Functional division of labor in scientific organizations. Forms and types of labor. Types of division of labor
Organization of clear and coordinated work of main and auxiliary workers, if the labor productivity of main workers largely depends on the work of auxiliary workers (for example, crane operators and molders in foundries);
Workers who do not have a permanent place of work or clearly defined duties (for example, when performing loading and unloading operations).
Joint labor of a group of workers with elements of interchangeability and combination of professions, since identifying the individual output of each becomes difficult, and consolidation of operations is undesirable due to the unequal workload of workers (assembly and welding work in the manufacture of large machines and units);
Production lines, assembly lines when there is no production need to create reserves at individual workplaces, although they are possible due to the different output of the performers, and only an increase in the output from the final operation is required;
Equipment maintenance when the processing cycle exceeds the duration of one shift (machining on large and unique metal-cutting equipment, forging and stamping work with long heating times for workpieces, etc.);
Servicing multi-machine complexes for machining, when transferring shifts on the move significantly increases labor productivity and equipment utilization (teams of millers, boring machines, teams of workers servicing a complex of gear-processing equipment).
However, the technical conditions of production do not determine the unambiguous choice of the organizational form of labor. For certain types of work, under the same technical conditions, both team and individual forms are possible. In such conditions, it must be borne in mind that the brigade form creates opportunities for changing work, based on the combination of professions and functions, increases its content, promotes professional development and, ultimately, increases interest in work and in its collective results.
At mechanical engineering enterprises, all forms of collective labor organization are common, including specialized shift and cross-cutting teams, complex shift and cross-cutting teams.
22. The concept of division and cooperation of labor, their forms.
Labor cooperation– a system of production relationships between workers during the labor process.
Labor cooperation in enterprises carried out in various forms depending on specific production conditions. This is influenced by:
nature of the equipment used
technology features
type of production
the degree of division of production processes and many other factors.
Cooperation of labor can occur when performing work individually at separate workplaces, when combining professions, or during collective (group) work.
Mandatory conditions for the collective form of labor organization are the presence of production connections between workers in the labor process and the common goal of the work performed. Types of groups according to various criteria:
specialized and complex
with complete, partial division of labor or complete interchangeability of workers
paid individually or collectively with the distribution of collective earnings according to the labor contribution of each employee to the final results of the activities of the entire team (according to KTU, KTV, KKT, etc.)
with full or partial self-government.
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Division of labor - this is the differentiation of people’s activities in the process of joint labor. By the level of division of labor, one can judge the development of the productive forces of society. The higher the degree of division of labor, the higher the level of development of productive forces.
There are three interrelated types of division of labor:
- general (within society, i.e. it manifests itself in the differentiation of people’s activities between large sectors of agriculture, i.e. between industry, construction, agriculture, transport, etc.);
- private (within a separate agricultural sector. In agriculture, this division of labor appears in the form of its delimitation by cattle breeding, pig breeding, gardening, vegetable growing, etc.);
-single (expresses the division of labor between workers within a separate enterprise).
General and specific division of labor is studied in other economic disciplines. The object of NOT is single division of labor.
Division of labor the enterprise simultaneously produces the following basic forms :
1. technological;
2. functional;
3. professional qualification.
1. Technological division of labor carried out on the basis of the division of the production process into stages (procurement, processing, assembly), processing stages, phases, partial technological processes and operations. The technological division of labor is associated with the division of labor according to industries of the enterprise, phases and stages of plant development, and types of work.
Within the framework of the technological division of labor in relation to certain types of work, depending on the degree of differentiation of labor processes, the following differs:
Operating;
Detailed;
Subject division of labor.
Operational division of labor provides for the distribution and assignment of technological process operations to individual workers, the placement of workers, ensuring their rational employment and optimal loading of equipment.
Subject division of labor provides for the assignment to a specific performer of a set of works that allows the product to be completely manufactured (assembling an electrical outlet, etc.).
Detailed division of labor involves assigning to the contractor the manufacture of a finished part of a product or part.
2. Functional division of labor provides for the separation of various types of labor activity and the performance of specific work by appropriate groups of workers specializing in performing production or other functions of different content and economic significance.
According to the functional division of labor, there is a division of all workers into:
- main those engaged in the direct production of products or performing basic work;
- auxiliary who do not directly produce marketable products themselves, but provide the work of the main workers with their labor;
- serving who, through their labor, create conditions for productive work of both main and auxiliary workers.
Managers, specialists and employees are divided into separate functional groups.
