confirms the existence in the literature of the concept of "cooperative federalism" (that is, the unification of federal and republican bodies as partners in the implementation of common function state) and "double federalism" (that is, the creation of federal and republican independent systems sovereignty, enjoying supreme power in their territory). The method of coordination is inherent in the norms of state law, which determine the order of relations between the subjects of the federation, members of the CIS, and participants in international law.

Directive (imperative) method - a method of subordination to power, which does not allow subjects of law to deviate from prescriptions legal norm. For example, the provision of Art. 116 of the Constitution of the Russian Federation reads: “Before the newly elected President Russian Federation The Government of the Russian Federation is resigning its powers."

In turn, the imperative method is divided into the following methods of influence:

Permission (a method that reflects the equality of the parties): “Everyone can freely travel outside the Russian Federation” (part 2 of article 27 of the Constitution of the Russian Federation); “Forcible alienation of property for state needs can be carried out only on condition of preliminary and equivalent compensation” (part 3 of article 35 of the Constitution of the Russian Federation).
Prohibition (prohibition of unlawful actions): “No one can appropriate power in the Russian Federation” (Part 4, Article 3 of the Constitution of the Russian Federation).
Obligation (method of imperious binding): “Organs state power, organs local government, officials, citizens and their associations are obliged to comply with the Constitution of the Russian Federation and laws” (Part 2, Article 15 of the Constitution of the Russian Federation); “Everyone is obliged to pay legally established taxes and fees” (Article 57 of the Constitution of the Russian Federation).

Branches of law use methods of legal influence in various combinations depending on the nature of social relations.

Thus, in relation to constitutional law, the methods of binding and prohibition together form the method of subordination. By assigning a certain range of duties to the authority, the legislator in all cases sets the limits for the implementation of these actions. This restriction is established, as a rule, in the interests of protecting the rights, freedoms and legitimate interests of citizens and other individuals.

Dispositive method - providing subjects with the opportunity to choose within the framework of the law. For example, in part 1 of Art. 117 of the Constitution of the Russian Federation establishes that "the Government of the Russian Federation may submit a resignation, which is accepted or rejected by the President of the Russian Federation."

The constituent method uses specific ways and means of legal influence - a general establishment and constitutional consolidation. The general rule is manifested in the presence in the system of constitutional law of a multitude of so-called initial starting points, which are of a general regulatory nature and are expressed in the primary rules of law. Such norms are contained in the Constitution of the Russian Federation, constitutional federal laws or federal laws. These are norms-principles, norms-definitions, etc. Constitutional provisions are of a general, universal nature, they are addressed to all or many types of subjects, as a rule, they do not give rise to specific legal relations, being realized in general constitutional relations. For example, Art. 10 of the Constitution of the Russian Federation: “State power in the Russian Federation is exercised on the basis of division into legislative, executive and judicial. Legislative, executive and judicial authorities are independent”. The general establishment acts in the form of the constitutional fixing.

Constitutional law, applying the named methods of regulation, ensures the normal functioning of the institutions of state power, guarantees democracy. Through various methods of regulation, the fundamental rights and freedoms of man and citizen are also guaranteed.

The combination of the above methods in constitutional law is explained by the following circumstances:

Firstly, constitutional relations are always public-political relations, their regulation is carried out on behalf of the state and through acts of a state-imperious nature.
Secondly, constitutional regulation combines the methods of general regulation for all branches of law and private political regulation of public relations.
Thirdly, constitutional regulation determines the status of subjects of legal relations.
Fourth, constitutional regulation is based on the constitution and federal laws.
Fifthly, constitutional regulation determines the procedure (procedure) for the exercise by the subject of constitutional legal relations of their powers on the basis of the material powers of the subjects, for example, consideration by the State Duma of the draft state budget is preceded by its preparation by the Ministry of Finance and the Government of the Russian Federation.
Sixth, in constitutional regulation, permissions, prescriptions and prohibitions are used, which are formulated in uniform rules.
Seventh, constitutional regulation establishes constitutional and legal responsibility for the subjects of public relations. For example, if the procedure for pre-election campaigning is violated, the registration of deputies is cancelled.

