Documentation support for the management activities of commercial organizations, in particular joint-stock companies, has its own specifics, which is determined by a special procedure for organizing management. A joint stock company (JSC) has a stable structure and management bodies that have their own competence. Their composition, the order of formation and activities have a decisive influence on the activities of JSCs as a whole.

Documentation support for the activities of management bodies

It is important to know!

All governing bodies are distinguished by a special procedure for organizing their activities, which determines the specifics of its documentation support.

First of all, it must be said that the management activity of a JSC as an organized system is based on a combination of the principles of collegiality and unity of command, and this significantly affects the documentation of management.

So, collectively decisions are made by the supreme management body of a joint-stock company - the general meeting of shareholders. The same operating procedure is established for another management body - the board of directors. The executive body of a joint-stock company can be both collegiate (board, directorate) and sole (director, general director). In the process of operational management of the activities of a joint-stock company, its general director single-handedly resolves many issues and bears personal responsibility for them.

The legislation of the Russian Federation defines the procedure for the activities of each governing body, the requirements for the relevant procedures and documents. Compliance with established procedures is directly related to the need to work with certain documentation. Therefore, legal acts not only regulate the composition of documents that are formed in the activities of government bodies in joint-stock companies, but also the procedure for their compilation and execution, requirements are established for their content, preparation time, storage, etc.

Documenting the activities of the general meeting of shareholders

The General Meeting of Shareholders is the supreme governing body of a joint stock company. In accordance with Russian law, this is a management body through which shareholders exercise their rights, primarily their right to participate in the management of a JSC. A necessary condition for the effectiveness of decision-making by shareholders is the establishment of a clear procedure for holding general meetings.

The preparation of any meeting requires compliance with a number of rules, regardless of whether it is a one-time event or held regularly. In both cases, the preparation procedure requires the implementation of sequential actions, which are mainly related to the preparation of certain documents.

When holding any meeting, it should be borne in mind that all actions must be executed in accordance with the developed standards and that the decisions of the meeting must have legal force. This also applies to all those documents that formalize the procedure for preparing and holding the meeting. It is especially important to keep this in mind when preparing general meeting shareholders in a joint-stock company, as it has a high legal status.

It is no coincidence that the procedure for preparing and holding a general meeting of shareholders, the composition of the main documents and the requirements for them are enshrined in a number of legislative and other legal acts, including Federal Law No. Joint-Stock Companies”, Decree of the Federal Securities Commission of Russia No. 17/ps dated May 31, 2002 “On Approval of the Regulation on Additional Requirements for the Procedure for Preparing, Convening and Holding a General Meeting of Shareholders” (hereinafter referred to as the Regulation on Additional Requirements for the Procedure for Preparing, Convening and Holding a General Meeting of Shareholders ) and etc.

Joint-stock companies hold general meetings of two types: annual and extraordinary. The legislation also establishes the forms for holding a general meeting of shareholders:

• joint presence of shareholders to discuss agenda items and make decisions on issues put to vote - a meeting;
• absentee voting.

Meetings held in different forms have different timings. The procedures for their preparation, conduct and documentation also have some differences. What unites them is that each stage is associated with the preparation of documentation and its processing.

It must be said that annual meeting is mandatory and is held with a binding agenda. Decisions on the agenda of the annual meeting, according to the law, cannot be taken by absentee voting. Decisions are made only in the presence of shareholders. This fact determines the order of the meeting, the composition required documents, the timing of their preparation and the composition of the information included in the content.

Below is a diagram showing general order documenting the preparation and holding of the annual general meeting of shareholders in the form of joint presence of shareholders:

Extraordinary general meeting of shareholders may be held in the form of absentee voting. The preparation and holding of a general meeting of shareholders in this form provides for a different procedure for the actions of authorized officials. Features of absentee voting are also reflected in the documentation.

It is important to know!

For a joint-stock company and for each individual shareholder, it is extremely important that the procedure for preparing and holding an extraordinary general meeting of shareholders and the documentation necessary for this also comply with the law and have legal force.

Below is a diagram showing the procedure for preparing and holding an extraordinary general meeting of shareholders in the form of absentee voting:

Thus, comparing the preparation and holding of general meetings of shareholders - annual (in the form of joint attendance of shareholders) and extraordinary (in the form of joint attendance of shareholders and in the form of absentee voting), one can see that many procedures are repeated. The same applies to the composition of the documentation required for them. However, it should be borne in mind that there are significant differences both in the content of documents and in working with them. Therefore, many provisions related to the preparation and holding of a general meeting of shareholders in the form of absentee voting are separately regulated by the rules federal law on joint-stock companies and the Regulations on additional requirements for the procedure for preparing, convening and holding a general meeting of shareholders.

Features of each document specified in the schemes for holding meetings of shareholders require separate consideration, which will be done in subsequent publications. General condition when compiling them, it is necessary to comply with all legal requirements. However, it should be noted that the norms of legal acts relate mainly to the content of documents, and the forms of most of them are practically not regulated in any way. Therefore, AOs can develop a package themselves standard forms documents for holding the general meeting of shareholders and approve them as annexes to the regulation on the general meeting of shareholders.

Another governing body in joint-stock companies is the board of directors (supervisory board). He carries out the general management of the JSC (with the exception of those issues that the law refers to the exclusive competence of the general meeting of shareholders), determines the strategy for its development, and adopts the annual financial and economic plan.

Legislation imposes on the board of directors the obligation to determine the priority directions for the development of a joint-stock company, its long-term prospects, and to control the activities of the executive body.

The form of work of the board of directors is meetings. Article 68 of the Federal Law on Joint Stock Companies contains general rules for holding meetings of the board of directors of JSCs, which do not regulate in detail the procedure for preparing and convening such meetings. The law establishes that the procedure for convening and holding meetings of the board of directors of a particular joint-stock company is determined by its charter or the relevant internal document such as the regulation on the board of directors. The same applies to the documentation that formalizes the activities of this governing body. The only document, the requirements for which are established by law, is the minutes of the meeting of the board of directors. More detailed recommendations, including on documenting the activities of the board of directors, are contained in Code of Corporate Conduct, which was approved at a meeting of the Government of the Russian Federation and put into effect by the order of the Federal Securities Commission of Russia dated 04.04.2002 No. 421 / r “On the recommendation for the application of the Corporate Conduct Code”.

To determine the order of meetings of the board of directors and document the relevant procedures, it is necessary to take into account how General requirements to the organization of the activities of collegial governing bodies, and the legal norms governing the activities of this particular governing body.

The procedure for holding any meeting provides for a certain sequence of actions, each of which is accompanied by the preparation of documents.

