Analysis of the activity of the consulting organization "preventiva". Consulting is a type of professional service Structure of a consulting company scheme

Consulting (English consulting - consulting) - a type of professional services (as a rule, paid), provided to corporate clients interested in optimizing their business.

IN general case consulting activities include analysis of the client's existing business processes, substantiation of the prospects for the development and use of scientific, technical, organizational and economic innovations, taking into account the subject area and features of the client's business.

Personal consulting is a new area of ​​consulting related to individual consulting on the problems of relationships between people, organization of individual rhythm and pace of life.

Unlike psychological counseling, aimed at solving the psychological problems of the individual, aims to create strategies personal development, adjustment of consciousness, formation of a system of relations.

Types of consulting services

The range of problems solved by consulting is very wide, in addition, the specialization of companies providing consulting services can be different: from narrow, limited to any one area of ​​consulting services (for example, strategy, ecology, labor organization, investments, personnel policy, finance , taxes or IT), to the widest, covering the full range of services in this area. Accordingly, each provider of consulting services puts its own meaning into the concept of consulting.

Consulting solves issues of managerial, economic, financial, investment activity organizations, strategic planning, optimizing the overall functioning of the company, doing business, researching and forecasting sales markets, price movements, etc. In other words, consulting is any assistance in solving a particular problem provided by external consultants.

The main goal of consulting is to improve the quality of management, increase the efficiency of the company as a whole and increase the individual productivity of each employee.

Recently, the most demanded service of consulting companies is the construction of management systems in organizations.

1. SDM group
2. McKinsey and Company
3. Boston Consulting Group
4. Bain and Company
5. Booz Allen Hamilton
6. Monitor Group
7. Mercer LLC
8. Deloitte
9. Oliver Wyman
10. PricewaterhouseCoopers
11. L.E.K. consulting
12. Ernst & Young
13. A.T. Kearney
14. IBM Global Business Services
15. Accenture
16. The Parthenon Group

Structure of a consulting company

senior partner- the owner of the business, has a percentage of the company's profits, manages the organizational issues of the company and communicates with the most valuable customers.
Partner- may have a percentage of the company's profits, but more often receives a percentage of the profits of only his projects, is responsible for organizational issues and personnel policy some part of the company (department, department), mainly engaged in the search for customers.
Project manager. The project manager has a large fixed salary and a percentage of the project's profits. He manages one or more projects, together with a partner, and determines the composition of the team for each project. He also presents the results of the work to the client, communicates with the client in the process of setting the task.
Senior consultant. Payment = fixed payment + bonus. The senior consultant performs the role of a Field Manager, that is, he leads the team in the course of daily work, communicates with the client while receiving the necessary working information from the client and in the process of agreeing on the results of the work.
Analyst. Fixed payment. The analyst performs the main analytical work on the project.
Consultant. Pay = fixed pay + bonus, does all the hard work.

Strategy of consulting companies.

The growth in demand for consulting services and the rapidly growing number of management consultants have led to the emergence of competition in this field of activity. Therefore, to ensure the successful conduct of business, both the management of consulting companies and individual consultants must be clearly aware of their competitive advantage in the consulting services market and develop your strategy.

Strategy- this is a plan of action for the company (consultant) to gain an advantageous position in the market and achieve a sustainable competitive advantage. The strategy of a company, including a consulting company, changes over time under the influence of new management plans and actions taken in response to unforeseen circumstances.

When developing a strategy, the reaction to changes in the external environment is taken into account. Windows of strategic opportunity are constantly opening up, requiring adjustments to individual elements of a detailed strategy. Window of opportunity includes new technologies, competitor moves, changing customer needs, unplanned cost increases or decreases, new laws, and so on. .

The strategic choice primarily concerns the range of consulting services that can be offered to clients. This allows you to understand the essence of a consulting company, its profile, purposefully market services to potential clients and concentrate the company's capabilities on strategically priority areas. The set of consulting services includes:

functional areas (finance, marketing, image, production, sales, supply, etc.);

business problems (creation of a joint venture, merger, reorganization, etc.);

special approaches to solving the problem (assessment of the complexity of work, maintaining accounting, inventory management, market research models, etc.);

special approaches to the consulting process that are adapted to the characteristics of the client's organization;

additional services (training of management personnel, technical training of personnel, production of training materials, research, etc.).

The listed types of consulting services can be combined in various ways.

The next aspect of service specialization that is taken into account when formulating a strategy is the definition of core customers. This takes into account:

the size of the organization of the potential client (small, medium, large);

industries (energy, transport, healthcare, banking, etc.);

property (private, state, mixed);

geographical distribution (city, district, region, whole country, other countries);

the complexity of the client organization's management system;

the maximum possible number of clients served.

Developing a strategy for a consulting company also includes the possibility of collaborating with other companies and consultants. Some companies and consultants only participate in projects for which they have all the necessary resources. They do not cooperate with their colleagues and prefer to remain independent. Other companies and consultants are ready to cooperate.

When developing a company's strategy, existing and potential markets for consulting services are assessed.

Existing market research is based on an analysis of the relationship between a company (consultant) and its current clients. It assesses whether the right clientele is chosen, how strong are the ties that facilitate cooperation with clients, as well as the correspondence between supply and demand for services.

Researching a potential market means more than just looking for addresses of firms and general information about them. To analyze the potential market, various sources of information are studied (business publications, reports, magazines, official statistics, stock information, individual contacts, interviews, etc.). Mistakes in assessing a potential market lead to an unjustified loss of customers or unproductive marketing costs.

Simultaneously with market research, an analysis of the activities of competitors is carried out in the following areas:

customers served by competitors;

a set of services offered by competitors;

competence of competitors;

approaches used in counseling;

image of competitors;

strengths of competitors that can be copied, improved and used to your advantage.

Whether or not to take an active part in the competition is an important strategic decision for any company (consultant). Some consulting companies seek to avoid direct competition by offering services that cannot be obtained from competitors.

Strategy development also includes an analysis of the external environment: the political climate, encouraging or restrictive government policies, labor laws, etc.

Each company and consultant monitors the state of the overall business climate. During a prosperous period, markets for consulting services expand rapidly. In the context of the economic downturn and cost savings, the demand for consulting services is decreasing, but not necessarily the same for all types of services. Services that are essential to the survival of the customer's organization and the improvement of operational efficiency may generate increased demand.

Like any product, consulting services have a life cycle. They go through stages of design, testing, market launch, growth, maturity, and decline. When developing a strategy, the consultant analyzes the life cycle of his services in order not to offer clients services that are not in demand, and to introduce new types of them in a timely manner. To do this, consulting companies and individual consultants analyze the effectiveness of the services offered. This is achieved by classifying services based on their contribution to the company's revenue, growth rate, development and marketing costs. Further analysis reveals:

services whose revenues are not growing, but make up a significant part of the company's total income;

services whose revenues are growing rapidly, but their share in the total income of the company is small;

markets in which services are or are not in demand;

services that place high demands on marketing, etc.

As a result of the analysis of the effectiveness of the services offered, it seems possible to make one or another reasonable decision to adjust the strategy of the consulting company (consultant).

Described analytical work allows you to develop a competitive strategy for a consulting company (consultant). To develop the strategy, if possible, the entire staff of the consulting company is involved, which stimulates team cohesion and reduces centrifugal tendencies.

Legal forms of consulting business.

In most countries, management consultants may use one of several legal forms of business organization. The choice of a specific legal form depends on a number of factors, which include: the legislation of the country, taxation, the specifics of reporting, the type of liability, etc.

In international consulting practice, several legal forms of companies (firms) are used: sole proprietorship, partnership, corporation.

sole proprietorship is the property of one person or family. The owner is liable for his obligations with all his property. Such an enterprise may be registered as an independent enterprise or as a branch of another. As a rule, enterprises with a small number of employees have the form of sole proprietorships.

The Sole Proprietorship is a simple form suitable for those starting a consulting career with work experience, or for those who prefer to remain completely independent.

In Ukraine, a sole proprietorship in the consulting business is a fairly common phenomenon.

partnership is a common form of business in consulting. It is associated with the conclusion of a contract between two or more persons who decide to create a firm and combine their knowledge, resources, and also distribute income, losses and responsibilities among themselves.

The benefits of a partnership include:

division of labor in order to optimally use the qualifications of partners;

the ability to perform more complex projects;

continuation of business in the absence of one of the partners;

better use of resources such as office space, equipment and secretarial services.

The disadvantages of a partnership are:

unlimited liability of each partner for errors and obligations of other partners;

the need to reach agreement on every important decision.

The partnership is not limited in size, but in practice such firms employ relatively few management consultants.

In Ukraine, a partnership may have the following legal forms: sole proprietorship, additional liability company, general company, limited company.

