Job description of the head of practice in the sp. Leader's activities. Functions and organization of work of the head of the pharmacy. Vii. Working with the head and his deputy. Administrative work

APPROVED:

________________________

[Job title]

________________________

[Name of company]

________________/[FULL NAME.]/

"____" ____________ 20__

JOB DESCRIPTION

Head of industrial practice

1. General Provisions

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

1.2. The head of industrial practice 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 manager].

1.3. The head of industrial practice reports directly to the [name of the position of the immediate supervisor in the dative case] of the Educational institution.

1.4. A person with higher professional education and work experience in teaching positions or leadership positions in organizations in the direction of professional activitycorresponding to the activities of the educational institution ( structural unit), at least 3 years.

1.5. The head of industrial practice should know:

laws and other regulations legal acts Russian Federation on issues of higher professional education;
priority directions of development educational system Russian Federation;
basic information about the development of education in foreign countries;
theory and methods of educational systems management;
local regulations of the educational institution;
the procedure for drawing up curricula;
rules for maintaining documentation educational work;
modern forms and methods of teaching and education;
fundamentals of pedagogy, psychology, ecology, economics, law, sociology;
financial and economic activities of an educational institution;
fundamentals of administrative, labor and economic legislation, personnel management;
rules for labor protection and fire safety.

1.6. The head of industrial practice is guided in his activities:

local acts and organizational and administrative documents of the Educational institution;
internal rules work schedule;
occupational health and safety rules, industrial sanitation and fire protection;
this job description.

1.7. During the temporary absence of the head of industrial practice, his duties are assigned to the [name of the position of the deputy], who is appointed in accordance with the established procedure, acquires the corresponding rights and is responsible for non-performance or improper performance of duties assigned to him in connection with the replacement.

2. Job responsibilities

The head of the industrial practice performs the following duties:

2.1. Organizes training and ensures the conduct of industrial practice in accordance with the charter of the educational institution and the regulation on practice.

2.2. Carries out general management of all types and areas of industrial practice in areas (specialties) of training of an educational institution (structural unit, faculty (institute), branch).

2.3. Determines the strategy, goals and objectives of industrial practice.

2.4. Carries out the development and submission for approval of educational and methodological documents on the conduct of all types of industrial practice.

2.5. Carries out work to ensure the conduct of industrial practice in the areas (specialties) of training of an educational institution together with representatives (heads) of organizations corresponding to the profile training of students.

2.6. Together with the heads of educational institutions (structural divisions), he solves educational, methodological, administrative, financial, economic and other issues arising in the process of work to ensure the conduct and conduct of industrial practice.

In case of official necessity, the head of industrial practice 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 the industrial practice has the right:

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

3.2. Control 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 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 the production practice bears administrative, disciplinary and material (and in some cases provided for 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 supervisor.

4.1.2. Failure to perform or improper performance of his labor functions and the tasks assigned to him.

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

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

4.1.5. 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 enterprise and its employees.

4.1.6. Not enforcing labor discipline.

4.2. Assessment of the work of the head of industrial practice 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. The attestation commission of the enterprise - periodically, but at least once every two years, based on the documented results of the work for the evaluation period.

4.3. The main criterion for evaluating the work of the head of industrial practice is the quality, completeness and timeliness of the fulfillment of the tasks provided for by this instruction.5

5. Working conditions

5.1. The mode of work of the head of industrial practice is determined in accordance with the internal labor regulations established at the Educational institution.

5.2. In connection with production needs, the head of production practice is obliged to go on business trips (including local ones).

5.3. For the solution of operational issues related to the provision of production activities, the head of the production practice may be assigned official vehicles.

6. Authority to sign

6.1. The head of industrial practice, to ensure his 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__

Organization name APPROVED OFFICIAL Position name INSTRUCTIONS of the head of the organization _________ N ___________ Signature Signature decoding Place of preparation Date TO THE HEAD OF PRACTICE

1. GENERAL PROVISIONS

1. The head of the practice belongs to the category of specialists, is hired and dismissed by order of ____________________________________________________________.

2. A person who has a higher (secondary specialized) education, work experience in positions of teaching staff, positions of managers or specialists whose work corresponds to the direction of activity in an educational institution, at least 2 years is appointed to the position of the head of the practice.

In an institution of higher education - higher education, work experience in positions of teaching, research workers, positions of managers or specialists whose work corresponds to the direction of activity in the institution of education, at least 3 years.