First stage is to prepare for the meeting of the Board of Directors, which provides for:

• setting the agenda and making a decision to convene a meeting;
• notification of members of the board of directors about the convening of a meeting of the board, the form of its holding and the agenda;
• preparation of reference and information materials on the issues included in the agenda and sending them to the members of the board of directors.

Second phase - this is the actual holding of the meeting and the adoption of decisions on the agenda items.

Work is coming to an end (third stage) drawing up and drawing up the minutes of the meeting, after which the decisions taken at it are brought to the attention of interested parties.

They are sent either administrative documents drawn up on the basis of the protocol, or extracts from the protocol.

In general terms, the procedure for documenting meetings of the board of directors repeats the procedure for preparing and holding general meetings of shareholders.

It is important to know!

It is very important to correctly determine which documents and in what time frame should be drawn up, what information to include in the content and how to draw up documents.

As already mentioned, all decisions must be formalized by documents that have legal force. Therefore, it is very important to properly prepare the meeting and hold it (and therefore, prepare all the documents for the meeting and the documents fixing the decisions taken at it).

JSC executive body: procedure for documenting activities

The executive body of a joint stock company is a key element of the management structure in a joint stock company. He is entrusted with the current management of the company's activities and the implementation of decisions of the general meeting of shareholders and the board of directors. The formation of executive bodies can be attributed to the competence of both the general meeting of shareholders and the board of directors. The joint-stock company itself decides this issue and fixes the procedure for the formation of executive bodies in its charter.

Sole executive body(director, general director) without a power of attorney acts on behalf of the JSC, including:

• represents his interests both in the territory Russian Federation, and beyond;
• makes transactions, with the exception of cases provided for by the charter, issues powers of attorney on behalf of the JSC;
• approves the AO staff, concludes employment contracts with employees, distributes duties between them and determines their powers;
• opens bank accounts, organizes the maintenance accounting and reporting, has the right of first signature on financial documents;
• issues orders and instructions that are binding on all full-time employees of the JSC and signs documents on his behalf;
• personally responsible for the safety of documentation and the organization of storage of documents of the JSC.

In the event that a joint-stock company operates collegial executive body(board, directorate), the general director manages its activities, being the chairman of the board (directorate).

The activities of the executive body of the joint-stock company and the administrative apparatus subordinate to it are characterized by the use of documents included in the unified system of organizational and administrative documentation. The main document that currently defines the requirements for them is the state standard GOST R 6.30-2003 “Unified Documentation Systems. Unified system of organizational and administrative documentation. Documentation requirements.

The system includes: organizational documents (instructions, regulations, rules, etc.); documents reflecting administrative activities CEO and other leaders acting on the basis of unity of command (orders, instructions); official letters; acts; reports and memos, etc. These documents are created in the course of operational management activities of any organization, both state and non-state.

For all categories and types of documents included in the system of organizational and administrative documentation, a single procedure for their preparation and execution has been established. State standard contains requirements for the details of documents that directly affect the legal force of documents, and also perform informational functions, that is, indicate the composition of officials involved in the preparation of documents, and the procedure for working with them. Therefore, documents must be drawn up in compliance with the rules and regulations established in legislative acts and regulatory and methodological documents.

The importance of document management in joint-stock companies

Another important component of the documentary support of company management is the document flow, that is, the movement of documents in the organization from the moment they are created or received until they are completed or sent.

On a note

The effectiveness of management activities in joint-stock companies largely depends on how the document flow is organized.

Therefore, this task, as one of the main ones, is assigned to a special structural subdivision- service of documentation support of management (clerical service), which is part of the management apparatus of the executive body.

The workflow combines the entire sequence of document movements and includes such operations with them as receipt, consideration and distribution, transfer for execution, organization of execution and sending. The technological chain of processing documents also includes their registration, information and reference work, control over the timing of execution. In order for the organization of workflow to be effective, certain rules must be observed, which are fixed in the instructions for office work (or in a similar local act) of a particular organization. General rules document management are contained in the state regulations and methodological documents. But, in developing their guidelines, organizations adapt these rules to specific conditions. This allows you to organize the rapid passage of documents along the shortest route with the least amount of time.

We will talk about one of the most serious tasks in the field of working with documents - ensuring their safety in the next issue of the magazine.

T.A. Bykova, Ph.D. ist. Sciences. Associate Professor, Russian State University for the Humanities

When using various types of organizational structures, it is important to collegiate forms work. These are committees, target working groups, commissions, councils, boards. Of course, these forms do not represent any particular type of structure. It is worth noting that they can be permanent or temporary, have different status, the level of authority granted, and perform different tasks in the organization. Collegial bodies are often empowered to make certain decisions, exercise leadership (or delegate authority to exercise leadership). There is a well-known practice of forming such bodies to perform advisory functions, that is, to provide a head of any level with a reasonable opinion on a particular issue. We will study in more detail the issues of organizing their activities and the level of authority.

1. A collegial body of an information nature. At meetings of this body, contacts are made between the heads of departments. Their common leader informs the participants of the meeting about the current situation, about the adopted and planned decisions. As a result, methods for implementing solutions can be refined. Bodies of an informational nature are needed primarily at the highest levels of government. Their use at lower levels serves to improve mutual understanding, in particular between specialists (or employees of functional units) and line managers. The activity of such a body is designed to lead to strengthening of ties and improvement of personal relationships.

2. Collegial advisory body. Such a body (committee, expert council, etc.) may have the task of studying some problem and presenting an opinion on it. It is worth noting that it does not replace, but complements the activities of expert experts available in the organization. At ϶ᴛᴏm, it is necessary to distinguish between the bodies involved in research and the bodies that use the conducted research to draw up its conclusion. An advisory body may act with the help of specialists or experts when it is possible to combine their knowledge on a particular complex problem. There are cases when the head of an organization gathers a certain number of specialists working in advisory and staff services for collegial work. With ϶ᴛᴏm, the issue under consideration is complex and requires the knowledge of various specialists, and the body can play a certain coordinating role.

3. A collegial body authorized to make decisions. This kind of body can be used in the absence of a line manager to perform this function, as well as to assist the line manager in making particularly important decisions. For example, there are committees to decide on the general policy of the organization. Such a body is chaired by the top manager of the organization, and the heads of critical departments and experts within it play a very active role.

4. Collegial body exercising control. In relation to the leaders, such an organizational link mainly implements the role of a body that gives permission to make decisions that meet certain requirements. It is worth noting that he also monitors the implementation of these decisions. The activities of collegiate bodies may cover various directions activities of the organization: 1) decisions related to the overall strategy and policy; 2) management acts and administrative actions; 3) direct executive activity that implements the decisions made.