Corporation . Many consulting companies are created like corporations. Such companies have two distinctive features:

This is a legal entity that exists separately from the owners, i.e. does not cease to exist after the exit from the business of one of the owners or his death.

The owners are not personally liable for the obligations of the corporation.

The main advantages of a corporate merger are:

the possibility of changing the number of co-owners;

opportunity for individuals be both the owner and employee of the corporation;

separate taxation of personal and corporate income.

In different countries, consultants use special patterns of using the corporate form - their shares are usually not traded on the stock exchange, and ownership is retained for a group of senior consultants (officials). Promotion to this level of the hierarchy may include an obligation for the consultant to purchase a certain number of shares in the corporation. The maximum number of shares that one member of a corporation can own is often limited. When retiring or leaving the corporation, the owner must resell his shares in the company, thus returning his money.

In Ukraine, this form of ownership is used, as a rule, in the form of limited liability companies, although the possibility of using such legal forms as open or closed joint stock companies is not excluded.

Other legal forms of advisory service . There are consulting structures, for example internal consultant units, which are not independent. In this case, the legal entity is not the consulting unit, but the organization to which it belongs.

Typical organizational structure of a consulting company.

Management consultants most of the time work in client organizations in a temporary team. After the completion of the consulting project, the team is disbanded and the next project is carried out by a newly formed team with a different composition of consultants. For the stability of the internal organization, permanent divisions are created in the company, to which consultants are attached. Organizationally, consulting companies, as a rule, are formed according to the divisional principle.

Functional divisions . Such divisions are formed according to the main management functions, for example, general management, finance, marketing, personnel, strategy, etc.

A consulting project may include work on only one management function (for example, marketing), in which case the consultant team may be staffed by one unit. Complex work on several functions is carried out by a team formed from different departments.

Industry divisions (for example, construction, banking, international trade, transport, health, etc.) are created if there is a sufficiently high demand for these types of services. With enough work, such a unit can become relatively closed.

Geographic (territorial) subdivisions are created to get closer to customers and reduce transport, postage and other costs.

Such divisions are formed in the form of a regional office or branch.

Regional office is a small division and is created for the purpose of marketing and communication with customers in limited geographical areas. Such divisions are staffed by several well-educated management consultants who carry out consulting projects in conjunction with consultants from the parent company.

Branches are fully staffed units and able to handle most projects with their own staff. They are effective if the volume of work in a given area is relatively stable. For example, a number of foreign consulting companies such as, BSCG,EERNST& YOUNG,PRICEWATERHOUSECOOPERS,SB SOLUTIONS,ADAPTATION, have their branches in Ukraine.

Figure 4.1 shows a diagram of a typical organizational structure used by a number of large consulting companies in various countries.

Fig 4.1. Typical organizational structure of a large consulting company

The type of senior management of a consulting company depends on its size and legal form of business organization. In corporations, this is the board of directors. In small companies, the top manager is the managing director.

IN big company a management committee may also be formed, which includes members of the external council.

The key position in the management hierarchy of a large company is occupied by the managing director (president, general director, etc.). As a rule, this is an experienced consultant who has the ability to manage a specific team. Some companies invite their top management from the outside, choosing from individuals who have shown themselves to be good leaders and not necessarily worked as consultants.

The management of the consulting company pays great attention to the marketing of their services. Marketing strategy decisions are discussed and made at the highest level. One of the top management representatives may be appointed as the head of marketing. This manager is responsible for preparing and presenting market analysis, marketing strategies and spending. To perform these functions, a group of employees may be allocated to him.

Regardless of the scale of activity, the number of representative offices and the amount of work performed, the work of departments of consulting companies is organized approximately the same. The hierarchical structure of most large companies includes the following positions:

Support staff - employees of the library, personnel department and production department.

Business analysts are employees who have not yet graduated from higher educational institutions.

Junior consultants are mostly business school graduates with little work experience.

Senior Consultants are MBA holders with two to three years of consulting experience.

Managers or group leaders.

Partners and managing directors who started their activities in the company, as a rule, from the lower levels of the hierarchical ladder and advanced in the service.

The management of consulting companies prefers to replenish their staff from their own staff. The promotion of a consultant through the ranks depends on the quality of his work and services to the company. Official records performance reports, which are usually provided twice a year, have a direct impact on the consultant's career and salary. When assessing the qualifications of specialists, firms tend to use the same set of criteria: analytical skills, the ability to make presentations, manage people, and managerial experience.

At each step of the hierarchical ladder of a consulting company, the consultant is required to have appropriate professional knowledge and skills. Table 4.1 lists the positions of the consultant and the corresponding qualification requirements.

Table 4.1

The relationship between the position held and the requirements for the qualification of a consultant

Business analysts focus in their work on developing analytical and communication skills. In the positions of junior and senior consultant, the staff of a consulting company acquires more complex skills and knowledge within the framework of project management and a specific industry. Managers and team leaders must be able to manage customer relationships. At the highest professional level, partners (managing director) create new business and engage in activities aimed at the growth and recognition of the company: conduct public speaking, publish articles in newspapers and magazines, establish and maintain professional and personal relationships with a huge number of people.

A typical division consists of approximately 30 people and as the company expands, the division may split into two units.

Consulting project management.

A key role in managing the execution of a consulting project belongs to the team leaders or the project manager. Their functions include negotiating with clients, carrying out the preparatory phase of a consulting project, and managing a team of consultants who carry out subsequent phases. The general interdisciplinary task is managed by well-rounded generalists, while the functional tasks are usually led by experienced professionals in marketing, finance, or other functional areas.

The project manager is vested with full authority and is responsible for scheduling the work of consultants, scheduling and organizing work.

If the task is small and the team is small, a team leader is appointed to lead the team, who controls the execution of several projects at the same time. His responsibilities include periodic visits to the consultant team to manage project execution.

At the preparatory phase of organizing the work of the team, the workplaces of consultants are determined, a separate room is allocated for contacts with the client's employees, the consultants and the client are instructed, the team of consultants is introduced to the client and the consultants are familiarized with the client's organization.

During the project implementation, most issues are resolved on site by consultants with the consent of the client, i.e. counseling requires a significant decentralization of operational decision-making and control. Therefore, self-discipline and self-control of consultants is a decisive factor in the execution and control of the task.

From the first working day, the consultant begins to keep a diary, where he records all his activities during the implementation of the project in chronological order. The consultant is advised to adhere to the daily routine adopted in the consulted organization, starting work a little earlier and finishing a little later. On the one hand, this allows you to maintain your image, and on the other hand, it ensures the constancy of monitoring the staff.

The consultant may be tried to be used in the internal politics of the organization or drawn into intrigues, from which the consultant must evade in a timely manner.

The team leader visits the organization as often as circumstances require, usually once or twice a month. Such visits become more frequent if the consultant is new or the project is having difficulty.

Together with the client, the team leader checks whether he is satisfied with the overall progress of the work, the team of consultants, the relationship that has developed between the consultants and the client's employees, whether the client fulfills all the obligations assumed.

In order to make control more effective, the client organization, for its part, develops its own method for checking the completion of the task. All interim reports of consultants stipulated by the contract are studied, opinions of employees working together with consultants are analyzed, etc.

If necessary, a decision is made jointly with the client to adjust the work plans.

Periodically, the project or group leader draws up reports for the management of the consulting company, on the basis of which, for example, monthly reviews are compiled for all projects carried out by the company.

Based on such reviews, successful and problematic projects are identified. In the first case, at the final stage of the project, the company's management plans to visit the client to provide him with the results of consulting and prepare the team for the implementation of the following projects.

Problematic projects are considered in more detail, especially if the project or team leader is not able to independently solve the problems that have arisen.

In addition, the company's management during the project implementation controls the timeliness of payment of invoices.

Recruitment in a consulting company.

Due to fierce competition between applicants, consulting companies have developed a variety of selection methods the best specialists. Of particular popularity in recent years has become an interview with the implementation of situational tasks. The interview lasts from 30 to 45 minutes and includes:

greeting (1-2 minutes);

discussion of the summary (5-10 minutes);

situational task (20-30 minutes);

questions and completion of the interview (3-4 minutes).

Greetings. The assessment of the applicant begins from the first moment of acquaintance. The manner of dressing, behavior and many seemingly insignificant details (openness, confidence, nervousness, etc.) are noted.

Summary discussion. After the greeting, the interviewer discusses issues related to the applicant's resume: work experience, education, extracurricular activities, hobbies, etc. The interviewer finds out the strengths and weak sides applicant, evaluates his professional and personal suitability for work in the company.

situational task designed to test the applicant's ability to think and act as a management consultant under the stressful conditions of a business meeting. By modeling the role situation "client-consultant", the interviewer observes the actions of the applicant. Such assignments are deliberately abstract, usually vague, perplexing, and often involve technical problems that seem intractable.