3. In his activities, the head of the practice is guided by:

Legislative and regulationsregulating the relevant issues;

Methodological materials related to issues of its activities;

The charter of the institution;

By orders of the head of the institution (direct manager);

Occupational hygiene rules and regulations, labor regulations;

This job description.

4. The practice leader should know:

The Code of the Republic of Belarus on Education, other regulatory legal acts, other guidance and methodological documents and materials on education, organization of industrial training, practice, child rights;

Program and methodological documentation for industrial training, practice;

Fundamentals of Pedagogy, Psychology, Physiology;

Modern production technologies, equipment used in industrial training and practical training, rules for its operation;

Requirements for the quality of products;

Fundamentals of Management, Economics, Labor Organization;

The basics labor legislation;

Labor protection and fire safety rules and regulations.

5. During the absence of the head of practice, his duties are performed in the prescribed manner by an appointed deputy, who is fully responsible for their proper performance.

2. OFFICIAL RESPONSIBILITIES

6. To perform the functions assigned to him, the head of the practice must:

6.1. To supervise the work on organizing and technical support practice of students in the development of educational programs.

6.2. Participate in organizing work on equipping laboratories, workshops, on the basis of which practice is carried out, with modern equipment and other teaching aids.

6.3. Coordinate the work of industrial training masters, analyze their plans, assist in ensuring the mastering of industrial training programs by students.

6.4. Lead the development of work schedules for workshops, laboratories.

6.5. Organize the standardization of work on the passage of practice, the preparation of drawings, instructional and technological maps, product samples for carrying out practical work in industrial training.

6.6. Participate in the work on the conclusion of agreements on the organization of the practice of students, on the creation of students necessary conditions for the internship and the implementation of its program.

6.7. Supervise the preparation of workplaces.

6.8. Organize the involvement of students in the work provided for by the internship program, instructing students on labor protection.

6.9. Provide the direct supervisors of practices, masters of industrial training of the educational institution with methods, programs, instructional requirements, teach the maintenance of accounting and reporting documentation.

6.10. Organize classes to study new technologies, experience of leading industry workers.

6.11. Promote the development of technical creativity, rationalization and invention in the educational institution.

6.12. Prepare draft orders on general issues of organizing and conducting practice.

6.13. Together with departments, departments, faculties, constantly work to improve the process of conducting practice.

6.14. Monitor the progress of the practice, as well as analyze and summarize its results.

6.15. Carry out organizational work to ensure settlements with the direct heads of the practice from organizations and with other employees of organizations for lectures, consultations, seminars and excursions provided for by the practice program.

6.16. Ensure the timely preparation of reports on the results of the implementation of internship programs, analyze them and, based on these reports, draw up a certificate on the quality of the internship at the end of the academic year.

6.17. Ensure compliance with the rules and regulations of labor protection and fire safety.

3. RIGHTS

7. The head of the practice has the right:

7.1. Make suggestions for improving the work related to the responsibilities provided for by this job description.

7.2. To get acquainted with the relevant documents and information necessary for the quality performance of their duties.

7.3. Improve your qualifications in the prescribed manner.

7.4. Require management to assist in the implementation of their duties.

7.5. Take part in the discussion of labor protection issues submitted for consideration at meetings (conferences) of the labor collective (trade union organization).

4. RELATIONSHIP (RELATIONSHIP BY POSITION)

8. The head of the practice is subject to ________________________________. 9. The head of the practice interacts on issues within his competence with employees of the following structural units of the educational institution: - with _________________________________________________________________: receives: __________________________________________________________________________; presents: __________________________________________________________________________; - from _________________________________________________________________: receives: __________________________________________________________________________; presents: __________________________________________________________________________.

5. PERFORMANCE ASSESSMENT AND RESPONSIBILITY

10. The work of the head of the practice is assessed by the immediate supervisor (another official).

11. The head of the practice is responsible for:

11.1. For non-fulfillment (improper fulfillment) of their official duties provided for by this job description - within the limits determined by the current labor legislation of the Republic of Belarus.

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

11.3. For causing material damage - within the limits determined by the current labor, criminal and civil legislation of the Republic of Belarus.

11.4. For non-compliance with the rules and norms of labor protection, safety, industrial sanitation and fire protection - in accordance with the requirements of regulatory legal acts of the Republic of Belarus and local acts in _____________________.

