Structural unit of the organization General Director. Job description of the head of a structural unit of an educational institution. What should he do

APPROVED:

________________________

[Job title]

________________________

[Name of company]

________________/[FULL NAME.]/

"____" ____________ 20__

JOB DESCRIPTION

Head 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 an educational institution [Organization name in the genitive case] (hereinafter - Educational institution).

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

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

priority directions of development educational system Russian Federation;
laws and other regulations legal actsregulating 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), colleagues at work;
technologies for diagnosing causes conflict situations, their prevention and resolution;
the basics of working with text editors, spreadsheets, by email and browsers, multimedia equipment;
fundamentals of economics, sociology;
ways of organizing financial economic activity 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 rules work schedule 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 Organization;
internal labor regulations;
occupational health and safety rules, industrial sanitation and fire protection;
this job description.

1.7. During the 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 appropriate 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 units (hereinafter - a structural unit) ...

2.2. Organizes the current and forward planning activities of the structural unit, taking into account the goals, objectives and areas for the implementation of which it was created, provides control over the implementation planned targets, coordinates the work of teachers, educators and other teaching staff 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 extra-curricular 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 innovative programs and technology.

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 teaching load 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 training sessions and other activities 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 pedagogical and other personnel, in the organization of their qualifications and professional skills.

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

2.13. Provides 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, training laboratories and classrooms with modern equipment, visual aids and technical means training, in the safety of equipment and inventory, equipping and replenishing libraries and methodological rooms with educational and methodological and fiction literature, periodicals, in methodological support 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 and living conditions for students (pupils, children) and employees of the educational institution.

2.18. Complies with the rules of 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:

3.1. To give subordinate employees and services assignments, assignments 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 structural unit of the 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 implementation of the official instructions of the immediate Deputy Manager.

4.1.2. Failure to perform or improper performance of his labor functions and 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. Failure to enforce labor discipline.

4.2. Assessment 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 assessing 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. In connection with production needs, the head of a structural unit of an educational institution is obliged to go on business trips (including those of local significance).

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

6. Authority to sign

6.1. The head of the structural unit of an educational institution, 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__

When creating a separate subdivision (OP), the head of the parent organization has the right to appoint a responsible person to manage this subdivision. The relationship between the management of the main office and the management of the OP are formalized in the form, as well as a power of attorney to manage the unit, which enables the head of the OP to represent the interests of the company.

At the same time, the head of the OP exercises his powers on behalf of the head office, since he himself is the sole body of the legal entity. person is not. An employment contract concluded with the head of the EP is drawn up in accordance with the requirements of the Labor Code of the Russian Federation.

Dear Readers! The article talks about typical solutions legal issuesbut each case is different. If you want to know how to solve your problem - contact a consultant:

It is fast and IS FREE!

The head of a separate subdivision is obliged:

manage the EP in accordance with the tasks assigned to it;
plan EP activities and monitor the progress of their implementation;
form the staff of the EP, distribute responsibilities among them;
monitor compliance with labor protection conditions.

General structure of the organization

Separate subdivisions themselves do not have a legal status, so they:

are not subjects of legal relations;
do not have civil legal capacity;
are part of the whole company.

Often ignorance of the above provisions creates confusion, for example, you can often come across the wording "OP as a legal entity", while the OP itself is part of a legal entity, and the law prohibits the entry of one legal entity. faces to another.

The emergence of a separate subdivision can take place after the fact, without being reflected in the constituent documents of the company. For this, it is necessary that the workplace outside the location of the company was stationary and lasted for more than a month.

What is important to consider

Conditions by law

A separate subdivision itself is recognized as such if the structure is geographically separated from the parent organization and has equipped workplaces in its composition. Workplace is recognized as stationary if it exists for more than one month. This provision is indicated in 2 paragraph 11 of Art. Tax Code of the Russian Federation.

Recognition of an organization as a separate subdivision occurs regardless of whether this provision is reflected in the company's internal constituent documents. For separate divisions, registration is required in.

In accordance with federal legislation, the heads of separate divisions are appointed by the parent company and act on the basis of a power of attorney issued to them. The heads of the OP act on behalf of the parent company, the same company bears full responsibility for all the consequences of the activities of the management of the unit.

The structural unit is not independent legal entity, their managers are themselves appointed by a legal entity and act under a power of attorney that has fixed sample... It is worth noting that the presence of a power of attorney is mandatory, since the powers of managers cannot be based on other constituent documents companies.

In the event of disputes involving the OP, the actions under the agreement signed by the head of the unit are considered committed by the legal entity (parent company) itself. But this condition is true only if at the time of signing the contract the head of the OP had a power of attorney from the company.

In accordance with the legislation, divisions can be assigned the main classifier - as well as OKOGU, and others.

The location of a company is also recognized as the territory where it operates through a separate subdivision. Therefore, the organization is obliged to notify the tax authorities at the place of registration of the OP.

Notification of the tax authorities must be carried out within a certain time frame: in case of creation of a separate subdivision - 1 month, in case of changes in the conditions of the existing structure - 3 days. In the event of the termination of the functioning of the EP, the management of the organization is obliged to notify the Federal Tax Service within 3 days from the moment.