A situational task can relate to almost any problem. For example, the applicant may be asked to answer the following questions:

How much does a Boeing 747 airliner weigh?

How many gas stations are there in the US?

Why are manhole covers round?

What should banks do with cashiers in connection with the expansion of the ATM network?

Is it better for a cannery to market pitted or pitted olives?

In itself, the response to the situational task is less important than the approach that the applicant demonstrates in working on the problem. Just getting the right answer is not enough. The answer should be rational, systematized and convincing. At the same time, such a criterion as the “correct answer” may be absent, and the interviewer may not know the correct answer.

Questions and closing the interview. After discussing the situational task, the interviewer invites the applicant to ask questions of interest to him. With his questions, the applicant must convince the interviewer of his interest in getting a job in this particular company and confirm his readiness to start work immediately.

At the end of the interview, the applicant tries to leave good last impressions about himself at the moment of parting.

Training of consultants in consulting companies.

Everyone who starts working in consulting should have a good education and preferably several years of practical work. However, this profession requires the consultant to have additional knowledge and consulting skills that are difficult to acquire in an educational institution.

This is due to three reasons. First, advising on how to work is not the same as actually doing the job. The budding business analyst or junior consultant (intern) must recognize this difference and acquire consulting-specific skills.

Second, the depth and breadth of the technical knowledge required to advise clients is usually insufficient.

Thirdly, the trainee becomes a member of a company that has chosen a specific consulting strategy and ethical standards. It is necessary to familiarize the new employee with this to make sure that he can assimilate the values ​​practiced in the company.

Most effective learning an intern is considered to acquire practical experience in working with clients. In addition, the trainee learns from his experienced colleagues and in special courses.

The purpose of training is to provide the consultant with the ability and confidence to perform tasks in their area of ​​management. In other words, during the training, the consultant must acquire the appropriate technical skills, interpersonal skills and consulting skills (to meet the requirements for a consultant).

The initial training program includes three main components: training courses, practical field training in client organizations and individual training.

Courses of study cover the basics of management consulting. As a rule, these are day courses lasting from two to twelve weeks. Large consulting companies can also afford longer courses at their own headquarters or in specially trained centers. Smaller companies send their interns mainly to external management consulting courses.

Field training must develop practical skills, demonstrate counseling in action and shape the attitude of trainees to the profession based on their own experience. When planning this part of the training, a consulting company can be more flexible if it has a sufficient number of clients willing to accept experienced consultants (mentors) with trainees.

Individual training involves independent study by the trainee of professional literature, final reports on counseling, instructions and other documentation.

The training process is closely monitored by consultants who are in contact with the trainee. At the end of the training, these consultants evaluate the success of the training. If necessary, experienced consultants suggest corrective measures to expand the curriculum. Evaluation also helps improve the consulting firm's training programs.

If, in the opinion of the management of the consulting company, the trainee does not meet the requirements for a consultant by the end of the training course, the question of the advisability of his further work in the company is discussed.

Organizational culture in consulting companies.

Despite their high level of knowledge and qualifications, or precisely because of these qualities, consultants are difficult to manage. Many of them are accustomed to working independently and solving problems without waiting for any instructions or control from management. They tend to have their own concept of management consulting in a professional company: managers are responsible for creating favorable conditions for the professional to work (including finding a new job and guaranteed funding), but should not interfere with ongoing projects and assignments. Some consultants reject any control or interference in their work, others are ready to accept the intervention of management, but on the condition that it comes from a respected and experienced colleague.

Some consultants are comfortable working as employees because they do not want to be burdened by the administrative and marketing problems that are characteristic of the work of a lone consultant. Others are drawn to the benefits of teamwork and the opportunity to collaborate with colleagues to solve complex managerial problems. For the third group of consultants, work in a consulting company is mainly a path to knowledge and experience. This category of consultants is aimed at the prospect of creating their own consulting or other business.

Which opinion is predominant depends on the organizational culture of the consulting company.

A company can be nothing more than a "collection of individuals" and act as a recruitment agency whose main goal is to find work, keep consultants employed, and keep the company on a regular basis.

In contrast, leading consulting firms focus on building team spirit, sharing information, participating in management, and instilling a sense of pride in the honor of being an employee of a professional company. In such companies, respect for the employee is the norm, but at the same time, management in every possible way opposes “centrifugal” aspirations.

In consulting companies, turnover rates are quite high: 15-20% turnover per year is considered the norm, 5-10% is low. The reasons for the dismissal of consultants from companies are:

differences of opinion on how to conduct counseling;

dissatisfaction with the pace and methods of career advancement;

creation of own consulting business;

transition to another field of activity.

In large consulting companies, staff turnover is usually higher than in medium and small companies. This is also due to the fact that many aspiring consultants are hired by large, prosperous companies in order to quickly gain multilateral experience, but do not intend to devote themselves to the profession of a consultant in the future.

Introduction

1. Description of the enterprise

1.1 The main activities of the company

1.2 Services

2. Organizational structure of the enterprise

3. Business processes

4. Enterprise information system

5. Document flow in the consulting association "Preventiva"

6. Improving the quality of consulting activities

Conclusion

List of sources used

INTRODUCTION

The consulting business in Russia is a very young and intensively developing service industry. The high dynamism of this business is associated with two main reasons at once - with the almost complete absence in Russia of any consulting system focused on a market economy, as well as with the high demand for consulting services created in the conditions of the development of the domestic young transitional economy.

Among the key services provided by consulting companies are audit, tax and financial consulting, legal services, management consulting, and other consulting services that provide the opportunity to conduct a civilized market activity.

The very enumeration of the services provided by consulting firms allows us to highlight some of the features of this business, which play a huge role in terms of the formation of a personnel system and its management.

The object of study in this term paper is Consulting Association “Preventiva”.

In the course of the study, a system for improving the quality of a consulting organization will be considered.

1. DESCRIPTION OF THE ENTERPRISE

1.1 The main activities of the company

Association "Preventiva" is a group of companies of the same name in the Siberian Federal District, providing professional services in the field of comprehensive business support and consulting.

The name “Preventive” was not chosen by chance: from the Latin language “preventus” is translated as “forewarned”.

The company helps taxpayers navigate the business world by informing them of all changes current legislation solving financial issues related to taxation and accounting, optimizing costs, reduces risks; warns of possible adverse consequences that may arise in the course of entrepreneurial activity.

The consulting association was founded in 2002.

The formed team of professionals, the existing system of quality standards in the provision of services, effective management of the enterprise, built external and internal communications allow the association to occupy a leading position among consulting enterprises in the West Siberian region.

1.2 Services

Services for individual entrepreneurs

Business support for individual entrepreneurs, from registration to termination of activities:

Subscription service for an entrepreneur, for all types of taxes;

Preparation of quarterly tax returns;

Accompanying tax returns to the IFTS;

Formation of receipts for the payment of quarterly tax and contributions to the Pension Fund;

Consulting on tax legislation;

Payment of taxes through Sberbank of the Russian Federation;

Formation and maintenance of information on contributions to the Pension Fund for the year;

Reminder and informing about upcoming tax payment deadlines;

Reconciliation with the IFTS, PF for taxes and fees.

Services for legal entities

Restoration of accounting:

Sorting and processing of primary documentation;

Analysis of the primary documents of the organization for their compliance with the approved forms;

Verification of the correctness of registration of the necessary registers, restoration and compilation of accounting registers;

Checking the correctness of the calculation of tax payments and the preparation of tax returns;

Consultations on further accounting.

Based on the results of the restored accounting, our specialists will draw up forms of tax quarterly and annual accounts and hand them over to the IFTS.

Maintaining personnel records

Maintaining personnel records (subscriber services for personnel records);

Audit of personnel records management;

Development (examination) of local normative documents(including labor protection);

Restoration of personnel records management;

Protection of interests in resolving labor disputes.

HR audit

Assessment of the current state of personnel records management;

Identification of violations (non-compliance) of the current labor legislation in local regulations(the main documents regulating the activities of employees in your organization);

Identification of errors in the preparation of personnel documents;

Evaluation of the correctness of maintaining the necessary magazine forms registration of personnel documents;

Identification of missing local regulations that are mandatory for each organization;

As part of the audit of personnel documentation, a review and comprehensive audit is carried out.

Review audit- identification of the main risks associated with the registration of labor relations; optimization of HR procedures.

Comprehensive (continuous) audit- verification of documentation for each employee, using the method of continuous sampling in detail.

Development (examination) of local regulatory documents, organization of labor protection

In the field of labor legislation, the consulting association develops the following documents:

- employment contracts with employees;

Internal labor regulations;

Regulation on the protection of personal data;

Regulations on the protection of official (commercial, other legally protected) secrets;

Liability agreements;

staffing;

Regulations on professional training, retraining and advanced training of employees;

Regulations on certification of employees.

