Job responsibilities of the head of the structural unit. Job description of the head of the department. What a specialist should know

Introduction

Material incentives are a complex of various kinds material wealth received or assigned by personnel for individual or group contributions to the results of the organization's activities through professional labor, creative activity and the required rules of conduct.

Therefore, the concept material incentives includes all types of cash payments that are applied in the organization, and all forms of material non-monetary incentives. Today, in domestic and foreign practice, the following types of direct and indirect material payments are used: salary, bonuses, bonuses, profit sharing, additional payments, deferred payments, participation in equity capital.

The central role in the system of material incentives for labor belongs to wages. It remains the main source of income for the overwhelming majority of working people, which means that wages and in the future will be the most powerful incentive to improve the results of labor and production as a whole.

Functions and tasks of the head of the small structural unit in the organization of its activities.

In the highest echelons of management (directorate), issues of a strategic order are resolved: personnel policy, strategy and tactics of its implementation, assignments for the development of methodological and regulatory materials (documents), control over their implementation and general management of all departments for work with personnel are carried out.

At the level of individual industries in the association, work on personnel management is mainly of an operational nature. Separation of personnel management functions between the management apparatus and the heads of individual production structures should be clear enough to exclude parallelism in work, which increases accountability for results.

Personnel management functions at the shop level are performed by line managers of the shop (shop manager, foremen, foremen), as well as specialists from shop management structures (economists, organizing engineers, rationers), shop floor managers public organizations(primarily a trade union). Line managers participate in the recruitment of personnel, and foremen, together with specialists, provide conditions for highly productive work and the use of an employee according to his abilities.

The main priorities of coordination are: alignment, balance, balance, insurance, redundancy, manageability. Coordination is carried out on the basis of information with the help of organizational structures, as well as through the creation of working groups, information systems, and the appointment of a coordinator.

By its nature, coordination activities are:

Preventive, i.e. aimed at anticipating problems and difficulties;

Eliminating, i.e. designed to eliminate interruptions in the system;

Regulatory, i.e. contributing to the preservation of the existing scheme of work;

Stimulating, i.e. improving the performance of a system or an existing organization even in the absence of specific problems.

To perform this function, the following are used:

- all kinds of documentary sources (reports, reports, analytical materials);

- results of discussion of emerging problems at meetings, meetings, etc .;

- technical means of communication that help to quickly respond to deviations in the normal course of work in the organization.

With the help of these and other forms of communication, the interaction between the subsystems of the organization is established, the resources are maneuvered, the unity and coordination of all stages of the management process (planning, organization, motivation and control) is ensured.

V overall function coordination can be divided into two main areas.

1. Coordination of activities between structural units.

2. Coherence between departments and services of the enterprise by establishing rational links between them, for which the organization should perform the following activities:

Finding out the reasons for deviations from planned targets;

Determination of the scope of additional work and the procedure for their implementation;

Determination of the composition of reserves allocated by the organization for additional work;

Redistribution of duties and responsibilities between officials;

Prompt action to eliminate deviations.

In organizations focused on long and fruitful work, coordination is seen as an addition and extension of the function of the organization. In the process of implementing this function, top-level leaders often carry out mainly only the coordination of external relations. In other cases, for example, in the formation of software-oriented systems such as creative groups, coordination becomes the main organizing function, because these systems require not strict formalization, but only the coordination of creative efforts, focus on ideas, and their motivation. Working group- this is, as a rule, a temporary team formed to solve a specific short-term problem with the involvement of representatives of various services. The advantage of such a group is the ability to form it in a short time, which allows you to quickly resolve emerging issues.

Coordination through information systems involves the exchange of information within and between departments using a computer network. Such Information system allows you to compose and distribute electronically reports, memoranda, bulletins and other documents.

Collaboration individual employees who are aware of the need to combine efforts will be most effective only if each of them clearly understands their role in collective efforts and how their roles are interrelated, therefore, the following types of interdependence of enterprise divisions are distinguished:

1. Nominal interdependence. The divisions united by this interdependence contribute to the common cause, but are not directly related to each other. (Allied factories that provide a wide variety of materials and semi-finished products, for example, an automobile plant, make a general contribution to the production of automobiles, but are independent and not directly related to each other. The degree of coordination of their activities is minimal.)