If it is necessary to conduct cash transactions, the OP is obliged to maintain. At the same time, in accordance with the instructions of the Bank of Russia, the head of the parent company must brochure sheets of cash books for each existing division where cash operations are carried out.

Sample employment contract with the head of a separate division:

Job requirements

The standard vacancy of the head of a structural unit contains a number of requirements for the candidate, the observance of which will allow him to effectively perform the assigned tasks.

These requirements include:

Knowledge of the legislation of the Russian Federation	The manager must know the various regulationsdefining the functioning of a separate subdivision, as well as the legislation of the Russian Federation concerning the scope of the subdivision.
Knowledge of the industry	The head of the EP must have extensive knowledge in the field of economic activities of the unit, know the documents regulating the profile, specialization of the branch. He must also clearly understand the prospects for the economic and social development of the unit and the company.
Knowledge of the basics of working with personnel	Ability to organize events to improve the efficiency of this work.
Knowledge of the basics of labor protection, labor legislation	The manager must be well versed in the requirements of environmental safety, know the basic provisions of sanitary and epidemiological legislation.

In addition to the above, the appointment to the position of the head of the EP requires appropriate qualifications: higher specialized education and experience of similar work for at least 5 years.

Control principle

A separate subdivision can be managed in three main ways:

Centralized management	With this method of office work, all personnel decisions remain with the parent company. Copies of documents with orders are sent to branches via local network or e-mail. The main disadvantage of the centralized management method is its high cost, since it is often necessary to resort to the services of couriers. The advantage of this method of management is complete control over the formation of the staff of the department.
Decentralized governance	With this form of office work, part of the decisions on personnel policy remains with the management of the EP. The amount of authority delegated to the head of the department can vary widely, for example, he may be allowed to lead work books, acquaint employees with the provisions of the company's charter or independently consider a resume, hire employees, etc. Distributed management enables management to hire employees on time and manage personnel policy generally.
Mixed control	This way of office work can combine the elements of the above systems, in various proportions.

Drawing up an employment contract

The conclusion of an employment contract with the head of a separate division is made in accordance with the norms of the Labor Code of the Russian Federation. The duration of the contract can be either definite or indefinite. In the first case, a temporary contract is concluded.

Usually the head of the company independently decides on the appointment of the head of the EP. The appointed head of the OP acts on behalf of the company under a power of attorney. The labor contract and the power of attorney necessarily indicate the duties and rights of the head of the EP, as well as the limits of his competence.

The main documents regulating the rights and obligations of the head of the OP are:

labor contract;
company charter;
power of attorney.

When drawing up an employment contract, it must indicate the place of work of the future manager, and if the OP is located in a location different from the location of the parent company, then the address of the OP is additionally indicated. Also, in the contract, it is necessary to clearly distinguish between the actual labor functions of the head of the EP and his powers.

When hiring the head of a department for work, probation cannot be more than 6 months. This provision is reflected in 70 Art. Labor Code of the Russian Federation.

The conditions for terminating an employment contract with the head of a separate subdivision, provided that it is located in a different location, comply with the rules. The location of the OP is recognized as different if it is outside the territorial and administrative unit (city, town, etc.) in which the parent company is located.

Upon the dismissal of the head of a division, the head office is obliged to offer him a similar position at the place of his actual work. If there is none, then further dismissal of the employee also takes place according to the rules of liquidation of the company. This circumstance is explained by the fact that with the dismissal of the head, the existing division is actually closed.

According to labor legislation, measures can be applied to the chapter of the OP disciplinary responsibility... For example, for gross violation job responsibilities or in the event that the manager made a decision that caused large material losses or led to damage to the company's property, a penalty in the form of dismissal may be imposed on the head of the division. These measures apply only to the heads of branches, and cannot be applied to their deputies and assistants.

What does the head of a separate division do

The main task of the head of the EP is to fulfill the tasks assigned to him by the head of the company. Their list is indicated in various documents: job description, organization charter, contract, etc.

In addition, the work of the head of the department requires the following duties:

Regularly conduct training activities among the employees of the EP on safety measures, as well as control the timely passage of the required certifications by employees. This also includes the responsibilities of the head of organizing regular medical examinations employees, issuing them special. clothing necessary to perform work.
Monitor employees' compliance with work discipline, safety and security rules environment... If the functioning of the company is associated with the need to maintain state or commercial secrets, then control over the observance of secrecy also falls on the head of the OP.
Provide replenishment of the staff of the EP. The manager forms a personnel policy, the task of which is to create a cohesive team of qualified employees. Also, within the framework of this policy, measures should be taken to increase the motivation of employees, increase the efficiency of their work.

Payment of taxes

The head of the OP, as a responsible person, is responsible for the financial and business operations of the unit entrusted to him. Provided that these operations were carried out on the basis of documents signed by the head and have a corresponding order, and the actions themselves did not go beyond the competence of the head.

The head of the OP is responsible for concealing, understating the income of the unit or concealing any objects of taxation. Also, the head of the subdivision will be responsible if the tax service is not provided with accounting reports, calculations and other documents required to pay taxes in a timely manner. In the event of the above violations, a fine is imposed on the manager in the amount of 2-5 minimum wages, in case of a repeated violation - 5-10 minimum wages.