As part of the organization of labor protection:

- organizing and carrying out activities for certification of workplaces in terms of working conditions;

Development of regulations on labor protection;

Development job descriptions and instructions on labor protection;

Develop schedules for on-the-job training.

Information and consulting support, protection of interests

Online consulting on complex issues of the current labor legislation of the Russian Federation and personnel records management;

Consulting assistance to the manager, accountant, personnel officer on complex issues of the labor legislation of the Russian Federation.

Representation of interests during inspections by the state labor inspectorate of compliance with labor legislation and labor protection legislation.

Representation of interests in the labor inspectorate;

Preparation and transfer of documents requested by the labor inspectorate;

Communication with labor inspectors;

Preparation of documents on the implementation of the instructions of the labor inspectorate.

Work performed during subscription service:

1) Consultations:

Consultations by phone and in person on tax legislation;

Advice on labor relations and personnel work.

2) Conducting personnel work of the Customer:

Compilation and changes employment contracts with employees;

Registration of orders for employment, vacation, dismissal;

Development of agreements on full liability;

Maintenance of personal cards of employees;

Registration of work books;

Drawing up internal standard provisions of the Customer;

Preparation of job descriptions;

Preparation of the necessary accounting journals;

Drawing up memos for conducting personnel work;

Providing the necessary unified forms of documents.

3) Accounting services:

Keeping a book of accounting for expenses and income;

Keeping a book of income;

Keeping a book of expenses;

Keeping a book of purchases;

Keeping a sales ledger;

Keeping logs of incoming and outgoing invoices;

Processing of primary documentation;

Payment wages and advance payments to employees;

Calculation of payments for pregnancy;

Calculation of payments for temporary disability;

Maintenance of tax cards 1-NDFL for employees.

4) Tax reporting:

Calculation and filling of the declaration of income;

Calculation and filling of the tax declaration for the unified social tax (for the customer);

Calculation and filling out the calculation of advance payments and declarations for the unified social tax;

Calculation and filling out the statement to the social insurance fund;

Calculation and completion of the declaration single tax on imputed income;

Calculation and completion of the declaration for a single tax on imputed tax in connection with the application of a simplified taxation system of 6%;

Calculation and filling in the declaration for a single tax on imputed tax in connection with the application of a simplified taxation system of 15%;

Calculation and filling out the calculation of advance payments for insurance and funded contributions from payments to employees;

Calculation and filling of the VAT declaration;

Calculation and filling of the VAT return as a tax agent;

Calculation and filling in the declaration on the gambling business;

Calculation and completion of the land tax declaration;

Filling in certificates 2-NDFL;

Income tax information individuals from payments to employees;

Personalized report in Pension Fund for employees;

Personalized report to the pension fund for an individual entrepreneur (lawyer);

Filling out receipts (payment orders) for payment of taxes and fees.

5) Courier services:

Delivery of tax declarations to the Federal Tax Service Inspectorate, settlements to off-budget funds;

Payment of taxes and fees;

Obtaining medical policies for employees.

6) Services for interaction with tax authorities by non-budgetary funds:

Preparation for on-site and cameral inspections (bringing documentation in order);

Representing the interests of the Customer during inspections;

Carrying out reconciliations with the IFTS and off-budget funds;

Obtaining the necessary certificates from the tax office and extra-budgetary funds;

Temporary registration with the tax authorities;

Registration as an employer in off-budget funds (PF, FSS, FMS);

Amendments to the OGRN and USRIP.

7) Assistance in business development:

Business planning, holding marketing research, attraction of investments, promotion of goods, works, services of the client.

2. ORGANIZATIONAL STRUCTURE OF THE ENTERPRISE

Figure 1, 2 shows the organizational structure of the Consulting Association "Preventiva" LLC.

Picture 1 - General structure enterprises

Figure 2 - Structure of the department "Preventive K Prokopyevsk"

3. BUSINESS PROCESSES

In the Consulting Association LLC "Preventiva" there are the following business processes:

IP registration;

LLC registration;

preparation of accounting and tax reporting;

Accounting;

tax accounting (Fig. 3).

Figure 3 - Business process "Registration of IP / LLC"

The Consulting Association LLC “Preventiva” performs all the procedures for registering an individual entrepreneur and a limited liability company, takes on all the difficulties associated with the registration of this legal form. The main stage in the procedure for creating an IP / LLC company is the preparation of documents required for submission to the registration authorities.

After the submission of documents, after 5 working days, the relevant documents are issued, which will confirm the registration of an individual or legal entity as a sole proprietorship or LLC.

It is also worth noting that the company is engaged in making changes to the personal data of a person registered as an individual entrepreneur / LLC (surname, place of residence, etc.), Registration of changes to an individual entrepreneur / LLC is a procedure for entering them into the Unified State Register individual entrepreneurs(EGRIP), where data about the entrepreneur were entered during initial registration. The procedure for registering IP changes is similar to the registration scheme for the first time (Fig. 4, 5).

The consulting association LLC “Preventiva” maintains accounting and tax records.

Accounting sections:

mutual settlements with suppliers;

mutual settlements with buyers;

fixed assets accounting;

accounting for intangible assets;

material accounting;

container accounting;

transactions with bills;

payroll accounting;

production accounting;

accounting of tax payments;

accounting of vouchers, coupons, loans, etc.;

determination of the financial result of the enterprise;

internal and external reporting;

tax accounting of business transactions.

Figure 4 - Business process "Accounting and tax accounting"

Figure 5 - Business process “Creating Accounting and Tax Reporting”

Figure 5 shows the business process “Creating Accounting and Tax Reporting”.

Employees of the company "Preventiva" prepare monthly, quarterly and annual reports in tax office, Department of Statistics, Federal Social Security Fund, and other government agencies.

The volume of submitted reporting forms depends on:

the purpose for which the organization was created (making a profit or carrying out non-commercial activities);

tax regime (general, special or mixed);

carrying out transactions (activities), the presence of property subject to taxation by a specific tax;

a number of other factors.

The procedure for the formation of financial statements is regulated by the Guidelines on the scope of accounting reporting forms and the Guidelines on the procedure for compiling and submitting financial statements, approved by order of the Ministry of Finance of the Russian Federation of July 22, 2003 No. 67n.

For the correct filling of reporting forms, changes in the regulatory framework for accounting, taxation and reporting, as well as software are taken into account in a timely and correct manner.

4. INFORMATION SYSTEM OF THE ENTERPRISE

in an organization as software tools functioning of information technologies the following software is used:

Taxpayer legal entity (reporting input program for individual entrepreneurs and LLCs).

Declaration 2007-2009 (for income tax refund).

Taxpayer 2009 (internal document flow).

Documents PU-5 (program for preparing personalized accounting data for the FIU).

1C: Enterprise (configuration “Salary + Personnel”)

MS office 2003.

As local equipment, there is a tomline program - a secure document management through Kontur Extern (a program for sending reports to budgetary and non-budgetary organizations).

Also stretched local network for 9 personal computers based on Fast Ethernet technology.

The hardware is shown in Table 1:

Table 1 - Organization hardware

Name	Quantity	RAM	Hard disk capacity
Intel Pentium 4 CPU 2.8 GHz	1	2 GB	320 GB
Intel Celeron 2.66 GHz	2	512 Mb	160 GB
Intel Pentium D 3.4 GHz	4	1 GB	120 GB
Intel Celeron CPU 3 GHz	2	512 Mb	160 GB
Fax SAMSUNG GT 40X	1	-	-
Copier HP 160L	1	-	-
HP LaserJet 1300 Printer	1	-	-
Phones	1	-	-

5. DOCUMENT MANAGEMENTCONSULTING ASSOCIATION "PREVENTIVA"

Analyzing the documents that are being worked on in the consulting association “Preventiva”, some shortcomings can be noted. First, most of the workflow is still paper-based. The main disadvantages of paper workflow are:

the complexity of organizing effective control and reporting;

difficulties in tracking the movement of a document at all stages of its life cycle;

the duration of the preparation and approval of documents;

slow search for documents;

the complexity of organizing workflow, if several users work with the same documents at the same time;

the complexity of obtaining summary reports and logs;

in a paper archive, there is no possibility of flexible management of access rights to documents, etc.

Traditional paperwork is ineffective. All these disadvantages are eliminated with the introduction of systems electronic document management. For such organizations, where the number of documents and the complexity of their maintenance are large, it becomes a vital task to automate the workflow in order to eliminate the above disadvantages.