The advantages of such organizational form associated primarily with the joint work of a group of people.
It should be noted that a special mutual understanding between people is achieved in groups, whose members are traditionally characterized by the same behavior and even specific skills (line and functional managers, specialists in the field of technology, economics, commercial activities etc.) With ϶ᴛᴏm, coordination of the work of various services or employees of the administrative apparatus is ensured. It is also significant that there is a clash of different points of view of people who usually deal with different types activities, and most importantly - having unequal training and experience. In many cases, ϶ᴛᴏ promotes new ideas. Apart from the above, collegiate bodies contribute to the stability of the organization, since they enable a certain number of managers to be aware of the problems of related services, and also create conditions for the training of young leadership personnel.

When using various types of organizational structures, collegial forms of work become important. These are committees, target working groups, commissions, councils, boards. Of course, these forms do not represent any particular type of structure. They can be permanent or temporary, have a different status, level of authority granted, and perform different tasks in the organization. collegiate bodies are often empowered to make certain decisions, exercise leadership (or delegate authority to exercise leadership). There is a well-known practice of forming such bodies to perform advisory functions, that is, to present a reasonable opinion on a particular issue to the head of any level. Let us consider in more detail the issues of organizing their activities and the level of authority.

1. A collegial body of an information nature. At meetings of this body, contacts are made between the heads of departments. Their common leader informs the participants of the meeting about the current situation, about the adopted and planned decisions. As a result, methods for implementing solutions can be refined. Bodies of an informational nature are needed primarily at the highest levels of government. Their use at lower levels serves to improve mutual understanding, in particular between specialists (or employees of functional units) and line managers. The activity of such a body is designed to lead to strengthening of ties and improvement of personal relationships.

2. Collegial advisory body. Such a body (committee, expert council, etc.) may have the task of studying some problem and presenting an opinion on it. It does not replace, but complements the activities of existing experts in the organization. At the same time, it is necessary to distinguish between the bodies involved in research and the bodies that use the conducted research to draw up their conclusions. An advisory body may act with the help of specialists or experts when it is possible to combine their knowledge on a particular complex problem. There are cases when the head of an organization gathers a certain number of specialists working in advisory and staff services for collegial work. At the same time, the issue under consideration is complex and requires the knowledge of various specialists, and the body can play some coordinating role.

3. A collegial body authorized to make decisions. This kind of body can be used in the absence of a line manager to perform this function, as well as to assist the line manager in making particularly important decisions. For example, there are committees to decide on the general policy of the organization. Such a body is chaired by the top manager of the organization, and the heads of critical departments and experts within it play a very active role.

4. Collegial body exercising control. Such an organizational link performs in relation to the leaders mainly the role of a body that gives permission to make decisions that meet certain requirements. He also oversees the implementation of these decisions. The activities of collegiate bodies may cover various areas of the organization's activities: 1) decisions related to the overall strategy and policy; 2) management acts and administrative actions; 3) direct executive activity that implements the decisions made.

The advantages of this organizational form are associated primarily with the joint work of a group of people. A special mutual understanding between people is achieved in groups whose members are characterized, as a rule, by the same behavior and even specific skills (line and functional managers, specialists in the field of technology, economics, commercial activity, etc.). At the same time, coordination of the work of various services or employees of the administrative apparatus is ensured. It is also significant that there is a clash of different points of view of people who usually engage in different types of activities, and most importantly, who have unequal training and experience. In many cases, this contributes to the emergence of new ideas. In addition, collegiate bodies contribute to the stability of the organization, since they enable a certain number of managers to be aware of the problems of related services, and also create conditions for the training of young leadership personnel.

Chapter 10 PROJECT AND MATRIX MANAGEMENT

Project Management- is the management of important activities in the organization that require constant management in the face of strict restrictions on costs, timing and quality of work. At it is necessary to provide mechanisms for resolving interpersonal, intergroup and interorganizational conflicts related to the organization of interaction between vertical and horizontal management systems. If an organization needs to develop and implement a project of a complex nature, covering, on the one hand, the solution of a wide range of special technical, economic, social and other issues, and, on the other hand, the activities of various functional and linear divisions, then the most suitable, an effective organizational form for performing this task. There are three options for organizing work.

The first option is to form a task force, coordinating unit or ad hoc committee, since the current organizational structure, admittedly, will not be able to cope with the new complex task. However, experience shows that a single new body cannot solve the problem of making corporate decisions in the absence of its interaction with all functional and linear structures. This type of governance structure, with distribution of power and lack of individual responsibility, is not suitable for making decisions on complex issues.

The second option is to give authority and responsibility for solving various parts of the complex task of the head of one of the functional departments without relieving him of other responsibilities. We are talking about the allocation of the so-called head department. However, a problem arises here: to resolve conflicts and ensure coordination of work, constant participation in the management of the project by senior management is required. This approach, which requires constant intervention and at the same time leads to the dispersion of responsibility, can be destructive.

The third option is to appoint a project manager, endowing him with full authority to solve problems related to the development and implementation of the project. The main idea is to transfer to one person - the project manager the authority and responsibility for planning, operational management, financing the implementation of all work on the project. His job is to ensure that the task (project) is completed on time with specified technical requirements and costs. This organizational mechanism is increasingly used in the aerospace, electronics, aviation industries, in the production of computer technology, etc.

Design structures. Under project structure is understood as a temporary organization created to solve a specific complex problem (project development and its implementation). One team gathers qualified workers of different professions, specialists, researchers to implement a specific project with a given level of quality and within the material, financial and labor resources allocated for this purpose. After the completion of the project and the solution of all related tasks, the employees involved in the team return to their departments to permanent job or move on to work on another project. The project manager is fully subordinate to all team members and all resources allocated for this purpose.

Project structures differ from each other in terms of the scope of activities, the breadth of coverage of scientific and technical problems and production problems, the nature of relations with the linear and functional links of the organization, and the terms of reference for interacting with the external environment. One of the most common types of such an organization is matrix structure(Fig. 10.1), in which the members of the project team report not only to the project manager, but also to the heads of those functional units in which they constantly work. The organization develops simultaneously in two dimensions. Such, for example, are organizations based on a combination of functions performed with a territorial structure or orientation to a certain type of consumer or type of product. In this form of organization, the authority of the project manager can range from almost all-encompassing line authority to almost purely headquarters authority.

In a matrix organization, project managers are responsible for coordinating all activities and using resources related to a given project. To this end, all material and financial resources for this project are transferred to their disposal. Project managers are also responsible for the planning of the project and the progress of its implementation in all quantitative, qualitative and temporal terms. As for the heads of functional units, they delegate some of their responsibilities to the project manager, decide where and how this or that work should be done. Functional examination of products is carried out in all divisions of the company.