2. Consistent interdependence. With this type of communication, the work of the units involved in the subsequent stages of work depends on the work in the previous stages. Sequential interdependencies require closer coordination than nominal interdependencies, especially in the later stages of production.

3. Mutual interdependence. With this attitude, the input factors of production of one department become the result of the work of another, and vice versa.

The problems of ensuring effective coordination of the activities of all divisions of the organization are directly related to the level of development of communications, the need to maintain a constant information exchange... When a production manager communicates instructions or other information through communication, he must be sure that his message will be correctly understood and received in a timely manner. The reverse process of transferring information from a subordinate to a leader is also important. At this stage, there are failures, the lower link does not always know what information the management needs to make certain decisions. This is a serious problem, since the source of information for decisions at the highest level is the lower levels of the organization.

Coordination activities are carried out using certain mechanisms, among which are distinguished such as informal non-programmable, programmable impersonal, programmable individual and programmable group coordination. Enterprises can use one or more of these approaches (mechanisms) to carry out coordination.

Informal non-programmable coordination. Coordination is often carried out voluntarily, informally, without prior planning on the part of the enterprise, since it is almost impossible to foresee, program or interconnect all activities. Therefore, organizations rely to some extent on voluntary coordination from their employees.

Informal coordination is based on mutual understanding, common attitudes and psychological stereotypes that dictate the need for joint coordinated work and interaction. The wide division of labor causes the appearance of various production, economic and social problems, for the solution of which informal coordination is used. However, there are a number of conditions, the observance of which should increase the effectiveness of voluntary coordination. These conditions, in particular, are:

The employee must know his tasks and the tasks of the unit;

The employee should clearly understand what is required of him;

The employee must feel like a part of the organization and consider the tasks facing it as their own.

Often this involvement is the result of careful selection and orientation of employees. With the increase in the size of the enterprise, significant changes in the personnel structure, informal coordination must be replaced by programmed one. At the same time, no enterprise can function without (in one form or another) voluntary coordination.

Programmable impersonal coordination. If the conditions for informal coordination are not created, or if the organization is too complex for informal communication to be effective, then the leader can apply standard working methods and rules. You can save a lot of time by establishing a way to deal with frequently recurring coordination problems in the form of a procedure, plan, or course of action. An example of this approach is the deadline for completing plans. Programmed methods of impersonal coordination are used on averages and large enterprises and almost all small organizations.

Individual coordination. Employees do not always have the same understanding of tasks and areas of work. Everyone interprets them the way they see it. Two approaches to individual coordination are used to address these differences.

The first approach is associated with the fact that coordination, as a rule, is carried out by the head, to whom at least two subdivisions are subordinate. He assesses the situation and uses his influence to ensure that the divisions solve the common problem. If this fails, he uses his authority and establishes a procedure for future interaction. To the extent that the solution is seen as fair and real, it removes the coordination problem.

The second approach is the activity of a specially appointed coordinator. In particularly difficult areas, the coordination work is so extensive that it becomes necessary to establish a separate post. Here are just a few varieties of the second approach to coordination:

Product manager, i.e. a person acting as a liaison between all production services, which contributes to the growth of sales and profits;

Project manager, i.e. a person who acts as a liaison between all departments throughout the entire duration of the project;

Customer representative, i.e. a person acting as a liaison between all services and a regular customer;

Special bureau, i.e. a unit coordinating the receipt and distribution of all information for clients and customers.

Of course, maintaining a dedicated coordinator and his staff may increase direct administrative costs. Coordinators in these situations have rather limited opportunities to influence the course of the case. This approach is not often used, but can be effective when time is running out and costs are almost irrelevant.

Programmable group coordination. Coordination issues can also be dealt with at group meetings - whether they be regular committees or ad hoc commissions. The discussion should take into account both personal preferences, and group interests, and the objectives of the organization. Based on these discussions, agreed decisions are made. Commissions are often the only means of coordinating various functions of entrepreneurship, bringing together leaders working in different departments. A useful exchange of views takes place here, decisions are made concerning several departments. Everyone can express their opinion on the decision made, but no one can take it on their own, without taking into account the opinions of their colleagues.