Also, the head of the OP in special cases may be held criminally liable, for example, in case of deliberate concealment of income or distortion of data provided in tax documents... In this case, the head faces up to 4 years in prison, with subsequent restrictions on occupying certain positions.

APPLICATIONS AND CALLS ARE ACCEPTED 24/7 and WITHOUT DAYS.

POSITION

ABOUT THE HEAD OF THE STRUCTURAL UNIT

APPROVED

CEO

"__" __________ ____

POSITION

on the status of the head of the structural unit

This Regulation regulates the activities, determines the status, rights, duties and powers of the head of the structural unit (hereinafter referred to as the “Subdivision”).

This Regulation has been developed in order to streamline and optimize activities, implement its business projects and strengthen stability in the automotive market.

Article 1. General provisions

1.1. The Head of the Division carries out operational management of all aspects of the Division's activities: commercial, financial, economic, as well as personnel management issues.

1.2. The Head of the Unit disposes of the property of the Unit within the limits established by the Charter and the terms of the employment contract.

1.3. The competence of the Head of the Division includes the development, coordination with the General Director and implementation of the development strategy of the Division within the framework of development, as well as all issues of managing current activities within the limits established by the Charter, internal regulations, this Regulation, and management decisions.

1.4. The goal of the Head of the Division is to ensure the efficient operation of the Division by fulfilling the approved business plan, achieving its profitability and competitiveness, financial and economic stability, maintaining stability and searching for new business technologies, improving the personnel management system.

1.5. The Head of the Unit carries out his management activities taking into account the interests and in full compliance with the general line of development, in close economic and financial interaction with other structural divisions, guided by the principles of corporate commitment, taking care of the image, observing the traditions and peculiarities of development.

1.6. All employees of the Subdivision entrusted to him are directly subordinate to the Head of the Unit in accordance with the terms of employment and job descriptions.

Article 2. Appointment of the Head of the Unit

2.1. Any citizen of the Russian Federation who has the necessary professional, psychological and moral qualities, meeting the requirements a manager who recognizes the norms of the Corporate Code, who is conscientious and proactive about the performance of the assigned tasks and is not deprived of the right to hold the relevant positions in accordance with the procedure established by the current legislation.

2.2. Candidates for the position of the Head of Division may be nominated by employees, the General Director; self-nomination is allowed.

2.3. In some cases, when appointing the Head of a Division, a competition may be appointed by the General Director, in which both employees and persons who are not in labor relations can take part.

2.3.1. All candidates are deemed to have equal rights and opportunities to participate in the competition to fill the vacant position of Head of Division. The terms of the competition and the procedure for its holding are determined by the General Director.

2.3. The Head of the Division is appointed by the General Director with the obligatory agreement of his candidacy with the head of the personnel service.

2.4. The General Director concludes an employment contract with the Head of the Unit for a specified period, which fixes the limits of disposal of the property of the Unit, the rights, obligations, working conditions and the responsibility of the Head of the Unit to.

Article 3. Term of office of the Head of the Unit

3.1. The Head of the Division shall exercise his powers during the term for which he was appointed, except for the cases provided for in clause 3.2. of this Regulation.

3.2. The powers of the Head of the Division may be early terminated on the grounds directly provided for by the labor legislation of the Russian Federation.

3.3. The General Director may unilaterally decide on the early termination of the powers of the Head of the Division with the obligatory notification of his intention to the latter at least 30 calendar days before the date of the upcoming dismissal (unless other terms are provided for by the labor legislation of the Russian Federation) in the following cases:

3.3.1. Failure to either improper performance the development plan of the Division, developed and approved by the General Director for the Division;

3.3.2. Non-fulfillment or improper fulfillment by the Head of the Unit or the obligations and conditions provided for by the employment contract;

3.3.3. Failure to comply or improper implementation of decisions and orders of the General Director;

3.3.4. Causation by the Head of the Unit by his actions of direct economic and financial damage or when he creates conditions that lead to the emergence of a threat of damage.

3.4. In the event of termination of powers on on their own The Head of the Division submits a written application indicating the reasons for the transfer of powers to the General Director at least 2 weeks before the date of the proposed dismissal.

3.5. In case of termination of the employment contract for any of the reasons specified in clause 3.2. and 3.3. of this Regulation, the Head of the Division has all the rights and powers and performs his duties up to the issuance of a dismissal order and the proper execution of the transfer of affairs to the newly appointed Head of the Division or the Acting Chief of the Division.

Article 4. Procedure for referral of cases

4.1. At least 3 working days are allotted for acceptance and transfer of cases of the Division. Calculation and dismissal former Head The division is carried out in accordance with the requirements of the labor legislation of the Russian Federation and the provisions of the employment contract, subject to full compensation for all losses, if any, as a result of the activities (inactivity) of the Head of the Division.

4.2. To carry out the process of acceptance and transfer of affairs of the Division, by order of the Director General, a commission is created, which carries out its activities under the direct control of the Director General.

4.3. Based on and based on the results of the audit, an acceptance certificate is drawn up, which is signed by the previous and new Head of the Division, the chairman and members of the commission, after which it is approved by the General Director.