The matrix structure contributes to the collective expenditure of resources, which is essential when the output is associated with the need to use rare or expensive types of resources. At the same time, a certain flexibility is achieved, which, in essence, is absent in functional structures, since in them all employees are permanently assigned to certain functional units. Since employees in a matrix organization are recruited from different functional departments to work on a specific project, labor resources can be flexibly reallocated depending on the needs of each project. Along with flexibility, the matrix organization opens up great opportunities for effective coordination of work.

Figure 10.1 Matrix control structure

The introduction of project management is due to the fact that a linear-functional structure cannot ensure the implementation of many projects. In organizing units according to specialized functions, much effort goes into establishing and clarifying the relationship between differentiated roles. Since the line-functional structure continues to exist along with project management, the latter should rather be characterized as a mechanism for overcoming shortcomings and supplementing this structure, and not as its replacement.

Organizational conflicts and their resolution. For obvious reasons, the conflict associated with project management is inseparable from organizational inconsistencies more than general, which often arise in line-functional organizations, since the project team is a subsystem of a larger organization. It is possible to conditionally divide organizational conflicts associated with project management into two categories: 1) conflicts associated with organizational changes; 2) conflicts associated with the concentration of specialists in various fields of knowledge in one group for the implementation of activities that have a limited duration.

The introduction of project management in line-functional organizations affects the hierarchy of authority and responsibility, organizational procedures, specialization of departments, incentive system, unity of leadership, scope of control, the allocation of resources and the establishment of relative priorities in the organization. Production goals are guided by cross-functional requirements, existing teams in departments are violated, staffing tends to duplicate. Functional leaders should interact in an environment where the main emphasis is on a cross-functional approach and mutual agreement on decisions. They are required to participate in the planning and organization of the activities of their units, which they previously carried out individually.

Changing the nature of the interaction of departments creates real organizational problems for both project and functional managers. They are faced with the need to constantly communicate and stimulate the work of specialists to achieve concrete results. Lines of interaction at project management cover specialists from one area, specialists from different areas, specialists and managers, heads of different departments, specialists from "local" and attracted from third-party organizations.

The project manager must organize the coordinated work of various specialists who, in this case face the challenge of adjusting to new working relationships in a dynamic project team environment. Often there are conflicts related to both the coordination of the work of project participants and the identification of their personal contribution to the overall results of the group's work. With the formation of project teams in the organization, there is a redistribution of powers and responsibilities. It is not uncommon for a project manager to be responsible for an important area of ​​the organization's work, while the functional manager retains responsibility only for service functions. The pressure of the project team, whose members could only be subordinates in functional divisions, is increasing on the performing activities.

The source of the power of specialists is their competence rather than official position. This largely determines the motives for their transition to project teams. On the other hand, responsibility for specific results, especially at the development stage of a project, requires limiting the autonomy of project teams. According to research, a high degree of autonomy of specialists is not always associated with high performance. For effective work different professionals require different degrees of autonomy.

At the same time, it is obvious that most specialists - project managers or members of project teams - are subject to some influence. They are not only associated with the performance of tasks that are important to the organization, but also interact closely with its top management. Under such conditions, the specialists who remained in the functional units experience some loss of their influence.

The introduction of project management leads to a change in control in the organization. The functional manager assumes responsibility for completing the tasks assigned by the project manager. As a result, multiple control is exercised, since the functional manager receives tasks from a person who is at the same level of the managerial hierarchy with him. The same person evaluates their implementation (often the decisions of project managers may not be in favor of certain functional units). At the same time, the functional manager is responsible to the line manager for the activities of the unit as a whole.

In project management, the main emphasis is on monitoring the implementation of specific tasks. Evaluation of work can be carried out collectively, although this is associated with known difficulties. The project manager has certain advantages in the allocation of resources in the organization, especially with regard to the use of personnel. Given the importance of the project, he seeks to attract the best specialists to the project team. This has a dual effect: the project manager tends to use people from a particular functional unit to define tasks and evaluate the performance of that unit, and the functional manager's responsibility for the work of the unit is reduced due to the transfer of his specialists to the project team.

Although the staff of the functional unit continues to be under the administrative control of the head of that unit, many of the specialists in reality work exclusively in the interests of the project manager. These specialists, returning to the functional unit after the end of the project, may encounter certain difficulties, alienating themselves from the interests of their unit. The return to the previous work may be perceived by the specialist as temporary until he is included in the new project team.

The distribution of authority and responsibility between project managers and functional managers is a very complex issue. Where the project manager is given full power to solve problems related to the implementation of the project, the functional unit can become more of a passive supporting body than a dynamic force in the organization. In cases where the project manager is not sufficiently qualified to assist, the functional unit can become a body that constantly interferes with the success of the project and the entire decision-making process can be hampered by the resulting conflicts. At the other extreme, the project manager may have little power to act as a facilitator for the project team.

The simultaneous implementation of several projects makes it difficult to prioritize work in functional units, since the functional manager has, as a rule, limited influence on the establishment of such priorities. The situation is even more complicated in cases where priorities have not been set in advance for all projects. Project managers can put pressure on functional leaders according to their perception of the urgency and importance of their work.

Chapter 11 BUREAUCRATIC SYSTEMS

The discussion in the early 1990s about the nature and fate of the administrative-command system that dominated in former USSR for a number of decades and covering all levels of management - from the national to the individual enterprise, stimulated comprehensive research and critical analysis of the bureaucratic organization of management. This is strongly required by the need for effective management of economic entities in the post-privatization period, when organizations are being reformed, restructured and transitioned to market forms of economic management based on the elimination of the centralized system.

Decentralization, distribution of rights and responsibilities, effective and efficient organizational communications, coordination and implementation of decisions, adaptation of structures to the market almost everywhere remain disordered and unresolved problems. Moreover, inattention to them, the lack of progressive forms of organization adequate to the market lead to a sharp decrease in the efficiency of activity, a deepening of the economic crisis.

For many decades in large companies and large organizations various types bureaucratic systems of government spread widely. At first, their use was an organizational innovation, as a rational organization of work was introduced, management and decision-making became a profession. It created order, based on the use of a set of rules that allowed various specialists from all parts of the organization to coordinate their work. The bureaucratic system used the entire intellectual potential of the organization.

Max Weber, who initiated the systematic study of bureaucracy, found that it is both the most efficient system and a threat to the essential elements of freedom. Drawing attention to the orderliness and potential efficiency of bureaucratic systems, Weber noted that the bureaucratic form of organization in terms of accuracy, constancy, rigor and reliability of its work surpasses all other forms of administrative organization.

During the 20th century, large bureaucratic organizations created systems that could effectively manage the flow of investment, the division of labor, and large-scale industrial production. The use of their organizational potential is associated with the development of industry, communications and communications, interactions of all kinds, consumer orientation. Sufficient organizations have been created to provide leadership in a wide variety of fields.