Document flow parameters in their dynamics over a number of years create a clear picture of the tension of the information environment in which the company operates. Among the most relevant characteristics of the workflow, we will name its speed and volume. The speed of the workflow can be estimated, focusing on the average time for a document to pass through all stages of circulation - from the moment of creation to the moment of transfer to permanent storage. Information about these terms can be gleaned from the workflow schedule, which must be approved and implemented in each organization, regardless of ownership. In the consulting association "Preventiva" there is no workflow schedule. This is also one of the disadvantages. Because of this, it is difficult to know the average document flow rate, which can be calculated by the simple average method - by summing up all the individual terms for passing documents and dividing this sum by the total number of document titles. Also, the acceleration of workflow from one reporting period to another cannot be calculated. At the same time, workflow automation gives an immediate and very significant positive effect in this area (Fig. 6).

Figure 6 - Schematic representation of the workflow

Reception and registration of documents.

There are three main streams of documentation in the enterprise:

incoming documents from other organizations;

outgoing documents sent to other organizations;

internal documents created at the enterprise and used by employees of the enterprise in the management process.

All documents received by the enterprise go through: primary processing, preliminary review, registration, review by management, transfer for execution.

Management documentation support service, which can be presented at the enterprise as an independent structural unit, and by an individual employee, must accept for processing only correctly executed documents that have legal force and are sent in a complete set (if there is an application). Otherwise, the submitted documents are returned to the author with an appropriate cover note explaining the reason for the return.

More than 80% of the information resources of enterprises are concentrated in documents, and document management is a key management technology: management decisions are drawn up, communicated to executors, and then controlled in the form of documents.

There is a need to introduce an electronic document management system. To do this, it is necessary to develop the following tasks:

Creation of a single information space that connects all employees of the organization, united by common business processes;

Unified methodological document management at the company level using unified tools and technologies;

Improve management efficiency with integrated automation preparation and adoption processes management decisions, improving the organization of office work on the basis of modern information technologies, creating a systematic basis for a gradual transition to paperless technologies for working with documents;

Regulation of documentation processes;

Organizing workflow;

Ensuring comprehensive control over the execution of documents;

Improving the efficiency and quality of work with documents by converting documents into electronic form;

Compliance with a single standard for working with electronic documents, ensuring the security, manageability and availability of documents;

Ensuring confidentiality by distributing access rights to documents located in a centralized repository;

Reducing the risk of document loss.

In preparation for the project, the introduction of an electronic document management system will require:

Analysis of document management procedures in the Company and their improvement in terms of a clearer distribution of functions and responsibilities;

Formalization of document management procedures with the transfer of managerial and control functions to a responsible person (in terms of corporate-level documents);

Formalization of the passage of the main types of documents with a description of their life cycle, the definition of entry points, exit points and intermediate states;

Adoption of a set of organizational measures to streamline the movement of documents within the Company;

Development or revision of provisions and instructions for document flow in the Company.

6. IMPROVE THE QUALITY OF CONSULTING ACTIVITIES

There are many different ways of dividing the counseling process into major phases or steps. The Kolb-Froman model includes seven phases. M. Kubr considers it expedient to use a five - phase model . There are also multilevel models.

However, none of the models takes into account the helicity of the consulting process. The post-project stage, where the changes that have occurred as a result of the project in the client organization are analyzed and the search for ideas for new projects with the same or another client is proposed, but this stage does not reflect the spiral shape and purpose of such a model. This confirms the expediency of developing a new model of consulting activity, which would reflect not only the sequence of stages of consulting, but would also be aimed at further improving the quality of the consulting services provided.

According to the ISO 9004:2000 standard: "Any activity that takes something as an 'input' and turns it into something as an 'output' can be considered a process." Therefore, consulting activities fit this definition. For a consulting firm, the "output" of one process will directly form the "input" for the next process. The consulting firm must systematically identify and manage the processes within the organization. The relationship between such processes is called the "process approach".

ISO 9004-2:1994 has developed basic guidelines for quality management of services. However, the quality loop proposed there does not reflect the specifics of consulting services, but only complicates the process of quality management of such services. Although the new ISO 9000:2000 series does not present a quality loop as such, a quality improvement spiral for consulting services (Figure 7) is proposed as a basis for applying the new standards in consulting activities. Such a spiral is a quality loop of a consulting service, reflecting a cycle of continuous improvement and representing scientific novelty and practical value. The essence of this model is that it is primarily aimed at improving the quality of consulting services. The first criterion for the quality of consulting services is customer satisfaction. Therefore, the goal of the proposed model is customer satisfaction. The highest degree of customer satisfaction is the continuation of the "client-consultant" relationship and the conclusion of the following contracts for the provision of consulting services.

The consulting service quality loop also reflects the stages of the life cycle of a particular service. This model is universal for all types of consulting services, and is also applicable for both external consulting and internal consulting at industrial enterprises.

The above model reflects the quality improvement cycle of both the entire consulting service and each of its individual elements. According to ISO 9000:2000, the improvement process cycle may include:

definition, measurement and analysis of the current situation;

setting goals for improvement;

search for possible solutions;

evaluation of these decisions;

implementation of selected solutions;

measurement, verification and analysis of implementation;

registration of changes (Fig. 7).

Rice. 7 - Conceptual model of consulting service - Quality loop

The implementation of a consulting service - the consulting process - begins with a "client-consultant" relationship, which in turn begins with the diagnosis of the problem. The successful result of such a relationship is the satisfaction of the client's needs, namely, the further resolution of the problem. Success depends on the consultant's ability to create mutually beneficial relationships based on need, understanding and trust. The success of the relationship depends on the degree of involvement of the client and the quality of the information provided by the client. A successful "client-consultant" relationship continues after the first agreement.

A significant reason for the use of counseling is the expected positive economic effect. It can be immediate, deferred, obtained through additional income or through savings. Today's consumer is not satisfied only with the qualitative characteristics of the expected effect or giving examples successful implementation similar project. The client needs a reasonable quantitative economic effect.

For a comprehensive analysis of the effectiveness of consulting activities, statistical methods of improving quality are used, an analysis is carried out from two sides: from the side of the client and from the side of the consultant for further obtaining a comprehensive assessment. According to ISO 9000:2000, statistical methods are used to better understand changes in processes and in their results. The use of these methods helps to solve technical problems. These methods can also improve the use of available data for further decision making.

When analyzing the effectiveness of consulting activities, the following statistical methods are used:

1. A cause-and-effect diagram that establishes and displays relationships between a consequence - effectiveness and its potential causes. Using the chain of causes and effects, it is possible to determine the structure and nature of multifactorial relationships between the effectiveness of consulting activities and the factors influencing it.

2. Pareto chart, which allows you to place the above causes in a certain order: from the most common to the least common. The Pareto chart shows the relative contribution of each cause to the overall result - efficiency. By separating the most significant reasons from the non-essential ones, you can achieve the greatest efficiency of consulting activities.

3. Scatterplot used to study the relationship between the effectiveness of consulting activities and the factor influencing it.

4. Multiple correlation and regression analysis to identify a model of the complex influence of quantitative factors on the effectiveness of a consulting project.

5. Z-plot, which allows you to evaluate the overall trend in the economic performance of a consulting firm. Such a schedule allows you to evaluate the economic quantitative effect of a consulting project. The studied economic indicator ( total income, costs, prime cost) depends on the purpose and objectives of a particular consulting project.

6. A control chart that allows you to evaluate changes in the studied economic indicator for a certain period. The control chart also allows you to identify random causes that affect economic indicator or on the effectiveness of consulting activities in general.

7. Histogram used to identify the nature of the distribution of random variables of the control chart and to further decide on the points of application of efforts.

Using the above methods, one can not only analyze and determine the effectiveness of a consulting project, but also influence the improvement of the quality of a consulting project and increase its efficiency.

When calculating the effectiveness of a consulting project E, one should take into account not only the amount of cost reduction Z (or profit growth), but also the nature of their change and the percentage of values ​​that are within the adjustable limits. This percentage P is determined after the construction of control charts and a histogram of the distribution of the process. Then the formula for the effectiveness of consulting activities will have the following form:

(1)

where z is a standardized value, which is found in this way:

(2)

where T is the control chart control margin (or customer defined value), s is the standard deviation calculated for the histogram frequency tables.

This method of determining the effectiveness of a consulting project is an objective assessment, does not use coefficients determined by an expert. Analysis of the effectiveness of the consulting process should be carried out not only at its completion, but also during the project and even at the planning stage of the consulting project.

CONCLUSION

The specificity of a consulting company is manifested in the fact that a company is characterized by a special structure of a hierarchical system - a feature of this hierarchy is that the higher the position, the higher the level of professional knowledge and skills (in a regular company, this situation is not necessary - a manager may not be a specialist, remaining a manager general profile). The consequence of this situation is the additional linkage of the incentive system with the educational, intellectual, and qualification characteristics of employees, while the characteristics that reflect many other qualities fade into the background.

A very significant point is also the overall extremely high percentage of specialists among the personnel of a consulting company - as the practice of the largest consulting companies shows, the ideal ratio of specialists and personnel providing business processes is, on average, five to one. This is due to the fact that it is with such a number of support staff that the optimal, economically expedient loading of specialists occurs.