3. Professional and qualification division of labor is carried out depending on the professional specialization and complexity of the work and involves performing work in the workplace within the framework of a particular profession and the qualifications of the workers. Based on the volume of each type of work, it is possible to determine the need for workers by profession, qualification level and category both for the enterprise as a whole and for its structural divisions.
In this regard, there are boundaries of the division of labor :
1. technological
2. economic
3. psychophysiological
4. social.
1. Technological frontier The division of labor is determined by existing technology, which divides the production process into operations. Lower limit formation of the content of an operation is a labor technique consisting of at least three labor actions, continuously following each other and having a specific purpose. Upper limit division of labor will be the production of the entire product at one workplace.
2. Economic border The division of labor is determined by the fact that the specialization of performers associated with the fragmentation of the labor process should ensure their full workload during the work shift and help increase labor productivity.
3. Psychophysiological boundary The division of labor is determined by acceptable physical and psychological stress. The duration of operations must be within acceptable limits and contain a variety of labor techniques, the implementation of which ensures alternating loads on various organs and parts of the body of workers.
4. Social boundary division of labor is determined by the minimum necessary variety of functions performed, ensuring the content and attractiveness of work. The employee must not only see the results of his work, but also receive a certain moral satisfaction from it. Labor, which is a set of simple movements and actions, reduces interest in it. It does not contribute to the growth of labor productivity and skills of workers.
The division of labor is inextricably linked with its cooperation. The deeper the division of labor, the more important cooperation becomes.
Labor cooperation– joint participation of people in one or different, unrelated labor processes.
The task of cooperation t ore - to ensure the greatest consistency between the actions of individual workers or groups of workers performing various labor functions.
There are two types of cooperation:
1. simple
2. difficult
At simple cooperation There is no division of labor; work is performed collectively and independently of each other. For example: lifting and moving heavy objects manually.
Complex cooperation- the result of the division of labor. Each performer is assigned a specific function. Everyone on his own is not able to carry out the labor process without cooperation with other workers; the work is interconnected and interdependent. For example: grain harvesting, when everyone performs their function (combine operator, driver, tractor driver, etc.).
Forms of labor cooperation:
1. intershop;
2. intra-shop;
3. intra-site.
Intershop cooperation is associated with the division of the production process between workshops and consists in the participation of workshop teams in the general labor process for the enterprise in the manufacture of products.
Intra-shop cooperation consists in the interaction of individual structural units of workshops (sections, production lines).
Intra-precinct cooperation consists in the interaction of individual workers in the process of joint labor or the organization of collective labor of workers united in teams.
The role of cooperation in agriculture:
1. Makes it possible to complete work in a short time.
2. Helps increase labor productivity.
3. Helps overcome critical deadlines for many agricultural works.
4. Promotes more efficient use of public means of production
23. The concept of labor norm and labor cost norm. The structure of labor standards.
Labor standard- the volume of work task that the employee must complete within the established working hours. Compliance with labor standards is one of the main responsibilities of every employee.
Labor cost rate- this is the amount of labor that must be spent on high-quality performance of a given job under certain organizational and technical conditions. The norm of labor costs determines the amount and structure of the necessary labor costs to perform a certain job and is the standard with which actual costs are compared in order to determine their rationality.
The structure of labor standards...
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The system of labor norms and standards serves to ensure production
vital processes with data regulating labor activity. By-
The concept of labor standards implies division into norms of labor costs and norms of re-
labor results.
The labor cost rate is the amount of labor that is required
to ensure high-quality performance of assigned work in certain organizations
tional and technical conditions. The norm of labor costs determines the amount and
the structure of the necessary labor costs to perform a certain job and
is the standard with which actual costs are compared in order to determine
dividing their rationality.
Objectively, there are two forms of labor costs: working time costs
costs and labor costs (physical and nervous energy). TO standards for
wasting working time include time norms (Nv), number norms (Nch),
service standards (Nobs), controllability standards (Well), duration standards
operations (Nd) and labor intensity standards (Tn). Standards for physical and nerve costs
no energy include: standards of labor severity, standards of work tempo and standards
psychophysiological functions of the body.
The results of labor are expressed by a certain volume of work performed
bot. TO standards of labor results include: production standards (Nvyr), norm-
standardized tasks, standards for using equipment.
Time standards - the main type of labor standards, since they serve
source data for calculating all labor standards.