However, over time, the role and effectiveness of the bureaucratic organization declined. In the context of modern revolutionary changes in technology and production technology, the expansion of the volume, diversity and instability of the consumer market, the growth of uncertainty with an increase in the scale of investment, the possibilities for using bureaucratic systems are significantly reduced, and new difficulties arise in ensuring effective management.

It is no coincidence that in many cases the negative consequences of the activities of large organizations were associated with bureaucracy (excessive “clerical work”, useless activities, procedural delays, red tape, inefficient organizational connections, swelling of staff, etc.). Especially a lot of criticism was caused by the centralization brought to the point of absurdity in decision-making on minor issues, the suppression of the initiative and freedom of creativity of workers, the multi-stage and thoughtless subordination, the unjustified command of incompetent leaders, their appropriation of the absolute “right to be right”.

Cyril N. Parkinson, a well-known English scientist in the field of management, wrote sarcastically about such bureaucracy - the author of the famous "Parkinson's Laws". “Since any work, and especially paperwork,” he noted, “is extensible in time, it becomes obvious that the number of people involved in its implementation does not (or almost in any way) depend on its volume.” Or such a postulate about the two main forces of the bureaucracy: 1) an official is interested in multiplying subordinates, but not rivals; 2) officials provide work for each other. And here is the recommended formula for determining the states of any administrative institution:

X = (2K m + 1) / n

Where X- the number of new employees recruited each year; TO - the number of officials who recruit subordinates for the sake of promotion; I- the interval between entering the service and retiring; T - the number of man-hours spent on settling cases in the institution; P - the number of active units.

“Everywhere you can find institutions (administrative, commercial and scientific,” wrote Parkinson, “where top management is exhausted from idleness, smaller bosses are active only in mutual intrigues, and ordinary employees are sad or gossip. Claims - the most modest. Achievements - none at all. He called this disease administrative paralysis, or "necozavism." And at the same time he argued that this kind of complicated inferiority syndrome is much more common than it might seem, and it is much easier to recognize it than to cure it.

Scholars agree on six characteristics of bureaucracy originally described by Weber: 1) a hierarchical chain of command; 2) specialization of official duties; 3) a unified policy in the field of rights and obligations; 4) standardized operations in each area of ​​work; 5) a career based on professional competence; 6) impersonal relationships. To these characteristics, we can add that the coordination of activities is carried out at the highest levels of the organization. Let's take a closer look at each of these characteristics.

Hierarchical command chain. A bureaucratic organization has a pyramid structure with a top leader at the top who distributes the entire scope of the organization's work and delegates responsibility for each part of the overall task to his deputies. The latter, in turn, delegate responsibility to lower levels of management along a chain of commands that reaches each employee. In a number large companies in the past, there were ten or more levels of management between the top manager and the worker.

The introduction of chain of command has been a powerful factor in bringing order to large departments in enterprises. The chain of command resolved potential conflicts by clearly assigning responsibilities, powers, and responsibilities for a possible solution. Each leader and his deputies in the chain of command were given full authority to solve problems or perform a separate function, as well as responsibility for its performance. This greatly simplified the task of the leader and gave confidence in the execution of the team.

Disadvantages of pre-bureaucratic autocracy. Autocratic organizations without a clear chain of command have exhausted their development opportunities with a staff of about 100 people. Many entrepreneurs have taken on the role of a one-man executive who presides over a growing organization like an artisan with numerous assistants. Instead of creating an effective chain of command, he tries to be everywhere at once, making decisions throughout the organization, hesitant to hand it over to a group of assistants.

Such entrepreneurs may attribute their ups and downs to market changes, but in fact they suffer from the disadvantages of a pre-bureaucratic form of autocracy. An entrepreneur can be a leader with unlimited rights until the moment when he is able to manage the amount of activity that can be controlled by one omnipresent leader. Some entrepreneurs, who limit themselves to the role of an artisan, appoint their deputies, but by constantly canceling their orders, they lose confidence in the chain of command they have formed. In fact, deputies are deprived of the powers granted to them.

Delegation and granting of powers. Successful entrepreneurs typically implement a chain-of-command structure. Powers are delegated to subordinates and thereby the intellectual potential of the organization is enhanced. Activities can expand when middle managers are given limited but sufficient authority to make the necessary decisions and regulate the production process. Post-bureaucratic entrepreneurs successfully develop their activities by working with a decentralized team and a horizontal management scheme that has replaced the chain of command. Nevertheless, the innovations of the bureaucracy, including the transfer of certain rights to dispose of property to the lower levels of the management hierarchy, were the source of growth in production and, accordingly, organizations in the early period of the creation of bureaucratic systems.

Specialization official duties. Bureaucracy has become efficient due to the specialization of labor. In fact, the organizational structure of the bureaucracy is created on the basis of dividing all tasks into a series of well-defined job responsibilities or functions. Each function is given responsibility for performing a specific task and provided with the necessary management tools. The manager issues and distributes tasks in such a way that all their components are part of the overall task of the organization: specialized engineering staff studies the reasons for the decline in efficiency at all stages of the production process, designs equipment and simulates processes that would ensure an increase in labor productivity; the responsibilities of those who are engaged in the sale of products, financiers, labor specialists, etc. are determined. Specialization leads to more effective ways of fulfilling each part of the overall task of the organization.

Prior to the introduction of specialization into bureaucratic organizations, each craftsman learned everything about his work and did the entire amount of work from start to finish. Handicraft production can often be fruitful and have artistic merit, but during the Industrial Revolution, it became a brake on mechanization and the development of a large-scale economy. As organizations moved from handicraft to division of labor, the rigid hierarchy of the bureaucracy provided everything necessary to overcome the craft traditions, each innovation became part of the current regulations and organization processes.

Uniform norms and rules. The bureaucracy is managed with the help of uniform fixed norms and rules, which are established by the management of the organization, regardless of whether it is commercial or non-commercial. These norms provide for the rights and obligations of employees and managers. The most basic regulations relate to the issue of defining rights, powers and responsibilities. In a bureaucratic organization, the leader is responsible for the activities of all subordinates and has the right to give them orders, to which they must unquestioningly obey. The main responsibility of the employee is not to do what is right or necessary, but to follow exactly the instructions of the immediate supervisor. The established norms of the bureaucracy guarantee that workers are paid for as long as they are at work, and often receive a pension for years of service. Fixed rights and obligations establish certain frameworks for management processes and, to a certain extent, limit the possible willfulness of the leader.

Standardization of procedures that define each type of work. Uniform norms and processes are the basis for the standardization of actions, their sequence and stages. They are preliminary studied by the performers, are mandatory and predetermine strict order and accountability in the organization.