Thus, the foregoing allows us to recognize the position of those authors who determine the specifics of constitutional and legal regulation based on a combination of methods of “general regulation (general provisions) for some and detailed regulation for other political social relations”. In their opinion, the peculiarity of the constitutional and legal regulation also consists in determining the unity of the material and procedural principles.

Medical subordination

Subordination in medicine also provides for a feedback relationship in the team, when juniors, nurses or nurses need to turn to the elders. It will be correct if the nurse solves all service issues with the nurse, and the latter with the senior nurse.

It is completely unacceptable for middle and junior medical workers to contact the head of the department or the management of the institution directly. This can only lead to their being overwhelmed with issues that can be addressed at the nurse or chief nurse level.

Strict observance of subordination between employees will be the key to organization and good performance of the entire team, high discipline and the establishment of deontologically conditioned relationships between medical workers.

The ethical side of subordination in medicine does not provide for formal official subordination based on purely disciplinary requirements, but relationships due to such moral and ethical approaches of senior officials to junior officials and vice versa as benevolence, mutual respect, tact and a sense of comradely mutual assistance. Compliance with these simple moral and ethical requirements that are accessible to everyone raises the entire complex of relationships in the medical team to a higher professional level, turns the humanism of doctors into a daily need for each of its members.

home nurse is a direct assistant to the chief physician and his deputies in the medical department. This position has been introduced in regional, city and central district hospitals. The head nurse organizes and coordinates the work of all middle and junior medical staff, and with the participation of hospital doctors, organizes and carries out advanced training of their qualifications, including on issues medical ethics and deontology.

In the work on the deontological education of middle and junior medical personnel, the role of the council of nurses is great. All the main issues related to work, relationships in the team, organization of patient care, discussion of mistakes made and measures to prevent them are submitted for discussion. The issues of creating a favorable moral and psychological climate in the team are not overlooked.

An effective form of education of young medical specialists is mentoring.

Subordination system

Since childhood, each person is instilled with respect for elders and the rules of behavior in society. Briefly, this can be formulated as follows: "The younger must respect the elders, and the subordinate must respect the authorities." It sounds a bit paramilitary, but at work, as in war: without order, rules and subordination, any tactic will be a failure! Any process of joint work needs the placement of workers, timely control, as well as debugging relations between its participants. These relationships are always built on power and submission. Respect by the boss of a subordinate and vice versa, mutual distance, compliance with established rules and constitute such a thing as subordination. And most workers perceive it as a necessary condition of work, and not as an infringement of their rights.

Subordination comes from the Latin word subordinatio, meaning subordination, and is a system of service relations associated with a hierarchy, the subordination of some leaders, together with their divisions, to leaders of higher levels. Such regulated relations are the subject of subordination. The content of subordination is following the established rules of interaction between persons of different hierarchical levels (managers of various levels and ordinary employees) within the labor collective, organization, institution.

Subordination provides for a respectful relationship between a superior and a subordinate, a special procedure for issuing orders, orders by the superior, as well as reporting the results of their implementation to subordinates. In addition, the rules of subordination regulate the appeal of the actions of the chief to a superior. The head of the lower level (together with his subdivision) is subordinate to the heads of the upper levels.

Subordination system

A clearly regulated system of business relations allows us to achieve well-coordinated work of the entire team, united by a common goal. Many people can work on the same task. Each employee at his workplace must clearly know which of the other colleagues he interacts with, whom he has the right to ask, and who has the right to ask him.

Subordination implies strict and unquestioning subordination (depending on the official position held by the person in the company, position) of junior seniors and is based on the principles of service discipline. A striking example of a system of subordination is the mechanism for regulating relations adopted among military personnel. However, practically in any collective from the state sphere the principle of subordination is observed at all levels.

In commercial organizations with more than one leader, the introduction of a system of subordination of juniors to seniors is also mandatory. This becomes especially relevant with an increase in the number of employees and expansion of the company's functions. Then there is a direct need for chiefs, each of whom manages his own unit. The head of a small company may be one or two steps apart from those at the lowest organizational level, and in large organizations there may be more than a dozen managerial positions between the steps.