Standard time(Нв) determines the required time expenditure of one work-
botnik or group to complete a unit of work (product). Norm time
Time is measured in seconds, minutes, hours, shifts, days. It is applied for
standardization of those types of work for which they can be established in advance
duration:
Hb = t pz + t op + t obs + t excellent . (5.9)
A specific expression of the time norm is t pcs and t pcs.
t PC = t op + t obs + t excellent or t PC = t op ( 1 +
To),(5.10)
Where To - relative amount of time spent on maintenance, as well as rest and
personal needs, % to t op .
t pcs. =
T pz + t op + t obs + t tl , (5.11)
Where T pz – preparatory and final time for a batch of products,
P - number of products in the batch.
Production rate(Nvyr) determines the number of units of product that must be produced by one or a group of workers in a certain period of time (hour, shift). The production rate is measured in natural units (pieces, meters, tkm, cubic meters, etc.). Production rate
applies to workers engaged in performing work of the same name, dis-
is calculated based on the time standard for completing a unit of production or
execution of a unit of work.
Standard of service(But) expresses the required number of units
equipment, workers or production facilities assigned to
services for one or a group of workers. The standard of service is determined based on the duration of the shift ( T cm) and standards of service time for one object (Nv.o):
Number of people(Nchisl) determines the number of workers required to perform a certain amount of work (for example, to service a blast furnace, rolling mill, chemical unit, electric locomotive, train, etc.).
Controllability rate(Well) is a kind of service norm
and is used to standardize the work of employees; determines the number of employees or departments (according to psychologists, 5–8) that can
be directly subordinate to one manager.
Duration norm(ND) is a type of time standard, more often used in conditions of multi-machine maintenance, in automated work. The duration norm determines the time during which an operation (work) must be completed on one machine, unit or workplace (min, h).
Labor intensity norm(Tn) is more often used in collective settings
(team) organization of labor and determines the required time expenditure of one or a group of workers to complete a unit of work or produce a unit of product (norm-hours, normo-min).
Standardized task determines the required nomenclature and volume
work in labor or natural units that must be performed
one or a group of workers for a certain period of time (shift, daily
tka, month). Due to the specific nature of the work performed, which determines
(use of time-based wages in connection with the requirements of high
low quality of work and the inability to fully plan their volumes,
at railway transport enterprises, damage is widely used
a variable form of remuneration with a standardized task. The Sverdlovsk Railway has a well-known experience in developing technological and standardization cards for repair workers.
The standards considered are directly related to difficulty standards(grades) of work performed, which determine the necessary qualifications of workers. Based on the standards of complexity of the work, the rate of payment per unit of time is determined - the tariff rate.
Labor standards are used for internal production planning
labor, labor organization, establishing a normal level of labor productivity, organizing wages, social protection of workers from excessively high labor intensity and organizing labor management in general.
The classification of normative standards is closely related to the classification of labor standards.
labor materials. Regulatory materials for labor standardization - these are regulated parameters of equipment operating modes, labor costs and work breaks that serve to set standards. In terms of content, labor standards are divided into standards for operating modes of equipment, time standards, standards for the pace of work, and standards for the number of employees.
Standards for operating modes of equipment contain equipment parameters (speed, feed, depth of cut, etc.), on the basis of which the most efficient technological process modes are established, ensuring minimal labor costs.
Time standards contain regulated time spent on
execution of individual elements of the labor process (labor movements,
actions, techniques), for the production of a unit of production, the execution of a unit
work, for maintenance of a piece of equipment, workplace, production area, etc.
Work rate standards establish a regulated pace
performing work (on the conveyor).
Number standards determine the regulated number
workers required to perform a given amount of work.
The standards are contained in various reference books. They are being developed
based on observations, measurements and design of labor processes.
Labor standards – source material (basis) for the development of labor standards.
Labor planning is carried out on the basis of labor standards.
Understanding the essence of labor norms and standards is based on understanding the differences between them:
– the norm corresponds to a strictly defined value of factors that determine its value under the conditions of a specific production process;
standards are established for many factor values (for example, time
to move the part depending on its mass: 0.1 kg, 0.2 kg, 0.3 kg, etc.);
– the standard is set for a specific job; standards are used repeatedly to establish standards for work of a certain type;
– standards must be revised when the conditions for which they were established change; The standards have been in effect for a long time.
Main functions labor standards are
distribution by work
scientific organization of labor and production
production planning
grade labor activity individual workers and teams, which serves as the basis for moral and material encouragement and dissemination of best practices.