Name of the position of the head of the structural unit _________ _______________________ Signature Explanation of the signature of the Visa Read the instructions _________ _______________________ Signature Explanation of the signature _______________________ Date

Leadership is an essential component of an organization's activities in achieving a goal. The main task of the leader is to organize the work of subordinates according to their qualifications, abilities, inclinations; build models from this organizational links; monitor the effective performance of work. Such a versatility of a manager's work requires him to perform various but complementary functions: administrator, organizer, specialist.

In the role of an administrator, the head exercises his powers to ensure the development of the organization in accordance with applicable laws and regulations, develops and implements personnel policy.

Performing the functions of an organizer, the leader creates the conditions necessary for the fruitful activity of the team in achieving common goals; coordinates the actions of subordinates involved in management and production processes.

As a specialist, that is, a professionally well-trained person who possesses knowledge and experience in a specific area, a leader is called upon to correctly outline tasks, competently analyze and effectively monitor the progress of their implementation.

In connection with the formation of new socio-economic tasks of enterprises, modern leaders must possess the qualities of managers. At the same time, the main requirements include: a wide range of specialized knowledge in the field of market research, marketing planning, pricing, organization of distribution channels, accounting, foreign trade, labor legislation, etc .; entrepreneurship, that is, the ability to achieve specific economic and social goals, choosing original, non-standard solutions associated with economic risk; perseverance, purposefulness, striving for the obligatory achievement of the set goals.

As a manager, a manager must:

· Organize and plan the production and sale of products;

· Make the right management decisions;

· To conduct business negotiations;

· To select and train workers;

Lead a team at the level modern requirements;

Encourage employees to creative activity, rationalization, invention, celebrate and evaluate every achievement of a subordinate;

· Be extremely objective, regardless of their tastes;

Find a way out of conflict situations and etc.

There is a fairly extensive list of characteristics that contribute to effective leadership. These personal qualities usually include the mind, the level of intelligence, self-confidence, dedication, energy, initiative, strictness and exactingness, politeness, a benevolent attitude towards subordinates, etc.

The head or director of the pharmacy, as the head, organizes the work on drug provision of the population and medical and preventive institutions, manages the trade, financial and administrative and economic activities of the pharmacy. Accordingly, its functions include:

· Licensing of pharmacy activities and control over compliance with licensing conditions;

· Business contacts with government and regulatory authorities;

· Ensuring the proper organization of all trade, production and business operations in the pharmacy;

· Control over the availability of an assortment of drugs, compliance with the rules for their dispensing;

· Organization of the supply of medicines and medical products (MP);

· Organization of drug quality control;

· Control over compliance with the rules for dispensing medicines;

Control over compliance with the sanitary regime, the rules for storing medicines in the pharmacy and hospitals;

Hiring and dismissing employees, concluding agreements on material responsibility, approval of schedules for going to work;

· Selection, placement, education and professional development of personnel;

· Introduction of progressive forms of work;

· Organization of information work;

· Organization of sanitary and educational work among the population;

· Ensuring the performance of all business and financial transactions;

· Organization of correct accounting and reporting, planning of pharmacy activities;

· Adoption management decisions on organizational and production issues, monitoring their implementation, etc.

The functions of the deputy head of the pharmacy include: receiving goods from suppliers; operational communication with suppliers, control and analytical laboratory; preparation of orders-orders for medicines and medical devices; delivery of goods to medical institutions and structural units of the pharmacy; monitoring compliance with the pharmaceutical order; scheduling of going to work and others, determined by the functional and job description.

Quality management activities has a direct impact on the work of each employee and the success of the organization as a whole. One of the main directions of increasing the efficiency of management activity is its division and cooperation. They are carried out on three grounds: technological, functional and professional qualification.

According to the technological characteristics of personnel labor, management is distributed by type of work according to the specialization of workers.

The functional division and cooperation of labor are based on specialization in the performance of various management functions.

On the basis of professional qualifications, responsibilities are distributed and responsibility is delineated between employees, taking into account the position held, necessary for this qualification.

The distribution and cooperation of management activities in a pharmaceutical organization are recorded in job descriptions, which determine the organizational and legal status of the head of any management level. The instruction is developed on the basis of the Regulation on a specific position regarding a specific employee, taking into account his knowledge, experience, personal and business qualities, the specifics of the pharmacy.

in a management system, the main carrier of information is a document that constitutes a specific subject and result of management activities. According to the results of some studies, the manager spends 30 to 80% of his working time on working with documents. So, the organization of workflow directly affects the efficiency of the head.