Meanwhile, experts come to the conclusion that a short hierarchical chain is optimal, otherwise there is a high risk of problems associated with the remoteness of ordinary employees from top-level managers. In foreign companies, there is a trend towards a reduction in the length of the hierarchical ladder and an increase in the role of horizontal service relations. At the same time, the opportunities for making organizational decisions by ordinary employees are expanding. But, regardless of the length of the management chain, any head of the unit has the authority to make decisions solely within the limits of his own official responsibility.

For your information. Strict observance of subordination implies that each leader must automatically transfer to higher levels the solution of those tasks that go beyond the boundaries of his competence. After all, "jumping" through the steps of the management structure can reduce the authority of the higher leadership.

Subordination as the basis of corporate etiquette is based on the provision on the rules of labor discipline or "unwritten laws" that are transmitted orally to newcomers. The rules of the labor schedule imply that discipline is observed in relations within the team and they are strictly within the framework of work. Each employee has a direct supervisor, whose instructions must be carried out. In case of disagreement with the actions or orders of the management, you can appeal them in the manner prescribed by the working regulations, without violating subordination and not "over the head" of the immediate supervisor. Following the rules of business communication is one of the most important components of success today. The ability to observe subordination is a significant element of professionalism.

Standards of conduct are not only for subordinates

Violation of subordination is a common phenomenon. Most often this is expressed in violation of labor discipline. Penalties are reprimand, reprimand and dismissal with the obligatory execution of reports or explanatory notes.

Nevertheless, each of the employees may have their own idea of ​​​​the boundaries of what is permitted. In order to avoid conflicts in the internal labor regulations or in the job description, it is useful to state in detail what exactly is considered subordination and its violation. As for ordinary employees, there are fixed rules for observing subordination and measures of responsibility for its violation, so for management there are rules and techniques that allow you to increase the level of business communication and your own authority, and avoid mistakes. Just the leader lays the foundation for the psychological climate in the team, defining patterns of behavior.

Experts identify some rules of business communication for managers:

1) in case of non-fulfillment of tasks by employees, make comments. But criticism should take place in a harmless form for the subordinate and concern not some of his personal qualities, but professional shortcomings;
2) do not discuss personal problems with subordinates and do not give advice. Distance must be maintained on both sides;
3) under no circumstances show your subordinates that you are no longer in control of the situation, even if this happened;
4) be fair. Any, even insignificant success should be encouraged;
5) reward your team with a kind word even when success is achieved mainly due to your efforts. Without the help of employees, the tasks set would not have been fully implemented;
6) do not create favorites: their appearance causes envy and enmity in the team. Treat everyone equally to maintain a healthy work environment;
7) not to scold the guilty in public. Such humiliating treatment is unacceptable. Such tactics of behavior can not only seriously offend a person, but also cause a serious nervous breakdown;
8) when communicating with subordinates, be correct, and give orders according to the levels of the hierarchy;
9) observe the principle of emotional neutrality in relation to subordinates. Treat everyone equally and with restraint. Personal likes and dislikes are out of place;
10) regulate the procedure for obtaining access to you by employees.

The foundations of subordination are a universal concept. But each organization sets its own measure of the strictness of their observance. The lack of business ethics and norms of behavior negatively affects the working atmosphere, the mood of the entire team, which can lead to violations of discipline and failure to complete tasks.

 

It might be useful to read:

• The term for the purchase in the schedule What does the letter e mean in the schedule;
• The most comprehensive review and test of the SJCAM SJ4000 WiFi action camera;
• How is the consideration of the first parts of applications for participation in the electronic public procurement auction?;
• What criteria does a customer choose a supplier for?;
• Xiaomi surveillance cameras: an overview of the range of devices Firmware Xiaomi Yi Ants;
• A public offer is a targeted invitation to a deal!;
• Warranty;
• IP Camera Xiaomi Yi Smart CCTV with IR Light Connection xiaomi yi ip camera;