In general, we can conclude that the specific conditions of consulting activities dictate the following features, which then have an impact on the personnel management system:

educational, intellectual, qualification level staff well above average in the service sector;

effective and long-term consulting activity in the market is possible only if the intellectual, creative, educational potential of each specialist employee is optimally used;

the introduction of electronic document management will help save the company's employees from "paperwork".

LIST OF USED SOURCES

1. Colb D.A., Frohman A.L. "An organization development approach to consulting" in Sloan Management Review, Vol.12, No.1, Fall 1970.

2. Management consulting. / Ed. M. Kubra. In 2 t. - M.: Interexpert, 1992. - V.1. 319 p.

3. Makham K. Management consulting. - M.: Business and service, 1999. - 288s.

4. Posadsky A.P. Basics of consulting. - M.: GU HSE, 1999. - 240c.

5. ISO 9004:2000 Quality management systems. Requirements.

6. DSTU ISO 9004-2-96 Quality management and quality elements. Part 2. Instructions for services.

7. ISO 9000:2000 Quality management systems. Fundamentals and vocabulary.

Development of the organizational structure of the company (business)

Correct and effective organizational structure- a key factor in the success of any business and its stable development. The lack of a clear distribution of areas of responsibility, the distribution of specific functions between employees negatively affects business development efforts.

Project "Development of the organizational structure of the company"(may include optimization and description of business processes, prescribing job descriptions and regulations) consists of the following steps:

1. Audit and diagnostics of the existing management system and organizational structure of the company (interviews with staff, meetings with key managers, study of internal documents and regulations, etc.).

2. Description of the matrix of functions of the company "as is"

3. Development of a matrix of functions of the company "as it should be" (with the study of examples of competing companies and analogue companies).

4. Development of an optimal organizational structure that solves the strategic goals set by the company

5. Development of job descriptions, internal regulations that describe in detail the functions of employees and the principles of their interaction (within departments and between departments).

6. Development of motivational schemes for employees and principles for evaluating the effectiveness of the work of personnel (including the development of a system of key performance indicators KPI).

7. Development of a plan for the implementation of the new organizational structure and proposed recommendations

8. Maintenance and monitoring of implementation.

As part of the project to develop an effective organizational structure, strategic tasks are solved business growth and development companies.

• Owners and top management get more free time to solve strategic tasks and business development tasks (departure from operational and administration)
• Improving business manageability, development control.
• Predictable revenue and profit growth
• decline running costs(including duplication of functions, inefficient staff).
• Effective and coordinated work of departments and services among themselves.
• Loyal and efficient staff (strong corporate culture and team)
• Painless, fast and manageable increase in business scale (expansion to new regions, new business projects)

Format of workproject "Development of the organizational structure of the company" :

The project starts from 1-3 days free diagnostics, based on the results of which a plan and the final composition of the work are formed. Further work is organized within 1-2 months.

We have successfully cooperated with companies in the retail, household services, finance and banking, restaurant business, construction and repair, industrial production, food production, etc.

Send us short description Your activities and issues for study. We will promptly respond to you and offer the best option for work.

Published with permission from Lanit

"The office reaches perfection just in time for the firm to decline."
12th Law of Parkinson

By management philosophy we mean the most general principles, on the basis of which the organization's management structure is built and management processes are carried out. Of course, the philosophy of quality and the philosophy of management are interrelated - the philosophy of quality sets the goal and direction of the organization, the philosophy of management determines the organizational means to achieve this goal. The foundations of the philosophy of management, as well as the philosophy of quality, were laid by F. W. Taylor.

Both the Deming quality management program and the principles of Total Quality Management are actually aimed at changing the structure of the enterprise management system. Consider the main types of enterprise management structures in terms of their correspondence to the ideas modern management quality.

The term "organizational structure" immediately conjures up a two-dimensional tree diagram, consisting of rectangles and lines connecting them. These boxes show the work to be done and the scope of responsibilities and thus reflect the division of labor in the organization. The relative position of the boxes and the lines connecting them show the degree of subordination. The considered ratios are limited to two dimensions: up - down and across, since we operate with a limited assumption, according to which the organizational structure must be represented on a two-dimensional diagram drawn on a flat surface.

The organizational structure itself does not contain anything that would limit us in this respect. In addition, these constraints on organizational structure often have severe and costly consequences. Here are just four of them. First, between the individual parts of organizations of this kind, there is not cooperation, but competition. There is stronger competition within organizations than between organizations, and this internal competition takes on a much less ethical form. Secondly, the usual way of representing the structure of organizations makes it very difficult to define the tasks of individual departments and measure the corresponding indicators of performance due to the great interdependence of departments that are grouped in this way. Thirdly, it contributes to the creation of organizations that resist change, especially changes in their structure; therefore, they degenerate into bureaucratic structures that cannot be adapted. Most of these organizations learn extremely slowly, if at all. Fourth, the representation of the organizational structure in the form of a two-dimensional tree limits the number and nature of possible options for solving emerging problems. In the presence of such a limitation, solutions are impossible that ensure the development of the organization, taking into account technical and social changes, the pace of which is growing more and more. The current environment requires organizations to be not only ready for any changes, but also able to undergo them. In other words, dynamic balance is needed. Obviously, in order to achieve such a balance, the organization must have a sufficiently flexible structure. (While flexibility does not guarantee adaptability, it is nonetheless necessary to achieve adaptability.)

The construction of a flexible or otherwise meritorious organizational structure is one of the tasks of the so-called "structural architecture". Using the terminology adopted in architecture, we can say that this abstract sets out the main ideas on the basis of which various options for solving the problem of organizational structure can be developed without the restrictions associated with its graphical representation.

The above disadvantages can and should be overcome by building a multidimensional organizational structure. The multidimensional structure implies the democratic principle of governance.

Hierarchical type of control structures

Management structures on many modern enterprises were built in accordance with the principles of management formulated at the beginning of the 20th century. The most complete formulation of these principles was given by the German sociologist Max Weber (the concept of rational bureaucracy):

• the principle of hierarchy of management levels, in which each lower level is controlled by a higher one and is subordinate to it;
• the principle of correspondence of powers and responsibilities of management employees to their place in the hierarchy, which follows from it;
• the principle of division of labor into separate functions and specialization of workers according to the functions performed; the principle of formalization and standardization of activities, ensuring the uniformity of the performance of their duties by employees and the coordination of various tasks;
• the principle of impersonal performance by employees of their functions arising from it;
• the principle of qualification selection, in accordance with which hiring and dismissal from work is carried out in strict accordance with qualification requirements.

The organizational structure, built in accordance with these principles, is called a hierarchical or bureaucratic structure. The most common type of such structure is linear - functional (linear structure).

Linear organizational structure

The basis of linear structures is the so-called "mine" principle of construction and specialization of the management process according to the functional subsystems of the organization (marketing, production, research and development, finance, personnel, etc.). For each subsystem, a hierarchy of services ("mine") is formed, penetrating the entire organization from top to bottom (see Fig. 1). The results of the work of each service are evaluated by indicators characterizing the fulfillment by them of their goals and objectives. Accordingly, a system of motivation and encouragement of employees is being built. At the same time, the end result (the efficiency and quality of the work of the organization as a whole) becomes, as it were, secondary, since it is believed that all services work to some extent to obtain it.

Fig.1. Linear control structure

Advantages linear structure:

• a clear system of mutual relations of functions and divisions;
• a clear system of unity of command - one leader concentrates in his hands the management of the entire set of processes that have a common goal;
• clear responsibility;
• quick reaction of the executive departments to direct instructions from superiors.

Disadvantages of a linear structure:

• lack of links dealing with strategic planning; in the work of managers at almost all levels, operational problems ("churn") dominates over strategic ones;
• a tendency to red tape and shifting responsibility when solving problems that require the participation of several departments;
• low flexibility and adaptability to changing situations;
• criteria for the efficiency and quality of work of departments and the organization as a whole are different;
• the tendency to formalize the assessment of the effectiveness and quality of the work of departments usually leads to the emergence of an atmosphere of fear and disunity;
• a large number of "management floors" between workers producing products and the decision maker;
• overload of top-level managers;
• increased dependence of the results of the organization's work on the qualifications, personal and business qualities of top managers.

Output: in modern conditions, the shortcomings of the structure outweigh its advantages. Such a structure is poorly compatible with the modern philosophy of quality.

Linear - headquarters organizational structure

This type of organizational structure is the development of a linear one and is designed to eliminate its most important drawback associated with the lack of strategic planning links. The line-headquarters structure includes specialized units (headquarters) that do not have the right to make decisions and manage any subordinate units, but only help the relevant leader in performing certain functions, primarily the functions of strategic planning and analysis. Otherwise, this structure corresponds to a linear one (Fig. 2).

