Department of monitoring, reporting, statistics and organizational and methodological work. Regulations on the department of organizational work and office work of the organizational management of the Ministry of Culture of the Moscow region Types of structural units

Mission, goals, objectives

The main goal of the administration of the Kemerovo city administration, its social necessity, is expressed in its mission. This is the timely organization of events related to improving the activities of the city administration as a whole and its interaction with the population.

In connection with the implementation of issues of local importance in the field of organizing the work of the administration, the main tasks of the Department are:

* organization of documentation, technical and economic support for the activities of the city administration, the city Council of People's Deputies;

* organization of interaction with the population, socio-political, national and religious organizations on their participation in solving urban problems.

The main tasks of the organizational department

The organizational department as a structural subdivision of the administration of the Kemerovo city administration performs the following tasks:

* long-term and current planning of the city administration, control over the implementation of plans;

* preparation and holding of meetings of advisory bodies under the Head of the city;

* control over the implementation of critical remarks, instructions, appeals of citizens expressed at the meetings of the Head of the city with the population;

* work with parliamentary inquiries;

* organizational and methodological assistance to municipal, district and precinct commissions in the conduct of election campaigns;

* assistance in the development of territorial public self-government of the population, other public associations, the activities of the CPR;

* organization of congratulations on jubilee, professional and national holidays;

* providing organizational and methodological assistance to departments of organizational and mass work with the population of TU.

During the period of its existence, the administration of affairs has repeatedly undergone structural changes. The number of personnel was periodically changed, there was a change or redistribution of functions of the personnel, reformation of departments, etc., which indicates a direct improvement of the organizational structure of management.

The changes that have taken place practically did not affect the management's ability to solve the tasks assigned to it and carry out its functions (Fig. 1)

Organizational structure of management of the structural unit of the Administration of Kemerovo - Department of Affairs

Figure: 1

On the basis of the Regulations "On the management of the Kemerovo city administration" dated 20.11.2007, the department is headed by the chief who manages its activities, exercises the rights and obligations arising from this provision (see Appendix 1).

The head of the department has deputies (see Fig. 1) and shares responsibilities with them. Also, the head of the department sends proposals on the maximum number and the wage fund for the employees of the department, the estimate of expenses for the maintenance of the department within the subventions approved for the corresponding period, provided in the federal budget. Approves the job descriptions of the management employees. Performs other functions in accordance with the legislation of the Russian Federation and the Kemerovo Region. In its activities, it is guided by the Constitution of the Russian Federation, the legislation of the Russian Federation, the Charter of the city of Kemerovo, regulatory legal acts of the Kemerovo region and the city of Kemerovo.

This organizational structure is of a linear type.

The linear organizational structure refers to the simplest type of bureaucratic structures, it embodies the principles of centralism and one-man management.

The advantages of the organizational structure of the unit are:

1. Hierarchy. The type of organizational structure of management has the form of a pyramid with a top manager at the top, who bears all responsibility for the results of the service's activities, distributes the entire volume and delegates responsibility for each part of the overall task to his deputies. Those, in turn, distribute responsibility to lower levels of management along the "chain of command" reaching each employee.

2. Centralization. A high proportion of centrally carried out functions (appointing managers and specialists, strict rationing of working conditions and remuneration, planning, distribution of financial resources, property management, etc.).

3. Consistency and validity of procedures, areas of activity and types of work.

4. Coordination of actions of performers.

5. High efficiency and coherence in the activities of management employees, which indicates high qualifications and motivation to work.

The disadvantages are:

1. Long-term decision-making due to excessive isolation on the head of the department.

2. A clear regulation of functions (job responsibilities, tasks, functions are formalized and communicated to each employee), which creates difficulties in adaptation to various conditions.

POSITION

on the department of organizational work and office work of the Organizational Directorate of the Ministry of Culture of the Moscow Region

1. General Provisions

1.1. Regulations on the department of organizational work and office work of the Organizational Administration of the Ministry of Culture of the Moscow Region

The Ministry of Culture of the Moscow Region (hereinafter referred to as the "Regulations") defines the main tasks of the Department and the functions of its activities.