Labor rationing includes: (The role of labor standards)
study and analysis of working conditions and production capabilities at every workplace;
study and analysis of production experience to eliminate shortcomings, identify reserves and reflect best practices in labor standards;
design of rational composition , the method and sequence of performing elements of the labor process, taking into account technical, organizational, economic, physiological and social factors;
establishment and implementation of labor standards ; systematic analysis implementation of labor standards and revision of outdated standards.
25. methods of labor standardization
Labor rationing- This is a type of labor management activity.
Labor rationing, establishing a measure of labor costs for producing a unit of product or performing a given amount of work in certain organizational and technical conditions.
Under labor standardization methods understand a set of methods for establishing labor standards, including: analysis of the labor process, design of rational technology and labor organization, calculation of standards.
Selecting a Method labor standards are determined by the nature of the work being regulated and the conditions for their implementation.
analytical
And total methods.
Analytical methods involve the establishment of standards based on the analysis of a specific labor process, the design of rational operating modes of equipment and work practices of workers, the determination of standards for elements of the labor process, taking into account the specifics of specific workplaces and production units. The norms calculated by this method are called technically justified (if only the technical and technological parameters of the operation are taken into account) and scientifically justified (if not only technical and technological, but also economic, psychophysiological and social parameters are taken into account).
At summary methods standards are established on the basis of statistical data on time spent on similar works, experience of a master or standardizer, i.e. without proper justification. Standards established using summary methods are called experimental-statistical. According to experts, such standards are approximately 30% weaker than analytical ones. Experimental statistical norms do not allow efficient use of production resources, so they must be replaced by norms established by the analytical method.
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Labor standardization methods
Labor standardization methods are understood as a set of methods for establishing
establishing labor standards, including: analysis of the labor process, design
development of rational technology and labor organization, calculation of standards.
The choice of labor standardization method is determined by the nature of the standardization
of our work and the conditions for their implementation.
To establish labor standards they use analytical
And total methods.
Analytical methods involve the establishment of norms based on
analysis of a specific labor process, design of rational operating modes of equipment and labor practices of workers, determination of standards for elements of the labor process, taking into account the specifics of specific workplaces and production units. The norms calculated by this method are called technically justified (if only the technical and technological parameters of the operation are taken into account) and scientifically justified (if not only technical and technological, but also economic, psychophysiological and social parameters are taken into account).
According to the methodology for obtaining initial data, analytical methods are divided
on analytical-calculation when normative materials are taken as a basis, and analytical and research, when calculations are made on the basis of data obtained as a result of observation of labor processes at the analyzed workplaces (materials of time-lapse observations).
With summary methods, standards are established on the basis of statistical
data on the time spent on similar work, the experience of the master or
standard setter, i.e. without proper justification. The standards established since then
the power of summary methods is called experimental-statistical. Estimated
specialists, such standards are approximately 30% weaker than analytical
skies. Experimental and statistical standards do not allow effective use
production resources, so they must be replaced by norms that
prepared by the analytical method.
26. The main forms of remuneration are time-based and piece-rate.
The main forms of remuneration are time-based and piece-rate.
Time-based - This is a form of remuneration in which the employee’s salary depends on the time actually worked and the employee’s tariff rate, and not on the amount of work performed. Depending on the unit of accounting for time worked, hourly, daily and monthly tariff rates are applied.
Organizational structure is a set of ways by which the labor process is first divided into individual work tasks, and then coordination of actions to solve problems is achieved (Henry Mintzberg, “Structure in the Fist”). In fact, organizational structure determines the distribution of responsibilities and powers within the organization. As a rule, it is displayed in the form of an organigram - a graphic diagram, the elements of which are hierarchically ordered organizational units (divisions, job positions).
The structure of the enterprise is established based on the volume and content of the tasks solved by the enterprise, the direction and intensity of the information and documentation flows that have developed in the enterprise, and taking into account its organizational and material capabilities.
Horizontal division of labor
The horizontal division of labor results in each worker becoming a partial worker. In other words, it does not produce finished product, but only performs some operations necessary to obtain the finished product. In order for the finished product to be ultimately obtained, the actions of all partial workers must, as noted above, be coordinated, i.e. management is necessary.
Where there is no division and cooperation, there is no need for management. The larger and more complex the organization, the more important the role and the more complex the management process. Therefore, if in small organizations the performance of management functions can be combined with other types of activities, then in large organizations management is a separate type of activity.
Vertical division of labor
Since work in an organization is divided into component parts, is carried out through the joint efforts of many people and needs to be managed, someone must carry out this management. If the organization includes a sufficient number of employees and groups whose activities should be coordinated, then there will be many coordinators. This means that a division of labor also arises among coordinators and that their activities will also have to be coordinated. Thus, people appear in the organization whose task is reduced to coordinating numerous coordinator-managers. It is clear that the work that managers will do, coordinating directly with the performers, will be noticeably different from the work of their bosses.