With different management styles, there are significant differences in the way tasks and workers are allocated to achieve the goals of the enterprise. With the expansion of the enterprise, the management structure becomes more strictly regulated. If an enterprise is large and operates using invariable technology for a stable market, it, as a rule, seeks to formalize its organizational structure... An authoritarian management style is characterized by more formalization, more standardization, and division into divisions by technology or function. It provides for high hierarchical structures, small control areas and significant centralization. Coordination in this case is carried out according to the management hierarchy, based on the charter and procedures of the organization, as well as the strategy adopted by it. In a liberal style, coordination is carried out informally with the use of group coordinators. It is dominated by decentralization, large areas of governance and lower hierarchical structures. With a liberal management style, more attention is paid to the manifestation of the creative abilities of workers. All organizational styles have some degree of formalization and standardization, but the liberal tries to keep them to a minimum and structure the enterprise by purpose. The democratic management style is characterized by many possible combinations of different styles.

Thus, thanks to the coordination function:

- the dynamism of the enterprise is ensured;

- harmony of interrelations of structural divisions is created;

- maneuvering of technological and labor resources within the enterprise is carried out in connection with the change or clarification of tasks.

Similar information.

Job description head of structural unit

General Provisions

1.1 This job description defines the functional duties, rights and responsibilities of the head of the structural unit.

1.2 The head of a structural unit belongs to the category of managers.

1.3 The head of the structural unit is appointed and dismissed in accordance with the procedure established by the current labor legislation by order of the director of the consumer services plant.

1.4 Relationship by position:

1.4.1	Direct subordination	To the director of the consumer services plant
1.4.2.	Additional subordination	‑‑‑
1.4.3	Gives orders	To employees of the structural unit
1.4.4	The employee replaces	Deputy head of the structural unit
1.4.5	The employee replaces	‑‑‑

Qualification requirements of the head of the structural unit:

2.1	education	Higher professional education
2.2	work experience	At least 2 years
2.3	knowledge	decisions, orders, orders, other governing and regulations higher bodies on issues of consumer services for the population; rules of consumer services for the population; standards, the mandatory requirements of which must be met by household services; organization of logistics structural unit (service); profile, specialization and features of the structure of the organization of consumer services for the population; production facilities and human resources the head of the structural unit (service); technology of rendering personal services the population; prospects for technical, economic and social development the head of the structural unit (service); basics of planning, strategic and operational planning; environmental protection requirements; fundamentals of economics, organization of production, labor and management; fundamentals of labor legislation; the procedure for drawing up and agreeing business plans for production and economic and financial and economic activities of a structural unit (service); office work standards (classification of documents, procedure for execution, registration, passage, storage, etc.); funds computing technology, communications and communications; rules and norms of labor protection and safety measures, industrial sanitation and fire protection;
2.4	skills	work in the specialty
2.5	Additional requirements	---

Documents regulating the activities of the head of the structural unit

3.1 External documents:

Legislative and regulations related to the work being performed.

3.2 Internal documents:

Charter of the consumer services plant, Orders and orders of the director of the consumer services plant; Regulations on the structural unit, Job description of the head of the structural unit, Internal rules work schedule.

Job responsibilities of the head of the structural unit

The head of the structural unit (service) performs the following duties:

4.1. Determines and sets before the structural unit (service) goals and objectives related to the implementation of consumer services for the population.

4.2. Carries out the organization, planning and coordination of the activities of the unit (service) aimed at providing a certain set of consumer services with the greatest socio-economic effect.

4.3. Provides timely and high-quality consumer services to the population.

4.4. Exercises control over the rational expenditure of material, technical and labor resources, reducing costs and increasing the efficiency of consumer services for the population.

4.5. Analyzes and evaluates the performance of the unit (service).

4.6. Carries out quality control and efficiency of consumer services provided by the structural unit (service).

4.7. Carries out the development and implementation of measures to improve the activities of the unit (service), increase the volume and variety of provided consumer services, improve their quality.

4.8. Takes part in the selection and placement of workers

structural unit (service).

4.9. Carries out control over the rational use of labor of employees of the structural unit (service) and their qualification improvement.

4.10. Supervises the observance by the employees of the structural unit (service) of the rules and regulations of labor protection and safety in the provision of household services to the population.

4.11. Provides correct design and timely submission of reports on the results of the activity of the structural unit (service), the organization of appropriate accounting.