1.2. The Department of Organizational Work and Office Work (hereinafter referred to as the "Department") is a structural unit that is part of the Organizational Directorate (hereinafter referred to as the "Department") of the Ministry of Culture of the Moscow Region (hereinafter referred to as the Ministry).

1.3. The department organizes and carries out its activities in the interests of the Ministry and its subordinate organizations.

1.4. The Department in its activities is guided by the Constitution of the Russian Federation, the legislation of the Russian Federation and the Moscow Region, the Charter of the Moscow Region, the Regulation on the Ministry, the Regulation on Management and this Regulation, as well as local acts in force in the Ministry.

1.5. The regulation, amendments and additions to it are approved by the order of the Ministry of Culture of the Moscow Region.

2. The main tasks of the Department

2. The main tasks of the Department are:

2.1. Organizational support of the activities of the Ministry;

2.2. Documentation, control, analytical and technical support for the activities of the Ministry.

3. Functions of the Department

3. In accordance with the assigned tasks, the Department performs the following functions:

3.1. Preparation of work plans of the Ministry for a month and half a year in accordance with the proposals of structural divisions and monitoring the progress of their implementation;

3.2. Preparation of the Ministry's proposals for the calendar plan of the main events of the Government of the Moscow Region for half a year, month, week and for the plan of meetings of the Government of the Moscow Region for a month, half a year and monitoring the progress of their implementation;

3.3. Preparation of congratulatory correspondence for anniversaries and memorable dates established in the Russian Federation and the Moscow region;

3.4. Ensuring the activities of the collegium of the Ministry, coordination of work on the preparation of the documents and materials necessary for the meeting by the structural divisions of the Ministry, issuance of final documents and control over the implementation of decisions;

3.5. Organizational support of events held by the Ministry, including with the participation of the Governor of the Moscow Region;

3.6. Organization and maintenance of a unified system of office work and document management in the Ministry;

3.7. Participation in exercising control over the observance by the structural divisions of the Ministry of the requirements of the Ministry's Instruction on Records Management, the Ministry's Regulations, the administrative procedure for the execution of the state function of considering citizens' appeals in the Ministry in the preparation of normative legal acts of the Ministry, responses to appeals of state bodies, local self-government bodies, subordinate organizations, legal individuals and citizens.

3.8. Control over the execution of decisions and orders of the Governor of the Moscow Region, decisions of the Government of the Moscow Region, protocol orders of the Governor of the Moscow Region and the Government of the Moscow Region, orders and orders of the Ministry;

Coordinates the work of the Department with other departments of the Ministry and subordinate organizations;

Carries out control over the execution of orders of the leadership of the Ministry and the Office, the passage of documentation, the conduct of office work in the Department;

Endorses the orders of the Ministry and orders of the Minister of Culture of the Government of the Moscow Region, local acts on matters within the competence of the Department;

Participates in meetings of the Board of the Ministry;

Exercises other powers attributed to his competence by the official regulations.

The Head of the Department is personally responsible for the fulfillment of the tasks assigned to the Department and the implementation of his functions.

5.3. The department is staffed from a number of specialists with higher education and meeting the qualification requirements approved by the order of the Minister.

5.4. Job responsibilities, qualification requirements and requirements for the personal qualities of the specialists of the Department are determined by their job regulations.

5.5. The material, technical, documentary and information support of the activities of the Department for the implementation of the functions provided for by this Regulation is carried out in the manner prescribed by the Ministry.

KRASNOPOLSKY VLADISLAV IVANOVICH

Doctor of Medical Sciences, Professor of the Russian Academy of Sciences

In 1961 he graduated from the 2nd Moscow State Medical Institute named after N.I. Pirogov. From August 1961 to the present time he has been working at MONIIAG. From 1961 to 1963 studied in clinical residency in obstetrics and gynecology, after which he worked as a junior researcher, since 1967 - a senior researcher, since 1973 - head of a gynecological clinic. Since 1985, director of GBUZ MO MONIIAG. On the Academic Council of the Institute on March 16, 2017, he was elected President of MONIIAG.