Thus, there are two internal forms of division of labor in an organization. The first is the division of labor into components that make up parts general activities, i.e. horizontal division of labor. The second, called the vertical division of labor, separates the work of coordinating actions from the actions themselves and distinguishes the levels of such coordination.
Functional division of labor is the division of labor depending on the nature of the participation of performers in the production process. In this case, they distinguish:
- workers: main and auxiliary;
- managers: linear and functional;
- specialists: designers, technologists, suppliers, etc.;
25.1Memory: remembering. Conditions that promote meaningful memory. Types of memorization.
Memorization. It occurs in three forms: imprinting, involuntary memorization, voluntary memorization.
Imprinting – durable and precise preservation in short-term and long-term memory events as a result of a single presentation of material for a few seconds.
Eidetic images appear in short-term memory - the image of what was seen is retained in consciousness as a whole, the color and stable shape are preserved.
In long-term memory, imprinting occurs under a strong emotional impression.
Involuntary memorization is the retention of events in memory as a result of their repeated repetition.
Involuntary memorization reflects constantly occurring, repeating events
Voluntary memorization - arose in work; more often than not, a person resorts to memorization.
In relation to the source text, a distinction is made between literal, close to the text and semantic.
Based on the nature of the connections, mechanical and semantic memorization are distinguished.
Memorization patterns:
1. by purpose. 2. by means of presenting the material. 3. by logical structure. 4. on organizing the learning process.
Preservation. More or less long-term retention in memory of information obtained through experience.
Preservation has two sides: actual preservation and forgetting.
Playback. Recreation in activity and communication of material stored in memory.
Includes three levels: recognition, reproduction, recall.
Correlation between the levels of development of memorization and retention.1. Fast memorization - fast forgetting. 2. Slow memorization - slow forgetting. 3. fast memorization - slow forgetting. 4. slow memorization - fast forgetting.
Federal Agency for Education
State educational institution
higher professional education
"Ural State Pedagogical University»
Faculty of Management, Advanced Training and Retraining of Personnel
Department of Theory and Practice of Organization Management
2nd year student of the Faculty of Management, Advanced Training and Retraining of Personnel
Functional division of labor in the personnel management system
Course work
Scientific adviser:
Ekaterinburg
1. Introduction
2. From ancient times
3. The principle of division of labor
4. Types of division of labor
5. Functional division of labor as the basis of an enterprise
6. Temporary resource.
7. Labor cooperation as an integral part of the division of labor
8. Pros and cons of functional division of labor
9. Conclusion
Introduction
Relevance.
Nowadays it is very difficult to determine what the structure of the organization should be for successful business and without highly qualified specialists this is simply impossible. Depending on the scale of the organization, the tangible and intangible goods or services it produces, the structure of the labor organization is determined. Many structures can be involved at the same time, but each manager sees the only correct and main one of them, in which all resources will be used to the maximum, bringing benefits and without causing damage to the organization.
Target.
The purpose of our work is to familiarize ourselves with the structure of the organization, to analyze the types of division of labor, of which we will focus on the functional division of labor.
Research objectives :
1. Consider a structural approach to organization
2. Determine the features of the functional division of labor in management.
Object of study– organizational structure with functional division of labor.
Subject of study– functional division of labor in the personnel management system.
Since then, when people evolved and moved from hunting and gathering to herding and growing plants, at a time when they needed interactions not only for survival and protection from predators and nomads, but also for the exchange of rare goods and the joint production of them. It was then that the first fires were lit, which after many millennia began to be called the division of labor. Communities, tribes and other societies lived for many years due to the fact that everyone was assigned a role, a task, the goal of which was the general welfare. So in each community there was what is now called specialization due to their abilities. Separated from the tribe of “weapons” hunters (who hoped better than others or managed to make bows and arrows faster), turning this skill into their main occupation, trading with others for their products for livestock or game. Another stood out for his ability to build houses, receiving compensation again in livestock or game, gradually this skill became his main occupation, so a “carpenter” stood out from the tribe. In the same way, other “specialties” appear. Consequently, the division of people into various “professions” also occurs when natural talents are developed to perfection in some particular area. And so, the difference in abilities in all cases is “not so much a cause, but a consequence of the division of labor.” The difference between the most dissimilar people is created “not so much by nature as by habit, practice and upbringing.” Also, if it were not for the tendency to bargain and exchange, each person would have to obtain for himself everything necessary for life, everyone would have to do the same work, and then there would not be such a difference in occupations, which gave rise to the difference in abilities and made this difference useful. Various products of the activities of people of different talents and abilities seem to be collected into one total weight, thanks to trade and exchange, from which a person can buy for himself the products of the activities of other people that he needs.