Professional career. The bureaucratic organization creates conditions for the professional growth of employees, their promotion to higher levels of the chain of command. Promotion gives both power and authority, and a higher status in the organization. The increase is achieved by improving the skills in some area of ​​activity and the ability to perform the prescribed amount of work. A professional career is based on a kind of contract between the employee and the organization: the employee dedicates his activity to the organization in exchange for a guaranteed job, often a lifetime, stable or increased wages, a pension, and the possibility of promotion.

Before the bureaucracy, favoritism and nepotism undermined the effectiveness of the organization. The bureaucracy adheres to the policy of promotion of employees on the basis of their qualification growth. This allows the organization to hire, train and retain highly qualified people. The employee's desire for promotion and the security of a professional career were an important element in the success of the bureaucratic system, provided that there was a strong motivation for long-term loyalty to the organization. However, the capabilities of the majority of workers cannot be realized in a bureaucratic system, since the main indicator of success is promotion through the hierarchical ladder; as you move up, the pyramid of power narrows, and only some employees can take higher positions.

impersonal relationships. In the bureaucratic system, there is a relationship not of a person with a person, but of a role with a role. The organizational structure and job descriptions dictate what is expected of each individual. An employee who performs some specific duties should only exercise them rationally. This, in essence, gave rise to a certain automatism and impersonal relationships, opposed to personal sympathy, favoritism, the manifestation of feelings and emotions.

Coordination is carried out from top to bottom. In a bureaucratic system, employees are not taught to coordinate work at their level. The manager divides the entire amount of work between certain performers in such a way as to get the output of the product for which he is responsible. Then the head of a higher rank coordinates the work between departments that do not need to contact each other on an operational basis. Communication is carried out only with a higher manager. Employees must remain within the limits set by their job description and standard methods. Each employee should report to only one manager. If this rule is violated, the leader loses authority. The coordination of work from above worked successfully in the early period of the industrial revolution, when it became necessary to include in production a huge number of workers who did not have technical qualifications. Currently, strictly bureaucratic systems have proved to be ineffective or completely incapacitated.

In table. 11.1 in a systematic way shows the fundamental changes in organizational systems that characterize both the reasons for the inefficiency of bureaucratic organizations in modern conditions and the main features of the organizations that come to replace them.

Modern production and its infrastructure do not need bureaucratic organizations. There is a growing need for mobile and intellectual organizations whose activities correspond to the revolutionary changes in the very nature of work that have occurred over the past decades (Table 11.2). Let's take a closer look at each of these areas.

End of work -

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Organization is a complex organism

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All topics in this section:

Basics
Chapter 1. ORGANIZATION THEORY IN THE SYSTEM OF SCIENCES There are different interpretations of the term "organization". In some cases, it is used for

Scientific Management
The underlying premise of this branch of classical theory is that work (particularly the work of performers) can and should be studied using scientific methods.

Organization theory
The development of problems of scientific management at the beginning of the 20th century, which focused on the activities and specialization of the leader, was faced with the need to analyze the construction of the organization as a whole.

Bureaucratic Organization Theory
In Max Weber's study, bureaucracy refers to sociological ideas about the rationalization of collective activity. It describes the form or scheme of organization that

Factors for an effective organization
Research by Rensis Likert at the University of Michigan showed that effective organizations differ significantly from inefficient ones in a number of structural dimensions. According to Liker

Mapping organization characteristics
Classic organization System-4 organization 1. The leadership process does not imply trust and responsibility of managers

Theory of administrative behavior
Herbert Simon in his works explored the processes of influence of established goals on rational behavior in organizations. Being critical of Taylor's theoretical generalizations and control principles

Glacier theory
The universal theory of organization formation - the so-called Glacier theory appeared as a result of the implementation of a long-term research project in the late 1940s in

Organizational capacity theory
In the early 1970s, the American scientist Igor Ansoff put forward a number of new ideas regarding approaches to understanding and developing organizational management structures. industrial body

Top management model
Stable external conditions (operational challenges) Fluctuating external conditions (strategic challenges) Activity

In the late 1980s and early 1990s, the American scientist Douglas North, who later won the Nobel Prize in Economics, published a series of papers that directly

Modern directions of theoretical developments
At the forefront of theoretical developments, which are of great practical importance, at present there are directions that, in most reflect changing conditions

Features and properties of organizations
An organization is a consciously coordinated social entity with defined boundaries that functions on a relatively permanent basis to achieve

Open and closed systems
A comprehensive analysis of the internal structure of the organization is provided using a systematic approach. A system is a set of interrelated and interdependent parts

Roles in the organization
Concept of roles Grouping of roles Definition of main responsibilities or areas of activity Definition of freedom of action or

Analysis of the situation at the stage of organization creation
Directions and stages Purpose Methods Results

Issues for discussion
1. Give brief description theory of organizations and related sciences. 2. What are the main trends in changing organizational structures. Expand their content. 3. What is the essence

structures
Chapter 6. STRUCTURAL APPROACH TO ORGANIZATION Organizations create structures in order to ensure the coordination and control of the activities of their units.

Formal and informal organizations
Formal organization is a pre-planned structure of authority and function that is established on the basis of established interactions.

Coverage by control
For a number of decades, the principle has been used in theory and practice, according to which all types of work should be grouped in such a way that each worker reports to

Application of the control coverage model
It is known that a reduction in the number of persons subordinate to one leader (i.e., narrowing the scope of control) generates a management structure that is a high pyramid with a narrow

Powers of leaders
Possibility of delegating part of the work Fig. 7.3 Scheme of delegation of authority by levels of management

Basic forms of horizontal links
Among the common forms of horizontal connections are the following: · the use of direct contacts between leaders interacting about solving a common problem;

Direct contact
The simplest and least expensive form of horizontal communication is direct contact between leaders who are working on a common problem. If, for example

Conditions for effective interaction
Using the group method makes it possible to come to the most reasonable decisions. The accumulated experience allows us to determine the situations in which the activities of the groups are effective.

Linear-functional structures
Functional structuring is the most widespread form of organization of activities and takes place in almost all enterprises at one or another organizational level.

Organizational management structures
Linear-functional Divisional Ensures the implementation of specialized tasks controlled by plans and budgets

Fundamental changes in organizational systems
Essence of bureaucratic organization Reasons for the effectiveness of bureaucracy in the past Why did bureaucracy fail What

Directions of changes in the nature of the work performed
Unskilled work Intellectual work Repetitive tasks Innovations and outward manifestations

Issues for discussion
1. Give an example organizational structure and show on it the horizontal and vertical division of managerial labor. 2. What factors determine the number of subs

Functioning
Chapter 12. COORDINATION IN ORGANIZATIONS

Coordination with different management styles
FACTORS OF MANAGEMENT STYLES OF L1GSHOLSPPPP ..............:-........ Liberal Intermediate A

The Importance of Communication
Communication is important to leaders for the following reasons: 1. Leaders spend most of their time communicating. According to many experts, it takes 7

Definition of communication and its means
Communication can be defined as the use of words, letters, symbols, or similar means to obtain information about an object or event. This is a broad concept, including a number of refined terms.