Since 1990 V.I. Krasnopolsky is the head of the Department of Obstetrics and Gynecology of the Faculty of Advanced Training for Doctors of the Moscow Region at the M.F. Vladimirsky.

Labor activity V.I. Krasnopolsky is multifaceted and combines therapeutic, research, organizational and methodological work. In 1967, Vladislav Ivanovich defended his Ph.D. thesis on "Caesarean section after the outpouring of water", in 1978 - his doctoral thesis on the topic "Modern aspects of diagnosis, surgical treatment and prevention of purulent formations of the uterine appendages."

In the field of gynecology, V.I. Krasnopolskiy made it possible to form the concept of connective tissue failure in the event of prolapse of internal genital organs. He proposed original methods of surgical treatment of stress urinary incontinence, ureteral transplantation, correction of pelvic floor muscle failure, prolapse and prolapse of the uterus and vaginal walls, methods of preventing severe postoperative complications in purulent lesions of the pelvic organs, peritonitis, and extensive endometriosis, for which the author's certificates and patents.

In the field of obstetrics, under the leadership of V.I. Krasnopolsky, the problems of diagnosis, treatment and prevention of postpartum purulent-septic complications, as well as various aspects of the caesarean section were developed. Fundamental research is carried out on diabetes mellitus in pregnant women, diabetic fetopathy, cellular-molecular and pathophysiological bases of dysmetabolism and angiopathies, methods of their prevention and correction have been developed.

IN AND. Krasnopolsky and his students developed and presented scientific data on the management of pregnancy, childbirth and the postpartum period in women in ecologically unfavorable areas exposed to radioactive contamination as a result of the Chernobyl accident. We proposed a scheme for organizing obstetric care for women in these regions, providing for the prevention of complications in the mother, fetus and newborn, as well as the rehabilitation of the reproductive health of the female population.

IN AND. Krasnopolsky established a school of obstetricians and gynecologists, which develops not only topical issues of gynecological and laparoscopic operations, caesarean section, but also the most important issues of spontaneous childbirth in women of high risk groups.

Author of 350 scientific works, including 14 monographs, many guidelines and manuals for practicing doctors. Under his supervision, 16 doctoral and 32 master's theses were completed and defended.

In 2012 V.I. Krasnopolsky was elected Academician of the Russian Academy of Sciences.

Member of the Interdepartmental Scientific Council of the Russian Academy of Medical Sciences (1993), Member of the Bureau of the Scientific Medical Council of the Ministry of Health of the Russian Federation (1993), Chairman of the Section and Member of the Expert Council on Obstetrics and Gynecology of the Problem Scientific Center of the Ministry of Health of the Russian Federation (1993), Chairman of the Scientific Council of MONIIAG (1995), Chairman of the Dissertation Council at MONIIAG (1990), Vice-President of the Russian Association of Obstetricians and Gynecologists (1993), Member of the Coordinating Council for Healthcare under the President of the Russian Federation in the Central Federal District (2001), Member of the Bureau of the Department of Clinical Medicine of the Russian Academy of Sciences (2002), Member of the Scientific and Expert Council under the chairman of the Council of the Federal Assembly of the Russian Federation (2002), member of the editorial board of the journal "Obstetrics and Gynecology" (1989), member of the editorial board of the journal "Bulletin of the Russian Association of Obstetricians and Gynecologists" (1994-2000), editor-in-chief of the journal "Russian Bulletin of Obstetrics and Gynecology" (2001), member of the editorial board of the journal "Obstetrics and Women's Diseases" (1997), Head of the Department of Obstetrics and Health necology of FUV at M.F. Vladimirsky (1990).

Laureate of the Prize of the Government of the Russian Federation (2002) for the development and implementation of endoscopic methods in gynecology, Honored Doctor of Russia (1995). He was awarded the Order of Merit to the Fatherland, IV degree (1998), the Order of Merit to the Fatherland, III degree (2007). Honorary Citizen of the Moscow Region (2003).

A structural unit of an organization is a specific part of an enterprise that is focused on performing individual tasks in accordance with job descriptions, charter and other local regulations. Every employer and specialist should know what a structural unit of an organization is, why they are needed and how their legal regulation is ensured.