Article 5. Powers of the Head of the Unit

5.1. Head of the Unit, carrying out strategic planning and the operational management of the activities of the Division, is vested in this connection with the necessary powers.

5.2. The Head of the Division develops and approves the strategic development goals of the Division and the ways to achieve them with the General Director;

5.3. The Head of the Division, on the basis of a power of attorney issued by the General Director, has the right to carry out, within his competence, all actions on behalf of the Division entrusted to him.

5.4. The Head of the Division has the right to dispose of the financial resources of the Division within the limits regulated by the terms of the employment contract.

5.5. The Head of the Division independently settles business contracts with business partners.

5.6. The Head of the Division, within the limits of his competence, gives instructions and makes decisions regarding various aspects of the activities of the Division.

5.7. The Head of the Division represents the interests of the Division within the framework of the current legislation in all organizations, bodies and institutions as in Russian Federation, and beyond.

5.8. The Head of the Division deals with personnel management issues, applies incentives and penalties to employees in accordance with the current labor legislation;

5.9. The Head of Division organizes the distribution functional responsibilities between the employees of the Division, approves the job descriptions.

5.10. The Head of the Division clarifies the list of information containing commercial secrets or being confidential information Subdivisions, levels of accessibility to it by the employees of the Subdivision determines and, in agreement with the management of the security service, carries out the necessary measures in the Division for the financial, economic security of the Division and the personal security of employees;

5.11. In the event of a prolonged (more than 3 days) absence, the Head of the Unit, in agreement with the General Director, appoints the Acting Head of the Unit.

Article 6. Responsibility of the Head of the Unit

6.1. The Head of the Division reports directly to the General Director and is responsible for his actions in accordance with the legislation of the Russian Federation during the entire period of his work in this position.

6.2. The Head of the Division is personally responsible for the fulfillment of the duties assigned to him on the conditions provided for by the employment contract concluded with him, in accordance with the current legislation, the Charter, local regulations, including:

For the effective implementation of the approved business plan for the Division;

For the accuracy and timeliness of the implementation of operational decisions and orders of the General Director;

For the safety of tangible and intangible assets of the Division;

For the rational use of the Division's finances;

For the preservation of trade secrets by him and the employees of the Division he manages;

For compliance with the law in the course of commercial transactions and financial transactions;

For the organization of efficiently working feedback between the units of the Unit entrusted to him with other units.

For ensuring the submission of complete and reliable reporting information on the activities of the Division to the Director General strictly within a certain time frame and in the prescribed form;

For the creation of optimal working conditions for the employees of the Division, control over compliance with safety regulations and labor protection.

6.3. The Head of the Division bears full financial responsibility for losses caused by his actions (inaction), as well as for the consequences of decisions that go beyond his powers, established by the current legislation, the Charter and the employment contract.

6.4. The Head of the Division is obliged to strictly comply with the requirements of the provisions of the Corporate Code, to take care of maintaining the image and trust of partners;

6.5. The Head of the Division is not relieved of responsibility if the actions entailing responsibility were taken by persons to whom he delegated his powers and rights.

Article 7. Procedure for interaction of the Head of the Unit

7.1. undertakes the obligation to provide all the conditions necessary for the work of the Head of the Division to fulfill the obligations imposed on him.

7.2. guarantees the observance of the rights and legitimate interests The Head of the Unit for the fulfillment of the conditions and obligations arising from this Regulation and the employment contract.

7.3. The Head of the Division ensures the implementation of decisions of the meetings of the Board of Directors and the General Director.

7.4. The Head of the Unit executes orders and regulations and on their basis issues the local regulations of the Division.

7.5. The General Director regularly exercises strict control over the rational and economical use of material, labor and financial resources of the Division; for his observance of the norms of legislation, the implementation of orders and decisions of the General Director.

7.6. The Head of the Unit ensures the creation of favorable and safe conditions for effective work employees of the Division, compliance with the requirements of the legislation of the Russian Federation.

7.7. The Head of the Division is responsible for the accuracy and timeliness of reporting to the Director General.

7.8. within the limits of its authority, guarantees the observance of the rights and legitimate interests of the Head of the Division, undertaking not to interfere with the current activities of the Head of the Division, except for the cases provided for by the current legislation, the terms of the employment contract and this Regulation.

7.9. reserves the right to regularly check the activities of the Head of the Division for compliance with the legislation, as well as the conditions and obligations of the employment contract and this Regulation.

7.10. The Head of the Division is obliged to actively participate in the development of strategic development, focusing on the formation and satisfaction of demand for products; develop proposals for optimizing activities, organize feedback with guidance.

7.11. The Head of the Division is obliged to regularly conduct research on the consumer properties of the products sold and the requirements for them; identify factors that determine the structure and dynamics of consumer demand and market conditions, predict the need for various product groups.

7.12. The Head of the Subdivision is obliged to make proposals on the organization of economic security of the Subdivision's activities, to ensure the implementation of the necessary measures to implement security and preserve the commercial secrets of the Subdivision and;

7.13. The Head of the Subdivision has the right to receive complete and reliable information regarding all commercial, financial and other transactions related to the activities of the Subdivision in one way or another;

7.14. undertakes to provide all the conditions necessary for the work of the Head of the Division to fulfill the duties assigned to him.