4.12. Performs related duties.

The rights of the head of the structural unit

The head of the structural unit (service) has the right:

5.1. Participate in the discussion of draft decisions of the head of the organization.

5.2. To dispose of the property and funds entrusted to him in compliance with the requirements determined by legislative and regulatory legal acts, the Charter of the organization, the regulation on the structural unit (service).

5.3. Sign and endorse documents within their

competence.

5.4. Initiate meetings on organizational and financial and economic issues.

5.5. Request and receive from other structural divisions (services) the necessary information and documents.

5.6. Conduct quality checks and timely execution of orders.

5.7. Demand the termination (suspension) of work (in case of violations, non-compliance with established requirements, etc.),

compliance with established norms, rules, instructions; give instructions for correcting deficiencies and eliminating violations.

5.8. Submit to the head of the organization for consideration the idea of hiring, moving and dismissing employees, on the encouragement of distinguished workers and on the use of disciplinary action to employees who violate labor discipline.

5.9. Participate in the discussion of issues related to the performed by him job duties.

5.10. Require the head of the organization to assist in the performance of their duties and rights.

Responsibility of the head of the structural unit

The head of the structural unit is responsible for:

6.1. For improper performance or non-performance of their duties provided for by this job description - within the limits determined by the current labor legislation of Ukraine.

6.2. For offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal and civil legislation of Ukraine.

6.3. For causing material damage- within the limits determined by the current labor and civil legislation of Ukraine.

Working conditions of the head of the structural unit

7.1. The mode of work of the head of the structural unit is determined in accordance with the Internal Labor Regulations established in the consumer services plant.

7.2. To resolve operational issues, the head of the structural unit may be assigned service vehicles.

Terms of remuneration

The terms of remuneration of the head of the structural unit are determined in accordance with the Regulations on remuneration of personnel.

9 Final provisions

9.1 This Job Description has been drawn up in two copies, one of which is kept by the consumer services plant, the other - by the employee.

9.2 Tasks, Duties, Rights and Responsibilities can be clarified in accordance with the change in the Structure, Tasks and Functions of the structural unit and workplace.

9.3 Changes and additions to this Job Description are made by order of the director of the consumer services plant.

Head of structural unit
		(signature)	(surname, initials)
AGREED:
Head of the legal department

(signature)	(surname, initials)

00.00.0000

I have read the instructions:
		(signature)	(surname, initials)
		00.00.00

Added to the site:

Job description of the head of a structural unit of an educational organization[name of the educational organization]

This job description was developed and approved in accordance with the provisions of the Federal Law of December 29, 2012 N 273-ФЗ "On education in Russian Federation", section" Qualification characteristics positions of educators of the "United qualification handbook positions of managers, specialists and employees, approved. by order of the Ministry of Health and Social Development of Russia of August 26, 2010 N 761n, and other regulatory legal acts governing labor relations.

1. General Provisions

1.1. The head of the structural unit of the educational organization (hereinafter referred to as the head of the structural unit) belongs to the category of managers and is directly subordinate to [name of the position of the immediate manager].

1.2. A person who has a higher professional education in a specialty corresponding to the profile of the structural unit and work experience in a specialty corresponding to the profile of the structural unit for at least 3 years is appointed to the position of the head of a structural unit.

1.3. For the position of the head of a structural unit in accordance with the requirements of Art. 351.1 of the Labor Code of the Russian Federation, a person is appointed who does not have or did not have a criminal record, who is not or has not been subjected to criminal prosecution (with the exception of a person whose criminal prosecution has been terminated on rehabilitating grounds) for crimes against life and health, freedom, honor and dignity of the individual (for with the exception of illegal placement in a psychiatric hospital, slander and insults), sexual inviolability and sexual freedom of the individual, against family and minors, public health and public morals, the foundations of the constitutional order and state security, as well as against public safety.

1.4. The head of the structural unit is appointed to the position and dismissed from it by the order of [name of the position of the head].