Among the factors that affect the efficiency of a manager's work, an important place belongs to planning and improving the efficiency of working time, as well as psychological aspects management activities.

The efficiency of a manager's work largely depends on the organization of his personal work. When organizing others, the leader must first of all be organized himself. This work is called self-management,those. self-organization, self-government. Self-management helps to improve management efficiency and improve the performance of the entire team of the enterprise.

The main goal the organization of the manager's personal work is to save his working time and make the most of his own capabilities. Each manager sets the system for organizing personal work independently, based on specific conditions, the scope of activity, the nature of the work performed, the number of subordinate employees, etc.

The main components of self-management are:

· Organization of the manager's workplace;

· Optimization of the working environment in the workplace;

· Analysis of the costs of working time;

· Planning by the manager of his work;

· Conducting business meetings and meetings and participating in them;

· Organization of public speaking;

· Receiving visitors and conducting business conversations (business contacts technique);

· Organization of information services for the work of a manager, improving his qualifications.

The correct organization and rational equipment of the manager's workplace make it possible to rationally and with the least labor cost to perform their functions, to communicate fruitfully with visitors, employees and subordinates, to receive visitors, to maintain high efficiency and working mood.

Working time planning involves a number of interrelated stages: time tracking, cost analysis, working day planning.

Time tracking methods include: photography, self-photography, timing, instant observation, the choice of which depends on the goals set.

The analysis of the costs of working time is aimed at finding out: a) does the work performed correspond to the position, qualifications, b) does the time spent on performing the work exceed rational norms? According to many studies, management workers with higher education 30-70% of working time is spent on performing functions that do not provide for higher and sometimes secondary specialized education.

All this indicates the need for planning the manager's working time, which is based on the development of a certain mode, appropriate regulations, robot schedules. Planning should be carried out both for the long term, and for a shorter period - a week, a day.

Pharmacy # 1 has a dedicated DLO department serving the decreed categories of citizens. The reason for the separation of the department is the fact that the population is served with drugs that are not the property of the enterprise. The drugs are sourced from authorized pharmaceutical organizations. Employees bear the brigade financial responsibility for the safety of goods and materials and the validity of their sick leave. Since the pharmacy serves the patients of four health care facilities, this is associated with a large volume of specific information work for each health care facility.

The position of the head of the department was introduced into the staffing table of the pharmacy instead of the position of a pharmaceutical worker. The duties of the head of the DLO department are reflected in the job description approved by the head of the pharmacy, there is a note in the instructions that the specialist is familiar. The job description is drawn up in two copies, one is kept by the head of the pharmacy, the second by the employee.

The job description contains a section of general provisions, which indicates who has the right to hold the position of head of the department; the procedure for admission, dismissal; membership in the brigade for the safety of goods and materials. The section contains a link to the regulatory legal acts of the Russian Federation, Khabarovsk Territory, local acts of the enterprise. The rules and regulations of labor protection and safety measures are also indicated. The second section lists the functions performed by the specialist. The third section is specific job responsibilities. The fourth section is the employee's rights, the fifth section is the employee's responsibility.

The report on the movement of goods in the DLO department is maintained in accordance with electronic programdeveloped by an authorized pharmaceutical organization. The report is drawn up in two copies, one is handed over to an authorized organization, the second is kept in the pharmacy. The report contains information about the movement of goods, the balance at the beginning of the month, consumption and the carry-over balance at the end of the month.

Consolidated documents include: a register of invoices indicating the date, number, amount of incoming goods; Consumption consolidated document, drawn up on the basis of the primary documents of the PR form, registering the personified dispensing of medicinal products to patients at health care facilities separately. Primary documents (consignment note, prescription, according to which the vacation was made to privileged categories of citizens) in accordance with the ND are stored in the pharmacy for 5 years.

Reports are drawn up separately by type of budget (federal, regional). Separately, records are kept of the movement of goods arriving by tender and through warehouses (first quarter of 2009, first half of 2009). In total, 11 reports are prepared monthly. The number of reports fluctuates depending on the change in stock balances.