7.15. undertakes to regularly provide the Head of the Division with legal, methodological, informational and technical and financial support in all areas of the Division's activities.

Article 8. Final provisions

8.1. The Head of the Division heads the Division, which is organizationally part of and acts in accordance with the decisions taken and made.

8.2. The strategic and tactical goals that the Head of the Unit determines and implements in his activities for the leadership of the Unit should not contradict the general line of development.

8.3. The relationship between the Head of the Division and the employees of the Division is built on the basis of corporate commitment, recognition of common values.

An effective department manager is the one who performs the tasks assigned to the department. This is the one who is ready to take responsibility for himself.

To be an effective leader, a person must have a number of characteristics:

Competence - strength, ability, ability to do something.
Management - influencing someone to achieve the desired result.
Managerial competence is the ability to influence subordinates to achieve the desired results.
Competence is a basic characteristic of an individual associated with the criteria for effective and / or successful action in professional or life situations.

The ratio of professional (referring to the specialty of the field in which a person works) and managerial skills (leadership skills) among managers.

If we go from the bottom up, starting with the senior employee in the company, 90% of your success depends on professional skills... And further up the career ladder, management skills are increasingly appreciated.

It is enough for a manager to understand the subject industry at the level of an average employee, understanding the structure of how it works. And when we get to the top management, the director should not be the best specialist, about must be "manager". His task is to find specialists: the best chief accountant, the best financier, the best salesperson. And set them competently a task, motivate them to achieve.

Takeaway: the higher you climb the career ladder, the more management skills are required.

Managerial skills

Consider the necessary skills that you need, even if you have 1 employee subordinate to you.

Basic management skills:
- time management (time management). This is the first skill to start with. When you have several people under your command, and each has an 8-hour workday, you must effectively organize the entire workflow for each. For example, 5 subordinates - to organize work for 40 hours, 20 subordinates - 160 hours;
- delegation of responsibility. Many bosses make the mistake of delegating authority, forgetting to delegate responsibility. If a particular employee does something, he is responsible for it;
- interpersonal effectiveness. This is the ability to communicate;
- operational leadership - the ability to infect other employees with enthusiasm, the belief that we can overfulfill the plan, for example.
Operational management skills(more than 7 subordinates):
- search and selection of personnel (interviews are a task personnel service) - compiling a job description for who you need;
- training and supervision - a manager must understand how to “grow” his staff, how to monitor employees based on the results of training;
- control and evaluation of performance - to control in order to give a "reverse" in time if an employee does something wrong;
- meeting management - develops the interpersonal effectiveness of the leader. If at the basic level we gave tasks to employees individually, monitored execution, now you have many subordinates, and it is unrealistic to control each of them. Competent holding of meetings will allow to give tasks to all employees in a short time and receive feedback from everyone;
- project management - the achievement of a predetermined result, which has the characteristics: terms, volumes, quality, budget allocated for this.

Organization management skills (department, directorate level):
- planning - what the department will be doing next year, half a year, quarter;
- organization of execution. It is necessary to ensure interaction between divisions, departments, to see what material resources are needed;
- control - control of the results;
- development. The head of the department does not know what his unit will be doing in next year - it is the director of the direction that decides. It is the head of the department (director) who knows what awaits us in the next 3 years, determines what additional skills and knowledge are needed, i.e. in which direction to develop the department.
Organizational development skills (General Director level):
- strategic planning - planning the company's activities for 5-7 years ahead;
- organizational planning - what additional departments, divisions, workshops are needed, or some need to be reduced;
- strategic leadership - the ability to create a vision for workers, what the company will achieve in a year, two, three;
- organizational culture management.
Organizational change skills (the level of the company's owners). These are mergers, acquisitions of the organization.

Goal-setting by S.M.A.R.T.

The first tool a leader will need is skill set a goal correctlyso that we can correctly formulate thoughts, set a goal for subordinates (when we delegate tasks), for ourselves, when we determine the scope of work, for managers, when we want to ask for something.

And one of the most effective instruments by goal setting is goal-setting according to S.M.A.R.T.

Specific - specific. The goal / objective must be unambiguous and unambiguous, i.e. is formulated in such a way that the employee understands exactly what we want to do.
Measure - a measurable goal (accessible). There should be a clear criterion that will allow you to understand: have / have not achieved the goal. Parameters can be quantitative (percent, money, pieces) and qualitative (better service, more positive reviews, business reputation and popularity on the Internet, uninterrupted work equipment).
Achievable - feasible, real goal. An overestimated goal is demotivating: if an employee considers a goal unattainable, then most likely he will not make enough effort to achieve it.
Result Oriented - a result-oriented goal. The employee must understand what result he should achieve, and not what activity to engage in.
Time bounded - a goal limited in time, i.e. with a deadline.

If the task that you formulate as a leader has these 5 terms, then it is impossible to understand it otherwise.

When a customer gives a task that is beyond your power to complete, do not tell him "impossible". The main thing is the price issue.