Currently, the division of labor refers to the division of production activities of people during production processes. Correct division of labor allows you to place all participants in the production process in workplaces, taking into account their personal characteristics, professional and business qualities. Division of labor means the separation of various types of labor and their assignment to participants in the production process.
The principle of division of labor - This is a basic principle of organization, which is based on the impossibility of equally effective performance by one person of a complex of heterogeneous activities. On the other hand, this principle is a reflection of the diversity of needs of individuals and society as a whole. In the course of social evolution, a grouping of types of labor occurs, correlated with the specific needs of people and groups. The same processes occur not only at the level of the entire human community, but also in less large formations– ethnic groups, states, social groups, organizations.
At the general social level, a distinction is made between general and private division of labor. The general division of labor leads to the emergence of manufacturing and service sectors (industry, agriculture, infrastructure sectors, etc.); private - to the formation of sub-sectors and areas of activity (extractive and manufacturing industries, crop and livestock farming in agricultural production, etc.)
At the level of organizations, the division of labor presupposes differentiation and specialization of labor activity, the identification within the framework of complex activities of more specific types and subtypes of activity.
IN modern conditions development of market trends in Russia, conditioned by a qualitatively new system of economic relations and mechanisms of competitive relations, one of the urgent tasks of adapting business entities to conditions of uncertainty is to improve the strategy and structure of the organization of production management. In the new conditions, basic trends and management concepts have emerged that impose new requirements on the organization of enterprise management, consisting mainly in improving the management system in general and the organizational structure in particular as one of its most important components. The need to change the organizational structure of most enterprises, improve and develop the management system, transition to new management standards, and the lack of qualified managers determine the importance and relevance for enterprises of the problem of choosing an organizational structure for enterprise management that contributes to the most effective achievement of goals. As a priority way to solve this problem, it is proposed to develop and implement a mechanism for the formation and development of the organizational structure of enterprise management.
An important factor in increasing the effectiveness of management is the division of labor of managers, that is, the specialization of management workers in performing certain types activities (functions), delimitation of their powers, rights and areas of responsibility. In accordance with this, we will consider three main types of division of labor of professional managers: functional, structural, role (technological).
Types of division of labor in organizations
Horizontal division of labor. This is the differentiation of work activity and tasks performed within one functional level - by area, unit, action or operation. In other words - by areas of application, professions, technologies or areas of performance activity.
The result of the horizontal division of labor at the organizational level is a system of divisions (departments) focused on performing the same type or similar groups of actions, which, in turn, is the basis of the organizational structure.
Since modern activities are diverse and complex, being divided into many elements, they require certain coordination and control. Firstly, in any activity there are managers and performers, and secondly, the managers themselves are divided according to the level of responsibility, the scale of decision-making, the scope of functions performed, and areas of control. This process is called vertical division of labor. As a result of this division of labor, levels of management, ranks of the management hierarchy, and positions appear in the organization.
The integral result of horizontal and vertical separation labor becomes a complete organizational structure, defining both the functional positions of workers and departments, and the job positions (formal statuses) of workers.
The division of labor contributes to the growth of professional skills, improving the quality of work, increasing labor productivity, etc.
Otherwise, the following types are distinguished:
· - the general division of labor provides for the separation of various types of activities throughout the country, for example industrial production, agriculture, service sector, etc.;
· - private division of labor involves the separation of various types of activities within the industry, for example, automobile manufacturing, hairdressing, etc.;
· - a single division of labor provides for the separation of various types of activities within the enterprise or its division.
In enterprises and organizations there are several forms of division of labor:
· - functional;
· - professional;
· - technological;
· - qualification and others.
Functional division of labor means the delimitation and isolation of the activities of groups of workers according to management functions as relatively independent areas of activity.
Functional separation labor provides for the separation of individual jobs and categories of personnel at enterprises depending on their content and functions. The largest functional group of personnel consists of workers, who are divided into main and auxiliary. The former are directly involved in the implementation of the main production functions, the latter ensure the implementation of these functions (adjustment, equipment repair, material control, etc.)
Based on the functions performed, other well-known categories of personnel are also distinguished: managers, specialists, employees, technical performers, junior service personnel, students, etc.