Fig.2. Linear - headquarters management structure

Advantages of a linear - staff structure:

• deeper than in the linear, study of strategic issues;
• some unloading of top managers;
• the possibility of attracting external consultants and experts;
• in empowering headquarters units with functional leadership, such a structure is a good first step towards more effective organic management structures.

Disadvantages of a linear - staff structure:

• insufficiently clear distribution of responsibility, since the persons preparing the decision do not participate in its implementation;
• tendencies towards excessive centralization of management;
• similar to a linear structure, partially - in a weakened form.

Output: a linear - staff structure can be a good intermediate step in the transition from a linear structure to a more efficient one. The structure allows, although to a limited extent, to embody the ideas of the modern philosophy of quality.

Divisional management structure

Already by the end of the 1920s, the need for new approaches to the organization of management became clear, associated with a sharp increase in the size of enterprises, diversification of their activities (diversification), complication technological processes in a dynamically changing environment. In this regard, divisional management structures began to emerge, primarily in large corporations, which began to provide some independence to their production departments leaving the development strategy, research and development, financial and investment policy etc. In this type of structures, an attempt is made to combine centralized coordination and control of activities with decentralized management. The peak of the introduction of divisional management structures occurred in the 60s - 70s (Fig. 3).

Fig.3. Divisional management structure

The key figures in the management of organizations with a divisional structure are no longer the heads of functional departments, but managers who head production departments (divisions). Structuring by divisions, as a rule, is carried out according to one of the criteria: by manufactured products (products or services) - product specialization; by focusing on certain groups of consumers - consumer specialization; on served territories - regional specialization. In our country, similar management structures have been widely introduced since the 60s in the form of the creation of production associations.

Advantages of a divisional structure:

• it provides management of diversified enterprises with total strength hundreds of thousands of employees and territorially remote subdivisions;
• provides greater flexibility and faster response to changes in the enterprise environment in comparison with the linear and linear - staff;
• when expanding the boundaries of the independence of the departments, they become "profit centers", actively working to improve the efficiency and quality of production;
• closer relationship between production and consumers.

Disadvantages of the divisional structure:

• a large number of "floors" of the management vertical; between the workers and the production manager of the unit - 3 or more levels of management, between the workers and the company's management - 5 or more;
• disunity of headquarters structures of departments from company headquarters;
• the main connections are vertical, therefore, the disadvantages common to hierarchical structures remain - red tape, congestion of managers, poor interaction in resolving issues related to departments, etc.;
• duplication of functions on different "floors" and as a result - very high costs for the maintenance of the management structure;

in departments, as a rule, a linear or linear-headquarters structure with all their shortcomings is preserved.

Output: the advantages of divisional structures outweigh their disadvantages only during periods of fairly stable existence; in an unstable environment, they risk repeating the fate of dinosaurs. With this structure, it is possible to embody most of the ideas of the modern philosophy of quality.

Organic type of management structures

Organic or adaptive management structures began to develop around the end of the 70s, when, on the one hand, the creation of an international market for goods and services sharply intensified competition among enterprises and life demanded from enterprises high efficiency and quality of work and a quick response to market changes, and on the other hand, the inability of structures of a hierarchical type to meet these conditions became obvious. The main property of organic management structures is their ability to change their form, adapting to changing conditions. Structures of this type are design, matrix (program-targeted), brigade forms of structures . When introducing these structures, it is necessary to simultaneously change the relationship between the departments of the enterprise. If, however, the system of planning, control, distribution of resources, leadership style, methods of staff motivation are preserved, and the desire of employees for self-development is not supported, the results of the introduction of such structures may be negative.

Brigade (cross-functional) management structure

The basis of this management structure is the organization of work in working groups (teams). The form of brigade organization of work is quite ancient organizational form, it is enough to recall the workers' artels, but only from the 80s did its active use begin as an organization management structure, in many respects directly opposite to the hierarchical type of structures. The main principles of such a management organization are:

• autonomous work of working groups (teams);
• independent decision-making by working groups and horizontal coordination of activities;
• replacement of rigid managerial ties of a bureaucratic type with flexible ties;
• involvement of employees from different departments to develop and solve problems.

These principles destroy the rigid distribution of employees by production, engineering, economic and managerial services inherent in hierarchical structures, which form isolated systems with their own goals and interests.

In an organization built according to these principles, functional units can be preserved (Fig. 4) or absent (Fig. 4). In the first case, employees are under double subordination - administrative (to the head of the functional unit in which they work) and functional (to the head of the working group or team in which they are a member). This form of organization is called cross-functional , in many respects it is close to matrix . In the second case, there are no functional units as such, we will call it proper brigade . This form is widely used in organizations. project management .

Fig.4. Cross-functional organizational structure

Fig.5. The structure of the organization, consisting of working groups (brigade)

Benefits of a brigade (cross-functional) structure:

• reduction of the administrative apparatus, increase in management efficiency;
• flexible use of personnel, their knowledge and competence;
• work in groups creates conditions for self-improvement;
• possibility of application effective methods planning and management;
• reducing the need for generalists.

Disadvantages of the brigade (cross-functional) structure:

• complication of interaction (especially for a cross-functional structure);
• difficulty in coordinating the work of individual teams;
• high qualification and responsibility of personnel;
• high communication requirements.

Output: this form of organizational structure is most effective in organizations with a high level of qualification of specialists with good technical equipment, especially in combination with project management. This is one of the types of organizational structures in which the ideas of the modern philosophy of quality are most effectively embodied.

Project management structure

The basic principle of building a project structure is the concept of a project, which is understood as any purposeful change in the system, for example, the development and production of a new product, the introduction of new technologies, the construction of facilities, etc. The activity of an enterprise is considered as a set of ongoing projects, each of which has a fixed start and end. For each project, labor, financial, industrial, etc. resources are allocated, which are managed by the project manager. Each project has its own structure, and project management includes defining its goals, forming a structure, planning and organizing work, and coordinating the actions of performers. After the project is completed, the project structure falls apart, its components, including employees, go into new project or quit (if they worked on a contract basis). In form, the project management structure can correspond to brigade (cross-functional) structure, and divisional structure , in which a certain division (department) does not exist permanently, but for the duration of the project.

Benefits of a project management structure:

• high flexibility;
• reduction in the number of managerial personnel in comparison with hierarchical structures.

Disadvantages of the project management structure:

• very high qualification requirements, personal and business qualities of the project manager, who must not only manage all stages of the project life cycle, but also take into account the place of the project in the company's project network;
• fragmentation of resources between projects;
• the complexity of the interaction of a large number of projects in the company;
• complication of the process of development of the organization as a whole.

Output: the advantages outweigh the disadvantages in enterprises with a small number of concurrent projects. The possibilities of implementing the principles of modern philosophy of quality are determined by the form of project management.

Matrix (program - target) management structure

Such a structure is a network structure built on the principle of dual subordination of executors: on the one hand, to the direct head of the functional service, which provides personnel and technical assistance to the project manager, on the other hand, to the project or target program manager, who is endowed with the necessary authority to carry out the management process. With such an organization, the project manager interacts with 2 groups of subordinates: with permanent members of the project team and with other employees of functional departments who report to him temporarily and on a limited range of issues. At the same time, their subordination to the direct heads of subdivisions, departments, and services is maintained. For activities that have a clearly defined beginning and end, projects are formed, for ongoing activities - targeted programs. In an organization, both projects and targeted programs can coexist. An example of a matrix program-target management structure (Toyota) is shown in Fig. 6. This structure was proposed by Kaori Ishikawa in the 70s and, with minor changes, still functions today not only at Toyota, but also at many other companies around the world.

Office for targeted programs carried out at Toyota through functional committees. For example, when creating a functional committee in the field of quality assurance, an authorized quality management representative is appointed as the chairman of the committee. From the practice of Toyota, the number of committee members should not exceed five. The committee includes both employees of the quality assurance department and 1-2 employees of other departments. Each committee has a secretariat and appoints a secretary to conduct business. The main issues are considered by the committee at monthly meetings. The committee can also create groups working on individual projects. The Quality Committee determines the rights and obligations of all departments related to quality issues and establishes a system of their relationships. On a monthly basis, the quality committee analyzes the quality assurance indicators and understands the reasons for complaints, if any. At the same time, the committee is not responsible for quality assurance. This task is solved directly by each department within the framework of the vertical structure. The responsibility of the committee is to combine the vertical and horizontal structures to improve the performance of the entire organization.

Fig.6. Matrix management structure at Toyota

Advantages of the matrix structure:

• better orientation to project (or program) goals and demand;
• more efficient current management, the possibility of reducing costs and improving the efficiency of resource use;
• more flexible and effective use personnel of the organization, special knowledge and competence of employees;
• relative autonomy project teams or program committees contributes to the development of decision-making skills, managerial culture, and professional skills among employees;
• improving control over individual tasks of the project or target program;
• any work is organizationally formalized, one person is appointed - the "master" of the process, serving as the center of concentration of all issues related to the project or target program;
• the response time to the needs of the project or program is reduced, since horizontal communications and a single decision-making center have been created.