SWOT analysis

The first step is to assess the assets available. This is all that you have, both tangible and intangible resources. And which of them you have "strong", and which will lead to possible risks.

Your strengths, which are now (and in the case of the head of the department it can be modern software, qualified personnel, newest technologies, unique intangible assets - inventions, brands), they give you opportunities.

For example, the availability of qualified personnel allows you to take on complex tasks, difficult contracts and gives you the opportunity to timely and efficiently fulfill them, receiving satisfied customers and additional orders.

And vice versa, weak sides (low-skilled personnel, unmotivated workers, weak technical support) - this entails risks and threats.

For example, low-skilled workers are always the threat of missed deadlines or loss of product quality, which can lead to a conflict with the customer and the complete loss of the contract.

A competent SWOT analysis will help strengthen the work of the leader.

This analysis can be used to assess the strengths / weaknesses of the entire unit, individual employee or team. And then draw conclusions to minimize threats and make the most of opportunities.

SWOT analysis stages

SWOT analysis is carried out in 2 stages. Starts with an audit external environmentand then the internal environment is audited.

Stage 1 - audit of the external environment:

Market trends. This is the market in which we are present. Each company produces a certain product / product. And we look at the market trends: the demand for a certain segment is growing / decreasing, the number of competitors is decreasing / growing, a fashion for a product has appeared, etc.
Buyer behavior. How he makes a purchase decision, what criteria are most important to him. There is a time when a buyer prefers a business-class product, making increased demands on it (this often happens when the buyer's income grows). Conversely, the product is cheaper and of lower quality when revenues fall.
Sales structure. How goods are sold in the regions, how the sales service works in the company.
Competitive environment. Impact on the market of consumers and suppliers, the threat of substitute products, various barriers to market entry.

All these 4 points are required when conducting a SWOT analysis, the following points are optional and depend on the type of activity of the unit.

Legislation and political environment. The activities of some units are strictly regulated (for example, the introduction of a sanctions list of products for import into Russia).
The economic situation of the country, region. Major changes in the country's economy (VAT increase to 20%, retirement age), which can directly or indirectly affect the activities of the company.
Socio-demographic factors. Growth or reduction of personnel in the company.
Technology change. New technologies can turn your product into useless "junk". Training of employees on new technologies.
International environment.
Ecological environment.

Stage 2 - audit of the internal environment:

Personnel assessment: qualifications, motivation, future potential of the employee, loyalty to the company's activities.
Assessment of your sales system. Is someone else ready to promote our services besides our company.
Product portfolio. This is a range of products or services that a company offers. For example, if the company sells only 1 product, the demand has decreased - the company has gone bankrupt. And if there are a lot of products, then the change in demand in one segment can be replaced by another.
Main competitors. We are looking for our competitive advantages, why our company is better than them. We find the weaknesses of competitors.
Analysis pricing policy... Even if our product has a lot of advantages, but it costs 2-3 times higher than that of competitors, we will always lose. Comparison of prices with competitors is mandatory, prices should be competitive, not overpriced.

Method of technological maps

This tool allows you to develop projects, create job descriptions, properly prepare a motivation system, develop organizational structure divisions.

We use the Technological Krat method for descriptions of business processes... The main difference between the method and many others is accessibility. All other methods require either a clear knowledge of the methodologies or knowledge of software products.

Method technological maps is needed in order to provide unambiguous understanding. Therefore, when you plan to work with another department and you need to clearly understand who is doing what, to whom it is transferred, in what time frame, what methods are critical - this method will come to your rescue.

When you distribute functionality within a department, when you coordinate your actions with the management, when you manage a project, some unique (non-serial) product. In this case, you need a technological map.

High practicality method. It can be used to solve any problem in the company.

Availability... All you need is a pen and a piece of paper, no special knowledge or skills are needed.

Designation system

A circle (oval). Any process / function, as what answers the question "What are we doing?" or "What are we going to do?"
Rectangle denotes a product. The result of our actions, what we managed to do.
Arrows - causal relationships.
Rhombus — necessary resources... To perform the action, you need additional. resources (other people's assets - services of lawyers, telephone communications, the Internet). Resources precede the next activity on the routing.
Closed line (red on our map) of any form that combines several processes is an area of \u200b\u200bresponsibility. The area of \u200b\u200bresponsibility always starts with the product and ends with the product. Which of the employees is responsible for what.

Thanks to the use of these designations, the manager has a “product” thinking. He begins to think not in processes (what a particular employee has done today), but in “results” (what results the employee has achieved today - he signed several contracts, sent 40 commercial offers, sold 50 items). Those. understanding comes, if there are no results, it is necessary to change something in your activity.

Organizational structure of the enterprise

Linear structure divisions. Those. there is a leader and specialists. The sector chief (senior employee) appears when the number of your specialists is more than 7.

All employees are in the same position, work according to the same job description. This is where the main advantage of this system comes from - specialists are easily interchangeable. If one went on vacation, got sick, then we can easily assign his duties to another employee, since he himself knows this work well, he himself is engaged in a similar one.

The main disadvantage. All questions that need to be coordinated or clarified are closed with the head of the department. And we often observe a situation when without a manager the work "stops", only he personally solves all the main issues of the company. Therefore, the leader needs to pay attention to "nurturing" a full replacement.