Vii. Working with the head and his deputy. Administrative work

The staff of the pharmacy No. 1 does not provide for the positions of administrative and economic personnel, which include the duties of conducting auxiliary and economic work, for the implementation of licensed activities, therefore these functions are performed by the head of the pharmacy - Lepo Lyudmila Petrovna. Under her leadership, I was familiarized with the organization of document circulation, the nomenclature of cases, studied the main organizational and administrative documents, the procedure for maintaining documents and processing cases.

Office work

There is no local act of the enterprise on the list of office work. Office work is regulated by ND taking into account the specifics of the enterprise, compiled local act, which indicates the order of receipt of documents from higher authorities. The office work is carried out according to the topic, the manager gets acquainted with all documents included in the pharmacy. His task is to organize work in accordance with the incoming orders, letters and orders. There is no nomenclature of cases in KKGUP, each manager draws up it himself.

The procedure for hiring and dismissing

Pharmaceutical and auxiliary personnel are hired by the head of the pharmacy in accordance with his job duties. Personnel documents (orders for admission and dismissal, work books, work record forms and inserts to them) are stored in the safe by the head of the pharmacy. The pharmacy maintains two books of orders: 1) Orders for personnel; 2) Administrative orders.

Orders for personnel, T-2 form have been kept in the pharmacy for 75 years. The book of orders is laced, numbered, signed and sealed by the head of the enterprise. Employees are familiarized with all orders for the movement of personnel against signature.

In accordance with labor legislation, employment is carried out on the basis of a written application from the employee. The employee must present a passport, pension insurance policy, individual tax number, military ID (if liable for military service), certificate, training certificate, diploma (if it is a specialist). In case of a change in the surname, it is necessary to have a document confirming the change (marriage certificate, divorce certificate). An agreement on brigade liability is filled out with employees engaged in the receipt, storage, movement and release of goods.

If the employee did not have a work book before starting work, then it must be kept at the pharmacy. The head of the pharmacy issues an order for employment, makes an entry in the work book, and the employee gets acquainted and signs in the order book that he is familiar. All documents must be completed within 5 days from the first day of work. The pharmacy maintains a book for recording the movement of work books and an income and expense book for recording forms of work books and inserts to them. The arrival of the book is reflected by series and numbers, based on the invoice. Consumption is reflected

surname and confirmed by a receipt for payment of the cost of the form. The fact of issuing an insert to work book reflected by a mark on the first page of the work book (the series and number of the insert are indicated). The change of surname is also reflected in the work book, indicating the document on the basis of which the change was made.

The employee's personal card (form T-2) reflects the employee's passport data, TIN, pension certificate number, family composition, work experience, registration address and place of actual residence, salary, working conditions (harmful), qualification category, time, place passing and a cycle of courses of postgraduate professional development. The pharmacy concludes an employment contract with the employee (a copy of the employment contract is attached).

The dismissal of employees is formalized by an order for a pharmacy (according to the submitted application or on the basis of an order on official punishment). Distinguish the dismissal of their own free will, the reduction of staff, in connection with the closure of the pharmacy. The employee gets acquainted with the order, the last day of work is the day of dismissal, on which wages are paid, taking into account compensation for unused types of leave.

Labor legislation regulates the procedure for granting leave. Vacation is divided into main and additional. The main vacation is granted for a period of at least 28 calendar days. In addition to the main vacation, the employee may be provided with a short-term leave without pay (in the event of marriage or death of persons who are in a relationship with the employee), is granted on the basis of an application and is issued by order of the head of the pharmacy. The duration of additional vacations is regulated by the Labor Code of the Russian Federation and the collective agreement. The duration of the vacation indicated in collective agreement cannot be less than in the labor code.

The pharmacy prepares a vacation schedule annually. The vacation order is issued no later than 12 calendar days before the vacation. An employee gets acquainted with a vacation order against signature. Holiday pay is paid no later than three days before the onset of the vacation.

The conclusion of contracts for the lease of buildings, for the provision of utilities, for the maintenance of commercial equipment is handled by the department of the directorate of the enterprise. The pharmacy has no right to conclude a contract. But copies of contracts concluded in the management of the enterprise and related to the activities of the pharmacy must be kept in the pharmacy.

Compliance with pricing discipline

The formation of retail prices is carried out in the electronic program mode during the formation of invoices for the supply of goods from the retail warehouse of the enterprise, in accordance with the decree of the Governor of the Khabarovsk Territory No. 90 of 07.07.08 In the case of decentralized supplies, the pharmacy forms the retail price and draws up this with a price agreement protocol, which indicates the price of the manufacturer, supplier. The pharmacy applies trade mark-ups to the supplier's price set by regulation no. 90.