Directions of communications
The communication flow can move in a horizontal or vertical direction. The vertical direction, in turn, is divided into downward and upward.

Elements of communication
Source. In organizations, the source of communication is usually employees with their ideas, intentions, information and purpose of communication. Coding. This is a translation

Communication models
Communication in organizations is a complex and dynamic process. It can be seen as an action, as an interaction, and as a process itself. Depending on this and the difference

Communication types
intrapersonal communication. It is a communication that occurs within the individual himself. It is how the individual speaks to himself. He is also the sender,

Recommendations for the effective perception of management information
1. Stop talking. 2. Give the speaker freedom. 3. Let the speaker know what you want to listen to. 4. Eliminate annoying factors.

Organizational Factors Affecting Communications
Official position. Communication in a formal organization is related to the position of the worker. It can be argued that communications in general and the initiative of communications in particular have

Causes of intergroup problems
Some of the conflicts that arise between groups are generated by the very nature of their goals or objectives. For example, the primary goal of production is very often to reduce

Group Behavior Models
Intergroup conflict usually occurs when one or more members of a group become frustrated when faced with obstacles to achieving group goals. In some cases, the source

Ways to overcome intergroup conflicts
Intergroup conflict is always dysfunctional, at least for large organizations and sometimes even for individual groups and their members. It should also be kept in mind that n

Stages and methods of decision making
Key steps in the decision-making process Information Organization Methods and models used for decision-making

Ranking decision conditions
Condition Simple conditions Complex conditions Static Little perceived uncertainty 1) small number

Types of activities and productivity of the management apparatus
Any management apparatus (office, office) is an "information factory". Its main role is to process information like an industrial enterprise itself,

Reasons for interest in business information
No. p, p Business information Reliability business partners Sources of business information

The evolution of the management apparatus and methods of its work
The evolution of the administrative apparatus can be traced back to ancient civilizations. For example, the ancient Assyrians used cuneiform to record the amount produced, sold and for

Development of information technology
The modern base of the industrial revolution of the second half of the 20th century is characterized by the development and widespread use of computers that process information, as machines used to process information.

The main trends of modern changes
Modern technical equipment for the activities of the control apparatus may include: office blocks equipped with microcomputers located at workplaces

Issues for discussion
1. How can you classify management decisions? 2. Name the options for individual decision making. 3. What are the options for organizing a group pr

Adaptation to the market
Chapter 18. FORMS OF PROPERTY AND ORGANIZATION OF MANAGEMENT

Ownership and control functions
As part of the key factors economic development a distinction should be made between the status of management and the status of ownership. The management status includes the whole complex of structures, connections and

Trends in organizational change
The transition from state ownership to its other forms is incompatible with a template approach to the organizational structure of subjects economic activity. Fundamental changes in

Directions for the restructuring of organizations
The transition from narrow specialization to integration causes changes in the content and nature of management activities. There is a clear trend towards a decrease in stiffness

Organizational Conversion Problems
In the ongoing economic reforms in Russia and the restructuring of the management system, an important role is played by the reorganization of the activities of enterprises in the military-industrial complex. This is without prejudice

The structure of employment in enterprises of various sizes
(Here total number employed) Country Less than 20 people 20-99 people 100-499 people 500 people and more

Small businesses in Russia
As of October 1, 1998, thousand units In % of the total Total in Russia 867.6 100.0

Organizational isolation of enterprises
An independent business entity operating under conditions market economy, is an enterprise. The enterprise is created for the production of products, you

Types of organization of business entities
In accordance with Civil Code Russian Federation, in force since the beginning of 1995, legal entities, which are commercial organizations, can be created in various forms

Adaptation of structures to market conditions
In connection with the transition to a market economy, the tasks and nature of the management activities of enterprises are radically changing. The goal of maximizing profits, increasing p

Joint-stock property, its formation and organization
A joint stock company is an organizational and legal form entrepreneurial activity. The capital of a joint-stock company is divided into a certain number of shares, acquired

Meeting of shareholders
The General Meeting of Shareholders is the supreme governing body of a joint stock company. However, it cannot consider matters falling within the jurisdiction of the board of directors or the executive body.

Executive agency
All management issues current activities joint-stock company (except for those referred by law to the exclusive competence of the general meeting and the board of directors) decides to execute

Personnel of managers in joint-stock companies
Before the transition to market relations in the economy, in the conditions of centralization of management that had been in effect for many decades, state bodies established uniform requirements

Modern forms of state regulation
In a transitional economy, the state acts, firstly, as a power structure that establishes the "rules of the game" in the market and determines the conditions for the functioning of market

Principles of organization and functions of federal bodies
In the transitional economy of Russia, as the basic principles for organizing the activities of sectoral and intersectoral bodies of the federal government in relation to entrepreneurship,

State and market infrastructure
The formation of market relations in Russia is largely hindered by the underdevelopment of the market infrastructure. The most important duty of the state is to exercise decisive influence

Issues for discussion
1. What impact does the change in ownership have on the organizational structure? 2. How external environment and entrepreneurial infrastructure affect organizational

Integration
Chapter 24. CORPORATE ORGANIZATIONS Changes in the organization and methods of functioning of the enterprise as business entities

Corporate Governance Orientation
Periods Dominant issues 1950s 1960s 1970s 1980s 1990s Organization and basis

Holding
Holding (holding, or holding company) is an organization that owns controlling stakes in other companies for the purpose of carrying out

Consortium
A consortium is one of the forms of associations created on the basis of an agreement between several banks, enterprises, companies, firms, scientific

Conglomerate
A conglomerate is an organizational form of association of enterprises, which arises from the merger of various firms, regardless of their

Cartel
Over the past decades, a very common form of association of a number of enterprises in the same industry has been a cartel. When a cartel is formed, its members

Syndicate
A syndicate is an organizational form of association, a distinctive feature of which is the conclusion of an agreement between enterprises of the same industry to control

The role of the corporate link in the global economy
· There are more than 40,000 parent TNCs in the world, which control about 250,000 subsidiaries and departments

Issues for discussion
1. Name the global trends in the organizational development of corporate structures. 2. Name the main features of a corporation as an organizational form of enterprise integration.