When you have products with dual subordination, there will be functional structure.

We have functional highly qualified employees (strictly for a separate function): marketing specialist, special. by service, special development, lawyer. And there are employees who are directly involved in the operational process.

And all employees in the company can receive advice (or coordinate their actions) from narrow-profile employees, improving the quality of their work.

In the absence of a leader, he can be replaced by a specialist. employees - an accountant closes all questions about payments and documents, a lawyer resolves disputes with customers and suppliers, a serviceman repairs equipment.

The main disadvantage: situations are possible when specialists will simultaneously receive several different tasks, one from each service (in the scheme above, there are 3 different tasks).

Linear-functionalorganizational structure of the enterprise. Within the framework of the company, routine and design work, solving complex problems. There are different processes, and different functionality is needed to execute them.

Each department head has his own team: the head of the testing sector has his own specialists, the head of the production sector has his own, etc. Each specialist is responsible for his initial / final product.

From the point of view of work productivity, this scheme is effective, because specialists have a narrow specialization, they can only do their own thing, and due to this, qualifications grow faster.

The head of the enterprise / department may be absent from the site, because sector chiefs are each responsible for their own work.

Often such an enterprise scheme works in two cases:

At the stage of market growth. The workload of the enterprise is constantly growing, and all employees are constantly loaded with work. Therefore, the cost of additional personnel is justified.
Highly profitable business.
In government agencies, when the costs of “idle” workers are not counted. Not worth it the main task - making a profit - and performing other functions.

The main disadvantage: the scheme is the most expensive in terms of personnel costs. This lowers the motivation of employees and, as a rule, the rate of production of a person decreases. For example, a narrow specialist is "idle" in the summer, and in a season when a lot of work is piling up, he requires additional payments for processing.

Divisional organizational structure. The same parallel processes, but they differ in product and application.

Product division "A" and product division "B", followed by specialists, they have the same functions, but different knowledge.

It can be a division by regions, its own division in each region of the country (for example, the sale of agricultural machinery: divisions "West" and "East. And a specialist who works in this region must understand what agricultural machinery is needed, how it is completed, who are the main consumers).

The pros and cons of this structure are the same as in the linear-functional. Those. our specialists are professionals in their field, the manager can delegate his management function to the heads of departments / divisions.

The main disadvantage: personnel costs. It is necessary to hire all specialists, sometimes they are not always 100% loaded with work.

With the growth of the business, in order to organize employees, the company finds that it needs separation by function and control over products. Those. in fact, there is a layering of the linear-functional scheme on the divisional one.

There is.

The head of the department has divisional subordinates (pharmaceuticals and security services). And then functional managers appear (the head of the training department and the head of the sales sector).

Within a department, a matrix structure makes sense if the number of employees is more than 20; within the company - when more than 300 employees.

The main advantages: savings on staff, easier recruitment.

The main disadvantages: large document flow, because both vertical and horizontal commitments of each link are clearly spelled out. This scheme does not accept a personal approach.

Employee motivation

Consider a multi-factor model for motivating your employees.

The need to form long-term relationships. The fewer employees in the company, the closer the relationship.
The need to win recognition from people. It is important for them that their merits are recognized. If testing reveals such people among your employees, the ideal option for the company is to hold competitions among departments with summing up the results, certificates of honor, and a challenge cup best department, honorary boards, employee of the month title.
The need to set very difficult goals for yourself. Their interest in the work is solved by the complexity of the problem being solved. Such employees are the best candidates for complex, non-typical tasks.
The need for influence and power. If an employee has high professionalism, this is a mentor working group... If developed personal qualities - such an employee can be entrusted with social work. If he has the beginnings of despotism, then power cannot be given to him or he can be isolated from the collective (offer solo work).
The need for variety. It is difficult for such people to focus on only one work process. These are the first candidates for multitasking.
The need to make decisions on their own: "I decide how to do it." It is important for such employees to set a task for a goal, and how to achieve this goal, the employee decides for himself.
The need for improvement. There are employees who want to grow professionally, personally, and career growth.
A number of employees have a need for interesting socially useful work. It is important for the worker to understand that what he is doing is significant, that it is not stupid work. He wants to understand how it benefits (business, company, society). The leader needs to carry out explanatory work as to why this is important. That you are not just shifting pieces of paper, but creating a directory, thanks to which our employees can quickly find the information they need. You don't just wash the floors, you create comfort for our employees.

The territorial branches differ from the head office of the company only by the location. Employees of both have the same rights and responsibilities, but the director of the branch is on the career ladder one or even several steps below the general director.

The work of the head of the territorial division is distinguished by high responsibility and tension, because he is responsible for the activities of the entire company in the territory entrusted to him.

The main task

The main task of a branch director is to be responsible for doing business in the trusted territory. But on most of the costs, he is not able to have a significant impact. In this regard, the director of the unit must find ways of solving the situation and justify to the management the need to change the pricing policy in the region entrusted to him, based on the demand and purchasing power of the population.