Since the pharmacy has a small retail network, it carries out internal checks according to the order of the company's management.

Pharmacy No. 1 does not have the right to manufacture DF and intra-pharmaceutical preparation (VAZ). Therefore, there are no weighing facilities, measuring devices associated with this type of activity.

The accounting of inspections by state control and supervision bodies is reflected in the journal, which is maintained in the form established by the regulatory documentation. There have been no observations in the course of checks at the pharmacy since 2004.

The pharmacy has a "Book of Reviews and Suggestions" of the established form, numbered, laced, sealed and signed by the head of the enterprise. The book is on the trading floor in a prominent and accessible place. If the book is not completely filled during the year, it is extended for the next year, about which the head of the enterprise makes an entry in the book. All citizens' appeals are considered, the answer is prepared by the head of the pharmacy and, together with the book, is submitted to the management. After review by the management of the enterprise, the answer is sent to the applicant within 10 days by registered mail with notification.

In the structure of pharmacy No. 1 there is a small retail chain - pharmacy DLO, located in the building of the polyclinic №3. In accordance with the order of the directorate of the enterprise, the activities of the pharmacy are checked by sections. Based on the results of the audit, an act is drawn up in two copies, reflecting the actual state of the activities carried out. When drawing up the act, the document is indicated in accordance with which the check is carried out, the act is signed by the person who performed the check and the head of the pharmacy.

At the time of the internship, no repair works were carried out in the pharmacy # 1. The repair work is preceded by the conclusion of an agreement between construction organization and the head of the Pharmacy enterprise. An estimate of work is drawn up, indicating the volume and cost of tariffs for services. Repair is major and cosmetic. If there is a redevelopment of premises, then this is considered a major overhaul. During major repairs, an agreement with the Bureau of Technical Expertise (BTI) is required. Upon completion of the repair and construction work, an act of acceptance and delivery of repair work is drawn up, which is signed by the head of the pharmacy. When carrying out work related to the replacement of communications, electrical networks, the construction organization is provided with a document confirming professional readiness and the right to perform these types of work.

Production meetings are held in the management of the enterprise. The pharmacy conducts classes to improve the level of professional knowledge and study regulations in accordance with the orders of the company's management.

If your company does not practice regular interviews about performance appraisal, then you will do a good job if you introduce them into your practice. This should not be turned into an empty formality as a rule, the less formal such conversations, the more effective they are. Just make a practice of discussing with your subordinates the results of their work, regardless of whether the work is excellent, satisfactory, or poor. Sometimes you need it. just to convince each of them that you know and appreciate their efforts, or to remind them that there are none.

Head of practice (industrial, educational)

It should be noted here as a common drawback in the work of all organizations working according to the Saratov system, the inability to calculate the economic effect from improving the quality, reliability and durability of products. It is not easy to assess correctly the quality of research and design work, but in the practice of design bureaus of the region, very interesting and original calculations were born that determine or, more precisely, try to determine the level of quality of design work. In these bureaus, for each designer, special journals (or cards) of the work record are kept, in which the designers note the time spent by them on the execution different types works.

For more than 2000 years, the government prerogative, or the exclusive right to provide society with money, meant in practice just a monopoly on the minting of coins - gold, silver or copper. It was during this period that such a prerogative began to be accepted unconditionally as an essential attribute of sovereignty, shrouded in a veil of mystery with which the sacred power of rulers was usually associated. Perhaps this idea arose even earlier than the sixth century BC, when the Lydian king Croesus minted the first coins - even at the time when it was customary to put marks on metal ingots in order to certify the fineness of the metal.

The completed report is submitted to the manager for verification. The report adopted by the head is subject to protection before the commission appointed by the head of the department, which is carried out with a differentiated assessment on a 5-point scale, taking into account the correct answers to questions, the quality of the data presented in the report and the depth of the analysis, the student's compliance with labor discipline during the internship. A student who has not completed the internship program who received negative feedback on work and an unsatisfactory assessment when defending a report or not defending a report within the specified time limit is not allowed to complete the diploma project.