In modern enterprises, the functional division of labor serves as the basis for the effective use of all categories of personnel.
Increasing the efficiency of the functional division of labor involves the specialization of workers, engineering and technical workers and employees on the basis of a clear division of the functions of marketing, design, management, production of goods, personnel management, etc.
Thus, the division of labor on a functional basis can proceed from the labor of specific workers assigned to perform a particular operation and up to senior managers who direct and control specific processes.
Scientific and technological progress leads to the development and improvement of tools - machines, mechanisms, tools, and to progressive changes in production technology. The more production is mechanized and automated, the further away the worker is from the subject of labor and from its direct transformation. The functions of a worker are performed by a machine, automatic machine or corresponding equipment. At the same time, two somewhat contradictory trends appear: on the one hand, the labor process is facilitated, but at the same time it requires a higher qualification of the worker (knowledge of the machine, management skills, study of technology, etc.) for its implementation. On the other hand, the mechanization of labor processes is accompanied by their deep division into small and insignificant labor operations, which leads to monotony of work. As a result, the employee’s fatigue increases, interest in work is lost, and a desire arises to leave this place of work and change the area of application of his work.
Within the framework of the functional division of labor, a change occurs in the functional groups of workers: in general, the number of workers decreases with an increase in the number of employees, and among the number of workers, the share of auxiliary and service workers increases rapidly compared to the main ones.
The division of labor on a functional basis, as we found out, is divided into direct manufacturers, auxiliary workers, service personnel and management personnel and specialists.
In general, the process of division of labor includes determining in the activity:
· functional areas;
· functional units;
· actions (sustainable labor functions);
· operations.
To determine these elements of activity, we use the so-called functional-level approach, from the position of which activity is considered as a multi-level system, each level of which has its own elements. Each of these elements implements certain functions in relation to the “higher” level or to the entire activity.
Functional areas of activity combine those elements that are related to the performance of any organizational function - financial, production or personnel management. Typically, in an organization, each of the specified functions has its own structural unit (or manager).
Functional activity units (FED) are already components of an area of activity that are “responsible” for the implementation of some tasks that are similar in content and complexity. For example, in the activities of a manager or personnel manager, there are several such units: training (training and retraining of personnel, advanced training, etc.), control (monitoring compliance with discipline, labor legislation, etc.), communicative (conducting interviews and interviews with candidates) and others.
Each FED includes certain actions. These are the smallest units of activity that retain all its characteristics. Action is a stable labor function, that is, it is a behavioral act in which the meaningfulness of behavior is preserved - the object is realized (what the activity is directed towards), the goal is comprehended, the procedure is thought through, and the means of its implementation are consciously selected. Continuing the process of division of labor using the example of a personnel manager, in the training unit of his activity the following actions can be distinguished: determining the need for training, developing training goals, drawing up a training plan, etc.
Actions consist of operations - most often of unconscious, automated particles of action. That is, when performing a certain operation, a person practically does not think about its subject and purpose.
For example, creating a new file while working on a computer is an action. You realize, are aware of why (the purpose) of opening it - to write a letter or a term paper (subject of activity). But pressing the corresponding keys or moving the mouse correspondingly are operations. And (of course, provided that you are good with a computer) this happens automatically, since it has already been done more than once. A person does not think about why and why in this moment you need to press this key.
Working on a computer as a whole is a functional unit that includes completely conscious actions of creating files, moving them, formatting them, etc. The subject of such a unit is information, the goal is to simplify, streamline and speed up its processing, the means is the computer itself, technology is a set of corresponding actions and operations. The result of the FED depends on the purpose - developing a database, for example, or writing a term paper.
Temporary resource
The functional division of labor can lead to both an increase in production efficiency and a decrease in it. This requires determining the rational boundaries of the division of labor, which can be calculated in terms of the use of working time, economic efficiency, etc. A rational indicator of the use of working time will be such a division of labor in which the boundary between the projected and actual share of operational time in the total fund of several workers performing common work will be greater than or equal to zero.
Here's an example:
A team of 8 carpenters assembles frames for sofa beds. Operational time for everyone with an 8-hour working day is 6.3 hours. Hence, the share of operational time in the total working time fund is: (6.3x8): (8x8) = 0.788.
The plan provides for the introduction of an additional auxiliary worker, who would free machine operators from additional work and would be engaged in scheduled preventive maintenance of all workplaces (parts, cleaning, delivery of tools, etc.), as a result of which the operating time for each worker increases to 6.8 hours. , and the proportion of operational time will be 0.887. Subtracting from the projected specific gravity actual operational time: 0.877 – 0.788=0.099, therefore the planned division is rational, since the difference between the projected and actual share of operational working time in the total working time fund is greater than zero.