Professional quality

The branch director must:

know the laws and regulations, orders, decrees and orders related to the activities of the organization.
possess information about the specialization and profile of the company and its division;
represent the prospects for the development of the branch;
be able to develop a plan financial activities divisions;
have the ability to keep records of business and financial transactions of the branch;
know how logistics is organized and how financial activities are carried out;
be able to provide transport accessibility and service, as well as sales of products;
possess information about loading and unloading products;
have information on the development of norms for the expenditure and stocks of inventories;
be able to conclude and fulfill the terms of business contracts.
know the basics of economics, production management, labor organization in production, as well as the requirements for safety and fire protection.

A responsibility

Only a very hardworking and honest person can hold the position of a branch director, because he is responsible for:

for the general activity of the structural unit and for the work of each of its employees;
for the well-coordinated work of all services and departments of the branch;
for the fulfillment of all tasks set by the higher management;
for spending financial and other funds of the unit;
for property stored in warehouses and office premises;
for the timely provision of reports and the accuracy of the data contained therein;
for compliance with fire and technical safety rules;
for maintaining the confidentiality of information.

Duties

The responsibilities of the head of the territorial unit are very extensive. They include:

break-even organization of the branch;
alignment trade policy enterprises of the region where the subdivision entrusted to him is located;
rational distribution of job responsibilities among the employees of the organization in the entrusted territory;
creation of a work environment in which labor and performance discipline is observed;
management of the activities of the unit in warehouses and offices, in accordance with the rules adopted at the enterprise;
control over the material and intangible assets of the company, in accordance with the legislation of the Russian Federation;
management of work on retaining regular customers of the company and attracting new ones;
inspection on the implementation of the plan outlined by the director general of the organization;
study of the need for the company's products at the location of the branch;
participation in the inventory of material assets of the unit;
ensuring the safety of products and other property of the organization in warehouses;
inspection of work on operations in the warehouse, in accordance with the established reporting;
taking all possible measures to prevent the loss of products;
monitoring the correctness of the provision of services to clients, checking the correctness and accuracy of the documents provided by clients;
control over the availability and serviceability of fire-fighting equipment, its timely maintenance;
carrying out work in the interests of the organization and defending its interests in all institutions and organizations.

Duties of the director of a bank branch

The responsibilities of a divisional director may vary from industry to industry. For example, the director of a bank branch, in addition to the standard set of duties, must:

Analyze the specifics of the banking services market in different regions and, based on the data obtained, make proposals for improving the branch's activities.
Resolve current issues, prepare certificates and draft responses to incoming applications and letters from clients.
Take measures to implement in the activities of the branch effective methods and technologies of the bank.

The rights

Like any other employee, the director of a branch has not only duties, but also rights, including:

Study of the achievements of the administration of the head office of the company, sent to the work of the branches of the enterprise.
Providing for study to the management of the enterprise the best practices to improve the efficiency of the division.
Personal request (or at the request of the management) from the structural units and employees of the branch of documents and information required for the performance of official duties.
The right to endorse and sign documents within the framework of official duties.
Interaction with structural departments of the company.
Encouragement of distinguished employees, application material responsibility to those who violated labor and production discipline, as well as to persons guilty of losses and theft.

Wage

The salary of a branch director depends on the region in which the organization's division is located. For example, the director of the Moscow branch earns twice as much as his colleague from Volgograd.

Branch director salary in different regions

Region	Salary

St. Petersburg
Volgograd





Rostov-on-Don
Nizhny Novgorod

Krasnoyarsk
Chelyabinsk
Novosibirsk
Ekaterinburg

Unspoken truths

The peculiarities of the work of the director of the branch are spelled out in the corresponding job description, however, in order to take the position of the head of the branch, it is not enough to meet the requirements that are spelled out in it. To deal with job responsibilities the head of the department, you must also have:

Presentable appearance (after all, the director of the branch is the “face of the company” in the region).
Experience in a non-managerial position in the field of the organization (in order to better understand the specifics of the company's functioning).
A car (it will provide high mobility when solving many tasks "on the ground").
High communication skills (after all, it will be necessary to establish relations with numerous subordinates).
Striving for self-development and self-improvement.
Broad horizons in management, sales, planning and analysis.

Important nuances

In addition to the above data on the activities of the head of the branch, it will not be superfluous to pay attention to the following information:

The general director of a company can simultaneously head its branch, this is not prohibited by law.
Also, the branch manager can take leadership positions and in other organizations. For example, Vice President - Director of the Rostelecom branch Alexander Afanasyev. In 2010, he was appointed deputy deputy of "UTK" PJSC concurrently.
A branch director is considered a middle manager. He is appointed and dismissed by the CEO. An exception is the director of the LLC branch. He is appointed by the society and works by proxy on its behalf.
A person with experience can be appointed to the position of the general director of a branch management work at least two years. Higher education is required.
During the absence of the head of the division (during his vacation, illness, etc.), another employee is appointed to the position of deputy director of the branch. He has the necessary competencies.
During the meetings of the organization's management with the directors of the branches, reports on the work done and familiarization with new goals and objectives are collected.

What conclusions can be drawn? The work of a branch director is associated with great responsibility and high workload. He must be able to lead and obey, carry out assignments and give assignments, carry out current work, analyze the past and make plans for the future.