1.5. The head of the structural unit should know:

Priority areas of development educational system Russian Federation;

Laws and other normative legal acts regulating educational, physical culture and sports activities;

The Convention on the Rights of the Child;

Pedagogy;

Achievements of modern psychological and pedagogical science and practice;

Psychology;

Fundamentals of Physiology, Hygiene;

Theory and methods of educational systems management;

Modern pedagogical technologies for productive, differentiated learning, the implementation of a competence-based approach, developmental learning;

Methods of persuasion, argumentation of one's position, establishing contacts with students (pupils, children) different ages, their parents (persons replacing them), work colleagues;

Technologies for diagnosing the causes of conflict situations, their prevention and resolution;

Basics of working with text editors, spreadsheets, by e-mail and browsers, multimedia equipment;

Fundamentals of Economics, Sociology;

Methods of organizing the financial and economic activities of an educational organization;

Civil, administrative, labor, budgetary, tax legislation in terms of regulation of activities educational organizations and educational authorities at various levels;

Fundamentals of management, personnel management;

Fundamentals of Project Management;

Internal labor regulations of the educational organization;

Labor protection and fire safety rules;

- [other knowledge].

2. Job responsibilities

Head of the structural unit:

2.1. Supervises the activities of the structural unit.

2.2. Organizes the current and long-term planning of the activities of the structural unit, taking into account the goals, tasks and directions for the implementation of which it was created, ensures control over the implementation of planned tasks, coordinates the work of teachers, educators and other pedagogical workers on the implementation of educational (educational) plans and programs, the development of the necessary educational and methodological documentation.

2.3. Provides control over the quality of the educational process and the objectivity of assessing the results of educational and extracurricular activities of students, pupils, ensuring the level of training of students, pupils that meets the requirements of the federal state educational standard.

2.4. Creates conditions for development workers educational programs structural unit.

2.5. Provides assistance educators in the development and development of innovative programs and technologies.

2.6. Organizes work on the preparation and conduct of final certification, educational work for parents.

2.7. Organizes methodical, cultural, extracurricular activities.

2.8. Monitors the teaching load of students (pupils, children).

2.9. Participates in the recruitment of the contingent of students (pupils, children) and takes measures to preserve it, participates in drawing up the schedule of training sessions and other activities of students (pupils, children).

2.10. Makes proposals for improving the educational process and management of the educational organization.

2.11. Participates in the selection and placement of teaching and other personnel, in the organization of their qualifications and professional skills.

2.12. Takes part in the preparation and certification of pedagogical and other employees of the organization.

2.13. Ensures the timely preparation of the established reporting documentation.

2.14. Takes part in the development and strengthening of the educational and material base of the organization, equipping workshops, training laboratories and classrooms with modern equipment, visual aids and technical training aids, in the safety of equipment and inventory, equipping and replenishing libraries and methodological rooms educational-methodical and fiction literature, periodicals, in the methodological support of the educational process.

2.15. Carries out control over the state of medical care of students, pupils.

2.16. Organizes the conclusion of contracts with interested organizations for training.

2.17. Takes measures to ensure the creation of the necessary social conditions for students (pupils, children) and employees of the educational organization.

2.18. Complies with the rules for labor protection and fire safety.

2.19. [Other job responsibilities].

3. Rights

The head of the structural unit has the right:

3.1. For all stipulated by the legislation of the Russian Federation social guarantees, including:

On the main annual extended paid leave;

To provide compensation for the cost of housing, heating and lighting [for those living and working in rural settlements, workers' settlements (urban-type settlements)];

To pay for additional costs for medical, social and vocational rehabilitation in cases of damage to health due to an industrial accident and an occupational disease.

3.2. Get acquainted with the draft management decisions related to the activities of the unit.

3.3. Participate in the discussion of issues related to the duties performed by him.

3.4. Submit proposals for improving the activities of the structural unit for consideration by the management.

3.5. To interact with the heads of all (individual) structural divisions of the organization.

3.6. To involve specialists from all (individual) structural divisions in solving the tasks assigned to him (if this is provided for by the provisions on structural divisions, if not - with the permission of the head of the organization).

3.7. Sign and endorse documents within their competence.

3.8. Submit proposals on the encouragement of distinguished workers, the imposition of penalties on violators of labor discipline.

3.9. Require management to assist in the performance of their duties and rights.

3.10. [Other rights provided for Labor legislation Russian Federation].