Disadvantages of matrix structures:

• the difficulty of establishing clear responsibility for work on the instructions of the unit and on the instructions of the project or program (a consequence of double subordination);
• the need for constant monitoring of the ratio of resources allocated to departments and programs or projects;
• high requirements for qualifications, personal and business qualities of employees working in groups, the need for their training;
• frequent conflict situations between heads of departments and projects or programs;
• the possibility of violating the rules and standards adopted in the functional units due to the isolation of employees participating in the project or program from their units.

Output: the introduction of a matrix structure gives a good effect in organizations with a fairly high level corporate culture and qualifications of employees, otherwise, management can be disorganized (at Toyota, the introduction of the matrix structure took about 10 years). The effectiveness of the implementation of the ideas of the modern philosophy of quality in such a structure has been proven by the practice of Toyota.

Multidimensional organizational structure

Any organization is a purposeful system. In such a system, there is a functional division of labor between its individuals (or elements) the purposefulness of which is associated with the choice of goals, or desired outcomes, and means ( lines of conduct). One or another line of behavior involves the use of certain resources ( input quantities) to produce goods and provide services ( output quantities), which for the consumer should be of greater value than the resources used. Consumed resources include labor force, materials, energy, production capacity and cash. This applies equally to public and private organizations.

Traditionally, the organizational structure covers two types of relationships:

responsibility(who is responsible for what) and subordination(who reports to whom). An organization with such a structure can be represented as a tree, while duties are represented by rectangles, the relative position of which shows authority level, and the lines connecting these rectangles are distribution of powers. However, such a representation of the organizational structure does not contain any information about at what cost and with the help of means the organization managed to achieve certain results. At the same time, a more informative description of the organizational structure, which can be the basis for more flexible ways of structuring an organization, can be obtained on the basis of matrices like costs - output or type means - ends. Let's illustrate this with the example of a typical private corporation producing some product.

Information about manufactured products can be used to determine the goals of the organization. To do this, for example, you can classify products according to their types or quality characteristics. The elements of the structure responsible for ensuring the production of products or the provision of services by the consumer outside the organization are called programs and are denoted by P1, P2,. . . , Pr. The funds used by programs (or activities) can generally be subdivided into operations And services.

Operation- this is a type of activity that directly affects the nature of the product or its availability. Typical operations (O1, O2, . . . , Om) are the purchase of raw materials, transportation, production, distribution and marketing of products.

Services are the activities necessary to support programs or carry out an operation. Typical services (S1, S2, . . . , Sn) are the work performed by departments such as accounting, data processing, Maintenance, department of settlement of labor conflicts, financial department, personnel department, legal services.

Activities, carried out within the framework of the program and within the framework of actions for its implementation, can be presented as in Fig. 7 and 8. The results of each individual type of activity can be used directly by the same type of activity, programs and other types of activity, as well as by the executive body and an external consumer.

General programs may be subdivided into private ones, for example, by type of consumer (industrial or individual), geographic area supplied or served, by type of product, etc. Private programs, in turn, can also be further subdivided.

Programs / Activities	P1	R2	. . .	Rk
Operation Q1
Operation Q2
. . . .
Operation Qm
Service S1
Service S2
. . . .
Service Sm

Fig.7. Scheme of interaction between activities and programs

Consumer divisions / consumer divisions	Operation Q1	Operation Q2	. . . .	Operation Qm	Service S1	S2	. . . .	sn
Operation Q1
Operation Q2
Operation Qm
Service S1
Service S2
. . . .
Sn service

Rice. 8. Scheme of interaction of activities

Similarly, you can drill down the types of activities of activities. For example, the manufacturing operations of a product may include the production of parts, assemblies, and assembly, each of which may be broken down into smaller operations.

If the number of programs and core and support activities (operations and services) is so large that the manager is not able to effectively coordinate, then there may be a need for coordinators within specific managerial functions (Fig. 9). Each line of action may require more than one coordinator or coordinating unit. In cases where the number of coordinators turns out to be too large, the use of higher coordinators or coordinating units ( in this context, "coordination" means precisely coordination but not management). To carry out coordination, a group consisting of the heads of coordinating departments and leaders is quite sufficient.

Fig.9. Structure of coordination in large organizations

Programs, as well as functional units, have certain requirements. Programs and functional units may be grouped by product, customer type, geographic area, etc. If there are too many and highly dispersed customers for a program unconventional the use of characteristics of geographical location as an additional dimension of the volumetric scheme of the organizational structure (Fig. 10). In this case, there is a need in regional representatives whose duty it is to protect the interests of those who consume the product or are affected by the activities of the organization as a whole. Regional representatives play the role of external intermediaries who can evaluate programs and various directions activities of the organization in each specific region from the point of view of those whose interests they represent. In the future, this information can be used by the governing body, coordinators and heads of departments. By receiving such information simultaneously from all regional representatives, the manager can get a complete picture of the effectiveness of his program throughout the service area and in each region. This allows him to more rationally distribute the available resources across regions.

However, geographical location is not the only criterion for organizing the activities of external intermediaries; other criteria may be used. For example, an organization supplying various industries with lubricants, it is advisable to have representatives not by region, but by industry (this can be automotive, aerospace, machine tool building and other industries). The public service organization may determine the responsibilities of its representatives based on the socio-economic characteristics of the users.

Fig.10. 3D organizational structure

Sharing of responsibility. The considered "multidimensional" organization has something in common with the so-called "matrix organizations". However, the latter are usually two-dimensional and lack many of the important features of the considered organizational structures, especially in terms of funding. In addition, all of them have one common drawback: employees of functional units are in double subordination, which, as a rule, leads to undesirable results. It is this most commonly noted deficiency in matrix organizations that is the cause of so-called "occupational schizophrenia".
A multidimensional organizational structure does not give rise to the difficulties inherent in a matrix organization. In a multidimensional organization, the functional unit personnel whose outputs are purchased by the program manager are treated as an external client and are accountable only to the functional unit manager. However, when evaluating the activities of his subordinates, the head of the functional unit, of course, should use the assessments of the quality of their work given by the program manager. The position of the person leading the functional unit team that does the work for the program is much like that of a project manager in a construction and consulting firm; he has no uncertainty as to who the owner is, but he has to deal with him as a client.

M multidimensional organizational structure and program financing. Usually practiced (or traditional) financing of programs is only a way of preparing cost estimates for the functional departments and programs. It is not about providing resources and choice for program units, or requiring functional units to independently conquer markets within and outside the organization. In short, program funding generally does not take into account the specifics of the organizational structure and does not affect its flexibility. This way of distributing funds between functional units guarantees only the execution of programs, while providing a more efficient than usual determination of the cost of their implementation. The multidimensional organizational structure allows you to keep all the advantages of the traditional method of financing and, in addition, has a number of others.

Benefits of a Multidimensional Organizational Structure

A multidimensional organizational structure allows you to increase the flexibility of the organization and its ability to respond to changing internal and external conditions. This is achieved by dividing the organization into units whose viability depends on their ability to produce competitively priced goods that are in demand and provide services that consumers need. This structure creates a market within the organization, whether it is private or public, commercial or non-profit (non-profit), and enhances its ability to respond to the needs of both internal and external customers. Since the structural units of the "multidimensional" are relatively independent of each other, they can be expanded, reduced, eliminated or changed in any way. The performance indicator of each division does not depend on similar indicators of any other division, which makes it easier for the executive body to evaluate and control the activities of divisions. Even work executive body can be evaluated autonomously in all aspects of its activities.

A multidimensional structure discourages the development of bureaucracy by preventing functional units or programs from falling prey to service units whose procedures sometimes become an end in themselves and become an obstacle to achieving the organization's goals. Customers inside and outside the organization control the internal providers of products and services; Suppliers never control consumers. Such an organization is oriented towards ends rather than means, while bureaucracy is characterized by the subordination of ends to means.

Disadvantages of a Multidimensional Organizational Structure

However, a multidimensional organizational structure, although devoid of some significant shortcomings inherent in conventional organizations, nevertheless cannot eliminate all the shortcomings completely. By itself, such a structural organization does not guarantee meaningful and interesting work at lower levels, but it facilitates the application of new ideas that contribute to its improvement.

The introduction of a multidimensional organizational structure in the enterprise is not the only way to increase the flexibility of the organization and its sensitivity to changes in conditions, but a serious study of this allows you to "increase the flexibility" of people's ideas about the capabilities of organizations. It is this circumstance that should contribute to the emergence of new, even more advanced organizational structures.

 

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