The cargo is delivered to the warehouse, where it is checked in accordance with the invoice and accompanying document for quantity, assortment, quality. The warehouse manager or storekeeper accepts the values, and if a shortage is found, a representative of a disinterested organization is involved. An acceptance act is drawn up for the revealed discrepancy between the quantity and quality of the cargo delivered to the warehouse, where the amount of the shortage is recorded and the amount collected from the supplier is established. The acceptance certificate serves as the basis for filing a claim against the supplier. It is drawn up according to Form No. M-7 in two copies by the members of the acceptance committee with the obligatory participation of a financially responsible person and a representative of a disinterested organization. The act is approved by the head of the organization or another authorized person. One copy of the act with the attached primary documents is transferred to the accounting department to record the movement of material assets, the other to the supply service (supplier). In practice, various situations of shortage or damage to cargo may arise both along the route and in a specific situation. The necessary additional data, not highlighted in the form of an act by special lines, is recorded in the Other data section.

The proposed textbook written by the Deputy Head of the Department of Legal Support of the Market Economy of the Russian Academy public service under the President of the Russian Federation, devoted to issues legal regulation entrepreneurial activity. In organic unity, it examines the system of existing regulatory legal acts and the practice of their application. Particular attention is paid to the relationship between economics and law, the role of state bodies and local governments in the formation, functioning and development of entrepreneurship, their interaction with business entities.

This category of merchants provides sales support for retail and wholesale. Ordering can be done nationwide at company headquarters, but sales to individual retailers are directly supported by merchandise managers who provide guidance during sample demonstrations, practice sales promotions, monitor inventory levels and maintain contact with warehouse managers ...

It is advisable for a specialist in modern domestic libraries, primarily directors / heads and heads of structural divisions - library managers to know theoretically and apply in practice the main provisions of marketing as a market concept of managing a library and information institution. The importance of mastering the management staff of libraries with marketing tools is due to the objective need to develop each russian library own strategic line of action for the future, as well as defining adaptively flexible tactics of daily work.

Delegation of PM responsibilities is constantly changing. In most organizations, human resource management activities are carried out by two groups of specialists (PM-specialists) and managers-practitioners (P-managers). P-managers (managers, heads of departments, vice presidents) are included in this activity insofar as they are responsible for the efficient use of all the resources at their disposal. Human resources are a very specific kind

In 1944, new Standard staffs of city, district and children's libraries with a fund of up to 60 thousand volumes appeared, which existed until 1973. The number of librarians was established depending on the size of the fund and the volume of work for each employee, including the head, there should have been at least 1 thousand readers and 20 thousand book loans. In 1950, the department of architecture of the State Library of the USSR named after IN AND. Lenin developed a calculation table to help design public libraries. For the first time, recommendations appeared on the optimal size of the area of \u200b\u200bthe premises for library institutions, depending on the size of their collections, which was indirectly linked to the possible number of potential readers. In the early 50s. on the initiative of the Committee for Cultural and Educational Work of the RSFSR, to which the state public libraries were subordinate, the practice of drawing up five-year plans for the development of librarianship in rural areas, where the shortcomings in such services were most acutely felt, began.

The performance by the employee, in addition to the main job, of other paid work without taking up a full-time position in the same enterprise, institution and organization is not part-time (performance by teachers of general education schools and teachers of secondary specialized educational institutions of the duties of managing offices and laboratories, teaching work of directors, deputy directors, heads of the educational part of educational institutions, the management of subject and cycle commissions, the work of engineering and technical workers in the management of industrial training and practice of students, the duty of medical workers in excess of the monthly norm of working hours, etc.).

Make up a certain, the most effective, in your opinion, system of practical recommendations on the technique of self-management (for a specific head of the department), What is the relevance and effectiveness of your proposed method? Try to use it in practice.

The university administration practices various forms of operational, informational and instructive production meetings, in which deans and heads of departments take part.

Reference book for chiefs. What is included in the director's or department head's directory depends on a number of factors, including the scale and type of business of the company, the persons who receive these directories (only bosses or managers of various ranks). The guidelines included expand or limit the company policies and practices contained in directories for all company employees.

The allowances are established for a certain period, but not more than one year by the order of the institution in agreement with the elected trade union body on the basis of the submission of the team of the structural unit. The allowances are canceled in case of deterioration in performance or the end of particularly important or urgent work. For the heads of health care institutions (chief doctors, directors, managers, chiefs), allowances are established by the decision of the higher health management body for work aimed at developing the institution, applying advanced methods of diagnosing and treating patients, new drugs and medical equipment in the institution's practice.