4. Responsibility

The head of the structural unit is responsible for:

4.1. For violation of the charter of an educational organization.

4.2. For non-fulfillment, improper fulfillment of the duties provided for by this instruction - within the limits determined by the labor legislation of the Russian Federation.

4.3. For offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal and civil legislation of the Russian Federation.

4.4. For causing material damage to the employer - within the limits determined by the current labor and civil legislation of the Russian Federation.

The job description is developed in accordance with [name, number and date of the document].

HR manager

[initials, surname]

[signature]

[day month Year]

Agreed:

[position]

[initials, surname]

[signature]

[day month Year]

I have read the instructions:

[initials, surname]

[signature]

[day month Year]

I APPROVE:

________________________

[Job title]

________________________

[Name of company]

________________/[FULL NAME.]/

"____" ____________ 20__

JOB DESCRIPTION

Head of the structural unit educational institution

1. General Provisions

1.1. This job description defines and regulates the powers, functional and job responsibilities, rights and responsibilities of the head of the structural unit of the educational institution [Organization name in the genitive case] (hereinafter referred to as the Educational institution).

1.2. The head of a structural unit of an educational institution belongs to the category of managers, is appointed and dismissed in accordance with the procedure established by the current labor legislation by order of [name of the position of the immediate supervisor].

1.3. The head of a structural unit of an educational institution reports directly to the [name of the position of the immediate supervisor in the dative case] of the Educational institution.

1.4. A person who has a higher professional education in a specialty corresponding to the profile of a structural unit of an educational institution and work experience in a specialty corresponding to the profile of a structural unit of an educational institution, at least 3 years, is appointed to the position of the head of a structural unit of an educational institution.

1.5. The head of the structural unit of an educational institution should know:

priority directions of development of the educational system of the Russian Federation;
laws and other normative legal acts regulating educational, physical culture and sports activities;
The Convention on the Rights of the Child;
pedagogy;
achievements of modern psychological and pedagogical science and practice;
psychology;
fundamentals of physiology, hygiene;
theory and methods of management of educational systems;
modern pedagogical technologies for productive, differentiated learning, the implementation of a competence-based approach, developmental learning;
methods of persuasion, argumentation of one's position, establishing contacts with students (pupils, children) of different ages, their parents (persons replacing them), colleagues at work;
technologies for diagnosing the causes of conflict situations, their prevention and resolution;
the basics of working with text editors, spreadsheets, e-mail and browsers, multimedia equipment;
fundamentals of economics, sociology;
ways of organizing the financial and economic activities of an educational institution;
civil, administrative, labor, budgetary, tax legislation in terms of regulating the activities of educational institutions and educational authorities at various levels;
fundamentals of management, personnel management;
basics of project management;
internal labor regulations of an educational institution;
rules for labor protection and fire safety.

1.6. The head of the structural unit of the educational institution in his activities is guided by:

local acts and organizational and administrative documents of the Educational institution;
internal labor regulations;
rules of labor protection and safety measures, ensuring industrial sanitation and fire protection;
this job description.

1.7. During the period of temporary absence of the head of the structural unit of the educational institution, his duties are assigned to [name of the position of the deputy], who is appointed in the prescribed manner, acquires the corresponding rights and is responsible for non-performance or improper performance of the duties assigned to him in connection with the replacement.

2. Job responsibilities

The head of the structural unit of the educational institution performs the following duties:

2.1. Supervises the activities of a structural unit of an educational institution: a training and consulting center, a department, a department, a section, a laboratory, an office, an educational or training workshop, a boarding school at a school, a hostel, a training facility, industrial practice and other structural divisions (hereinafter - structural division).

2.4. Creates conditions for the development of working educational programs of the structural unit.

2.5. Provides assistance to teachers in the development and development of innovative programs and technologies.

2.6. Organizes work on the preparation and conduct of final certification, educational work for parents.

2.7. Organizes methodical, cultural, extracurricular activities.

2.8. Monitors the teaching load of students (pupils, children).

2.10. Makes proposals for improving the educational process and management of an educational institution.

2.11. Participates in the selection and placement of teaching and other personnel, in the organization of their qualifications and professional skills.