What is a structural unit of an organization - legal regulation

The concept of a structural unit of an enterprise defines it as a separate unit that unites certain jobs and employees who occupy them, which has a certain independence within the organization. Division into structural divisions allows for effective delegation of labor, simplifies personnel management and the entire enterprise as a whole. That is why, without dividing into structural divisions, effective business conduct is possible only in organizations related to small businesses.

The legislation, in turn, does not in any way regulate the activities of individual structural units, does not highlight their features and does not provide any legal mechanisms related to this aspect of labor relations. Therefore, employers have the right to independently organize the separation of various teams and structures within the enterprise, without undue restrictions in regulatory and procedural matters.

Branches and subsidiaries are not considered structural units of the organization. The key feature of structural units is precisely that they stand out strictly within the company, are not independent and cannot exist in isolation from the business entity as a whole.

Accordingly, the structural divisions of the organization cannot possess the characteristics of an independent business entity. That is, in relation to them, certain principles must be observed:

• The employer should not notify the regulatory authorities or trade unions about the creation or dissolution of structural units, their reformatting, until changes are made in the actual workplaces.
• Structural divisions are not registered with tax authorities and insurance funds.
• Separate accounting reports are not kept for the structural units of the enterprise. Also, they are not assigned separate statistics codes. The activities of structural units are reflected in the general balance sheet of the enterprise.

The legislation does not provide for and does not allow the possibility of opening separate bank accounts for individual structural divisions of the company.

Types of structural divisions of the organization

Since the concept of structural divisions of an organization is not enshrined in legislation, questions of the name, as well as specific goals and objectives of these divisions, may have different answers. But in most cases, well-established basic names are used in HR administration, which can greatly simplify the creation of an effective system for the distribution of duties and personnel management in the enterprise. So, examples of the names of structural divisions of an organization, together with their main tasks and functions, may look like this:

In addition, other types of structural divisions within the enterprise can also be distinguished. So, for production, there is often a division into separate workshops. There is also a division into sectors, sections and groups - these structural units determine specific work and areas of work, as well as areas of responsibility of employees.

The division into structural divisions in an enterprise implies that many employees can simultaneously be included in various divisions and simultaneously be members of several of them. So, for example, a builder-repairman may belong to the overhaul department, which, in turn, will be part of the economic department of the enterprise. At the same time, a colleague of this builder, in a similar position, can work in the first service area with one team, and the builder himself - in a different area with other responsible persons.

How to Create a Business Unit - Procedure

The employer, as mentioned earlier, independently decides on the introduction of various structural units and on the regulation of their activities. At the same time, the main document on the basis of which this personnel management system will function is a provision on a structural unit or another internal document similar in meaning. The content of this provision is not regulated, but traditionally includes:

• General information about the company and the planned actions, the purpose of creating organizational structures.
• Specific information about the number of employees - both for the enterprise as a whole and for the planned divisions.
• Tasks and functions of the created structural units.
• Direct appointment of leadership in them or the creation of mechanisms for the appointment of leadership.
• The order in which the relationship between the various departments is carried out.
• Determination of the collective responsibility and responsibility of the heads of departments within the organization.
• The procedure for liquidation, merger and other actions that change structural divisions.

A provision on a structural unit can be created both one-time, when this system is introduced, or supplemented later or adopted anew when creating additional units. The most convenient method will be when the main document contains only the main principles of the system of structural divisions, and each individual division is put into operation and regulated within the enterprise by individual local acts .

The main task of the employer when creating structural divisions at the enterprise is the most accurate and clear indication of the functions of this structure. So, when specifying functions, you should pay attention to the following nuances:

To avoid the most common mistakes, it will not be superfluous to draw the attention of employers to the main requirements for structural units:

• Each department should have a clearly defined hierarchical structure that provides subordination within the enterprise.
• The legal basis for the activities of the unit should provide this unit with the opportunity to act flexibly and not be fixed in a rigid framework - otherwise there will be no sense from the division of labor.
• The size of the units should correspond to the capabilities of the manager. It should be understood that the optimal size in most cases is the size of structural units from 5 to 20 people, but not more, and not less.