Directors, their deputies for scientific and educational work, academic secretaries, heads of departments and specialties, heads of educational units, heads of research departments, heads of postgraduate studies (sectors), heads who do not perform teaching at the same educational institution, methodologists, senior scientific employees, researchers, foremen and instructors of industrial training and laboratory assistants - 24 working days.

To persons of the administrative and educational personnel of educational institutions listed in paragraph 4 of this order, directors, their deputies for scientific and educational work, heads of departments and specialties, heads of educational units, heads of postgraduate studies, heads of industrial practice of students, academic secretaries, simultaneously performing on the same educational institution of pedagogical work-. in the amount of not less than 1/3 of the corresponding annual rate - leave of 48 working days is granted.

It is better to double-check the weight of the purchased goods on the same scales that the seller also used when releasing the goods, but previously subjected to a separate independent check for serviceability (accuracy) and adjusted. In practice, there are and sometimes there are certain technical tricks for underestimating the indicators of weight (volume, measure), with which the inspectors should also be familiar. Rechecking and adjustment can be entrusted to the seller himself, the head of the section or store, but in this case, the current control of the inspectors over the implementation of these procedures is also necessary.

The practice of annual inventories is not unusual for Western enterprises either. But here the warehouse manager is not responsible for the deviation of the cost of real inventories from their book value, these losses are borne by the company.

Fatkhutdinov Rais Akhmetovich - Doctor of Economics, Professor, Academician of the Academy of Quality Problems. Was born in 1938 in the city of Zlatoust. He studied at a mining college, served in the army. In 1966 he graduated from the Donetsk Polytechnic Institute. He worked as a mining foreman, designer, economist at enterprises in Donetsk, Ufa and Krasnodar, head of a department at a research institute, head of the department of economics and management at the Moscow Institute of Chemical Engineering. In practice, he studied the features of technology, economics, management of engineering enterprises, oil, defense industry and other sectors of the national economy. In 1989 he defended his doctoral dissertation on planning the efficiency of machines at the Leningrad Institute of Engineering and Economics.

I will give an example from my practice. This is not a commercial company, but government agency - the outpatient department of a psychiatric hospital (for adults), which, among other things, deals with methodological support psychotherapeutic service of the city. I am the manager. I have rates. I need employees. A girl psychologist comes for an interview. Let's start a conversation ...

If you look closely at the practice of project management in some organizations, you will find a lot of oddities in it. In this regard, the analogy with a hospital in which surgeons plan operations without thinking about whether the operating room will be free at the right time is appropriate. Imagine a situation where one fine morning 10 surgeons with patients prepared for the operation appear in the operating room at the same time, but none of them is familiar with the operating hours of the operating unit, whose staff is subordinate to their own supervisor. Let us also assume that the head of the operating room himself is not going to operate on that day and orders his subordinates to help other surgeons. At the same time, each surgeon gets access to the limited resources of the operating room, where there is only one operating table, one anesthesiologist and one surgical nurse, but for only 15 minutes. In this case, the first surgeon can begin to operate, but after fifteen minutes he is obliged to empty the table for the second surgeon, who in turn

Chief consultant on psychology and management Kudashev Azat Rishatovich - professor, head of the department of management at BAGSU, doctor of psychological sciences. Consultants with scientific degrees, leading psychologists in NLP, training, and also practitioners.

Some firms practice "exclusion management" at this stage. a minimum level is defined at each performance level, and if the results exceed it, no corrective action is taken. Maximum levels are often set, as results that exceed them indicate either exceptional efforts by the salesperson, for which he deserves a reward, or a change in some key metrics in determining performance levels. For example, excessively high level Sales revenue can be generated by a new major customer in a given region, which greatly increases the potential for sales in that region. Elimination management is the most economical in terms of saving the sales manager's time, as it allows him to focus on “exceptional” situations.

Pedagogical work SI Volfkovich began in 1921, first as an assistant, then as an assistant professor and professor, head of the Department of Technology of Mineral Substances at the Faculty of Technology of the Institute of National Economy named after G.V. Plekhanov. In 1929 he was elected professor of the Moscow Higher Technical School, and in 1932 he was appointed head of the Department of General Chemical Technology of the Military Academy. K. E. Voroshilov. where he taught courses at the same time. In addition to the General chemical technology and special courses on the technology of phosphorus, nitrogen and potassium salts and fertilizers, S.I. taught courses on Physico-chemical foundations of chemical technology and Basics of design and calculation of chemical