2.12. Takes part in the preparation and certification of pedagogical and other employees of the institution.

2.13. Ensures the timely preparation of the established reporting documentation.

2.14. Takes part in the development and strengthening of the educational and material base of the institution, equipping workshops, educational laboratories and classrooms with modern equipment, visual aids and technical teaching aids, in the safety of equipment and inventory, equipping and replenishing libraries and methodological rooms with educational and methodological and fiction literature, periodic publications, in the methodological support of the educational process.

2.15. Carries out control over the state of medical care of students, pupils.

2.16. Organizes the conclusion of contracts with interested organizations for training.

2.17. Takes measures to ensure the creation of the necessary social conditions for students (pupils, children) and employees of the educational institution.

2.18. Complies with the rules for labor protection and fire safety.

In case of official necessity, the head of a structural unit of an educational institution may be involved in the performance of his official duties overtime, in the manner prescribed by the provisions of federal labor legislation.

3. Rights

The head of a structural unit of an educational institution has the right to:

3.1. To give subordinate employees and services assignments, assignments on a range of issues included in his functional duties.

3.2. Monitor the execution of production tasks, the timely execution of individual orders and tasks by the services subordinate to him.

3.3. Request and receive necessary materials and documents related to the issues of his activities, subordinate services and units.

3.4. Interact with other enterprises, organizations and institutions on production and other issues related to his competence.

3.5. Sign and endorse documents within their competence.

3.6. Enjoy other rights established Labor Code RF and other legislative acts of the RF.

4. Responsibility and performance evaluation

4.1. The head of a structural unit of an educational institution bears administrative, disciplinary and material (and in some cases stipulated by the legislation of the Russian Federation - and criminal) responsibility for:

4.1.1. Failure to comply or improper fulfillment of the official instructions of the immediate Deputy Manager.

4.1.2. Failure to fulfill or improper fulfillment of one's own labor functions and the tasks assigned to him.

4.1.3. Misuse of the granted official powers, as well as their use for personal purposes.

4.1.4. Inaccurate information about the status of the work entrusted to him.

4.1.5. Failure to take measures to suppress the identified violations of safety regulations, fire safety and other rules that pose a threat to the activities of the enterprise and its employees.

4.1.6. Failure to enforce labor discipline.

4.2. Evaluation of the work of the head of a structural unit of an educational institution is carried out:

4.2.1. Immediate supervisor - regularly, in the process of the employee's daily performance of his labor functions.

4.2.2. Attestation Commission enterprises - periodically, but at least once every two years, based on the documented results of work for the evaluation period.

4.3. The main criterion for evaluating the work of the head of a structural unit of an educational institution is the quality, completeness and timeliness of his performance of the tasks provided for in this instruction.

5. Working conditions

5.1. The mode of work of the head of a structural unit of an educational institution is determined in accordance with the internal labor regulations established at the Educational institution.

5.2. Due to production needs, the head of the structural unit of the educational institution is obliged to travel to business trips(including local significance).

5.3. To resolve operational issues to ensure production activities the head of a structural unit of an educational institution may be assigned service vehicles.

6. Authority to sign

6.1. The head of a structural unit of an educational institution, in order to ensure its activities, is granted the right to sign organizational and administrative documents on issues attributed to his competence by this job description.

Acquainted with the instructions ____ / ____________ / "__" _______ 20__

[Name of company]

Job description

I approve

[Job title] [Organization name]

______________/___[FULL NAME.]___/

Branch Manager

1. General Provisions

1.1. This job description defines the functional duties, rights and responsibilities of the branch director [Organization name in the genitive case] (hereinafter referred to as the Company).

1.2. The director of the branch is appointed to the position and dismissed from the position in accordance with the procedure established by the current labor legislation by order of the head of the Company.

1.3. The director of a branch belongs to the category of managers and reports directly to the [name of the position of the immediate manager in the dative case] of the Company.

1.4. A person who has a higher professional education (specializing in management) or a higher professional education and additional training in the field of theory and practice of management, work experience in the specialty for at least 2 years is appointed to the position of the director of a branch.