Significance and tasks of organizational design
Without the development of methods for designing management structures, it is difficult to improve management and increase production efficiency, since: firstly, new

The process of forming an organizational structure
The content of the process of forming an organizational structure is largely universal. It includes the formulation of goals and objectives, the definition of the composition and place of the subsection

Evaluation of the effectiveness of organizational projects
Efficiency assessment is an important element in the development of design and planning solutions, which allows you to determine the level of progressiveness of the current structure, developed projects

Adjustment of organizational structures
Bringing the structure of the organization in line with changing conditions is one of the critical tasks management. In most cases, decisions to adjust structures are made by

The influence of enterprise size on the nature of organizational problems
Number of employees when a problem occurs Organizational problem Possible actions or solutions Any size &

The impact of innovations on changing the organizational structure
No. Intensity and scale of innovations Corresponding organizational changes Earned product

Stage one: preparation
Fundamental to the successful implementation of the reorganization program and ensuring its effectiveness in practice are the mobilization of workers who will implement it, and

Measures to ensure support for organizational change
Measures Prerequisites for application Advantages Disadvantages Training and provision of information

Management methods at the stage of reorganization preparation
Tasks Methods used Identification of the need for reorganization Analysis of changes (market, technological, external

Step Two: Gathering Information and Identifying Problems
The task of this stage is to identify consumer-oriented products and services. For this purpose, long-term and current consumer needs are identified, and measures are determined that are necessary to

Management methods at the stage of collecting information and identifying problems
Tasks Methods used Identification of current and future interests of consumers Modeling consumer behavior

Management methods at the stage of developing a common and complete understanding of the problems being solved
Task Management methods Understanding the structure of the process Analysis of the work process Understanding the

Stage four: organizational and technical design
The purpose of this step is to give technical specification reorganization process. A description of the technology, standards, procedures, systems and types of control used in the reorganization process is given.

Management methods at the stage of organizational and technical design
Task Management methods Model of relationships between subjects and objects Information design

Stage five: social design
The purpose of this stage is to identify the social aspects of the reorganization process. At the stage social design a description of the company, its personnel, character

Management methods at the stage of social design
Task Management methods Possibility of contacts between the consumer and personnel Granting authority to personnel Qualification

Stage Six: Transformations
The purpose of this stage is the development of an experimental version and a complete production reorganization project. Some of the tasks in this step can be repeated. Key questions

Management methods at the transformation stage
Task Management methods Completion of the development of the model of the organization's activities Modeling the process

Issues for discussion
1. What is the basis of organizational design methodology? 2. What is a systematic approach to organizational design? 3. List the stages

Future
Chapter 31. PERSPECTIVE DIRECTIONS OF DEVELOPMENT OF ORGANIZATIONS

Essence and evolution of network organizations
The functional organization that appeared at the end of the 19th century was actively developed at the beginning of the 20th century. It allowed many firms to achieve the required size and efficiency,

Characteristics of the properties of different organizations
Key factors Models Hierarchy Network organization Normative base Service Relations

stable network
This form is fundamentally close to a functional organization. It is designed to serve a predictable market by pooling the specialized resources of partners (subsection

Main characteristics of network organizations
Type of network Features of the organization Application areas Disadvantages associated with network expansion Disadvantages associated with

Internal network
The logic of the internal network, or internal market, requires the creation of a market economy within the firm. In it, organizational units sell and buy goods and services from each other at a price

Multidimensional structure of large organizations
If the number of departments of the same type is too large to report directly to the executive director, then individual managers may be involved in coordinating their work.

Conditions for building an intellectual organization
Freedom of choice Shared responsibility Wide access to information Business freedom Liberalization of working groups

learning methods
Supporting Rolling Predictive Universal System for receiving proposals from employees &n

Issues for discussion
1. Name and describe promising areas development of organizations. 2. What is the essence and significance of organizations with "internal markets"? 3. List

Quite often flashes in the media, in business literature, in documentation. Let's try to understand in detail what it means in general, as well as in narrow specializations.

General value

In the broadest sense, a collegial governing body is an organization of executive power in which the main problems and issues are resolved through joint discussion, discussion, and taking into account the opinion of each member of the collegium. The correct solution is the one favored by the majority. Then this decision is drawn up in the form of a legal act and confirmed by the signature of the chairman of the board. An example of such a body is the Government of the Russian Federation.

Types of collegiate bodies

In general, they are divided into individual and collegiate, depending on the number responsible persons. Collegiality, in turn, is divided into vertical and horizontal.

Vertical collegiality is a type in which lower officials participate in the discussion of issues and problems that are within the competence of higher officials.

Horizontal collegiality is a type in which a group discussion of problems occurs only among people who have the competence to solve them.

Collegiate supreme governing body

It is the authority that has the most general competence and the broadest powers, being superior to other governing bodies. In the modern Russian system of power, it can be called the Government. And, say, in the Bank of Russia, the Board of Directors is the highest collegial management body.

But such a main management unit may still have, for example, commercial and non-profit organizations. There, the main purpose that a collegial management body may have is the responsibility for strict adherence to the goals for which the organization was created. Its competence extends to changing the charter, determining priority lines of activity, participating in the formation of the solution of issues related to the disposal of property, approval financial plan, opening branches and representative offices, reorganization and liquidation of the organization.

Public administration

Collegial administrations are an independent part of the state apparatus, having a certain area of ​​influence, endowed with a public form of power. First of all, this political organization, necessarily possessing state-authoritative powers. It has the right to issue legal acts binding on those to whom these acts are addressed. But at the same time, the body of the state apparatus is not endowed with the right to go beyond its clearly limited competence. It is also important that this collegiate body must and is obliged to demand the execution of its decisions, to supervise their implementation. In case of non-compliance, he has the right to use coercive measures against violators.

Thus, the main features of the public administration body are as follows:

• he is necessarily part of the state apparatus;
• performs on behalf of the state its functions, goals and objectives;
• has the powers of state power;
• it is necessarily a clearly defined cell of human society;
• it is formed in the manner strictly prescribed by law;
• has a strictly delimited structure and degree of competence;
• is responsible for its activities to the state;
• is an executive and administrative authority;
• carries out a specific form of state activity - management.

Management of an educational organization

Based on the third part of Article 26 of the Federal Law No. 273, an educational institution must have a sole manager - a rector, director or head. And the fourth part of this law provides for collegial governing bodies educational organization divided into mandatory and optional.

Mandatory collegiate governing body is:

• Meeting of employees of this educational institution- as part of his powers, labor, professional, socio-economic issues regarding employee-manager relations.
• - school government decisive questions regarding the quality and level of knowledge of pupils or students, improving the qualifications of teachers or teachers.

An optional collegiate governing body is:

• The Board of Trustees is a body exercising control over the expenditure of material support provided to an educational institution.
• The Governing Council is a body that includes the parents of students, the decisions of which are binding on the administration of the organization.
• The supervisory board is the control and supervisory body of the educational organization.
• Other organs.