1.5. The branch director should know:

Legislative and normative legal acts regulating entrepreneurial and commercial activities;

Market Economy, Entrepreneurship and Doing Business;

Market conditions, pricing and taxation procedures;

Marketing Basics;

Theory of management, macro- and microeconomics, business administration, stock exchange, insurance, banking and finance;

The theory and practice of working with personnel;

The procedure for developing business plans and commercial terms agreements, contracts, contracts;

Fundamentals of Sociology, Psychology and Labor Motivation;

Business ethics;

Basics of production technology;

The structure of management of an enterprise, institution, organization;

Perspectives for innovative and investment activities;

Methods for assessing the business qualities of employees;

Fundamentals of office work;

Information processing methods using modern technical means communications and communications, computer technology;

Fundamentals of Labor Legislation;

Advanced domestic and Foreign experience in the field of management;

Labor protection rules and regulations.

1.6. The director of the branch in his activities is guided by:

Business plan of the Company;

Local acts and organizational and administrative documents of the Company;

Internal labor regulations;

Occupational health and safety regulations, industrial sanitation and fire protection regulations;

Instructions, orders, decisions and instructions of the immediate supervisor;

This job description.

1.7. During the temporary absence of the director of the branch, his duties are assigned to [the name of the position of the deputy].

2. Functional responsibilities

The director of the branch carries out the following labor functions:

2.1. Manages a business or commercial activities branch of the Company, aimed at meeting the needs of consumers and making a profit through stable operation, maintaining business reputation and in accordance with the mandate and resources allocated.

2.2. Based on the strategic goals of the organization, plans entrepreneurial or commercial activities.

2.3. Monitors the development and implementation of business plans and commercial conditions, agreements, agreements and contracts, assesses the degree of possible risk.

2.4. Analyzes and solves organizational, technical, economic, personnel and socio-psychological problems in order to stimulate production and increase sales of products, improve the quality and competitiveness of goods and services, economical and effective use material, financial and labor resources.

2.5. Carries out the selection and placement of personnel, motivation of their professional development, assessment and stimulation of the quality of work.

2.6. Organizes relations with business partners, a system for collecting the necessary information for expanding external relations and exchange of experience.

2.7. Analyzes the demand for manufactured products or services, forecasting and motivating sales through the study and assessment of customer needs.

2.8. Participates in the development of innovative and investment activities, advertising strategy related to the further development of entrepreneurial or commercial activities.

2.9. Provides an increase in profitability, competitiveness and quality of goods and services, increasing labor efficiency.

2.10. Coordinates activities within a certain area (area), analyzes its effectiveness, makes decisions on the most rational use of the allocated resources.

2.11. Engages consultants and experts on various issues (legal, technical, financial, etc.) to solve problems.

The branch director has the right:

3.1. To give subordinate employees and services (divisions) instructions, tasks on a range of issues included in his functional duties.

3.2. Control the implementation of planned tasks and work, the timely execution of individual orders and tasks by the services (subdivisions) subordinate to him.

3.3. Request and receive the necessary materials and documents related to the activities of the director of the branch, subordinate services (divisions).

3.4. Enter into relationships with subdivisions of third-party institutions and organizations to resolve operational issues of production activities within the competence of the director of the branch.

3.5. Represent the interests of the organization in third-party organizations on issues related to its professional activities.

4. Responsibility

The branch director is responsible for:

4.1. Failure to enforce their functional responsibilities, as well as the work of the services (divisions) of the organization subordinate to him on issues that are the responsibility of the department.

4.2. Inaccurate information on the status of the execution of work plans by a department, subordinate services (divisions).

4.3. Failure to comply with orders, instructions and instructions general director organizations.

4.4. Failure to take measures to suppress identified violations of safety regulations, fire safety and other rules that pose a threat to the activities of the organization and its employees.

4.5. Failure to enforce labor and performing discipline employees of subordinate services (divisions) of the organization.

5. Working conditions

5.1. The mode of work of the director of the branch is determined in accordance with the Internal Labor Regulations established in the organization.

5.2. Due to production needs, the director of the branch can go on business trips (including local ones).

5.3. To resolve operational issues related to production activities, the director of a branch may be assigned service vehicles.

6. Authority to sign

6.1. To ensure his activities, the director of the branch is granted the right to sign organizational and administrative documents on issues attributed to his competence by this job description.

Acquainted with the instructions ___________ / ____________ / "__" _______ 20__

It might be helpful to read:

Job responsibilities of the head of the structural unit. Job description of the head of the department. What a specialist should know

AGREED:

1. General Provisions

2. Job responsibilities

3. Rights

4. Responsibility