Also, adding additional workers may not be justified; in the event of large-scale miscalculations by the manager, this can cause economic damage to the organization.
Let's take a deeper look:
METHODS FOR CALCULATING PERSONNEL NEEDS
Methods for determining the planned number of personnel for the organization as a whole, according to any division or quality criterion; personnel needs (for example, for a certain profession, etc.). Basic M.r.p. in paragraph: a method based on the use of data on the time of the labor process. Data on the process time make it possible to calculate the number of piece workers or time workers, the number of which is determined directly by the labor intensity of the process. For calculations, you should use the following typical dependence:
Number of workers = Time required to complete the production program (Tn)/Useful time fund of one worker (Tpol) - Coefficient of conversion of attendance to payroll
In its turn,
Tn = ∑n NiTi + Tn.pr.i/Kv
where: n is the number of product items in the production program;
Ni - quantity products i-th nomenclature position;
Ti is the execution time of the process (part of the process) for the manufacture of the product of the i-th item;
Tn.pr.i - time required to change the amount of work in progress in accordance with the production cycle of products i-th position;
Kv - coefficient of fulfillment of time standards (in foreign literature - level of productivity, level of time use).
A variation of the method under consideration may be an approach based on determining the number of administrative and managerial personnel using the Rosencrantz formula:
Х = ∑n МiTi - Кнрв,
where: H is the number of administrative and managerial personnel of a certain profession, specialty, unit, etc.;
n is the number of types of organizational and managerial work that determine the workload of this category of specialists;
Mi is the average number of certain actions (settlements, order processing, negotiations, etc.) within the framework of the i-th organizational and managerial type of work for a specified period of time (for example, per year);
Ti is the time required to complete a unit M within the i-th organizational and managerial type of work;
T - work time specialist according to employment contract(contract) for the corresponding period of calendar time accepted in the calculations;
Knrv - coefficient of necessary time distribution;
Knrv = Kdr - Ko - Kp,
where: Kdr is a coefficient that takes into account the costs of additional work not taken into account in advance in the time required for a certain process (M - t); as a rule, is within 1.2< Кдр < 1,4;
Ko - coefficient that takes into account the time spent on rest of employees during the working day; as a rule, it is set at 1.12;
Kp is the coefficient for converting the turnout number into the payroll number.
Calculation method based on service standards. In foreign literature, the name “unit-method” is adopted, showing the dependence of the calculated number on the number of machines, units and other objects being serviced. The number of temporary workers or employees according to service standards is calculated by the formula: N = Number of units - Load factor/Service rate - Conversion factor of attendance to payroll. In turn, service standards are determined by the formula:
Maintenance rate = T floor/∑n (tedi - npi) + Td,
where: n is the number of types of work to maintain the facility;
tеdi is the time required to complete the unit. volume of the i-th type of work;
npi - number of units. volume of i-th type of work per unit. equipment or other calculation object (for example, a unit of production area);
Tpol - the employee’s useful time per day (shift);
Td is the time required for the employee to perform additional functions not included in t units.
The calculation method for jobs and headcount standards should be considered as special case using the service standards method, because and the required number of workers according to the number of jobs, and the number standards are established based on service standards. The number of employees by workplace is determined by the formula:
N = Required number of workers (number of jobs) - load - Factor for converting attendance to payroll
Number standards are determined from the ratio:
Nc = Scope of work/Service rate
A specific case of applying the service norms method should be considered determining the number of managers through controllability norms. As general recommendations for their establishment, the following can be accepted: for managerial positions in departments with a significant proportion of work of a creative non-standard nature, high qualifications or frequent deviations from a pre-planned process technology, the controllability rate should be within the range of 5-7 people; for management positions in departments with a fairly established nature of work, largely determined by standard organizational and management procedures, the standard of control should be within the range of 10-12 people; in any case, the standard of control should not exceed 15-17 people, otherwise the team becomes unmanageable. Some statistical methods can be used to calculate headcount. They are conventionally divided into two main groups: stochastic methods; methods expert assessments. Stochastic calculation methods are based on the analysis of the relationship between the need for personnel and other variables (for example, production volume). In this case, data for the previous period is taken into account. It is assumed that the need in the future will develop according to a similar dependence. As a rule, for calculations, factors are used that do not require complex mathematical operations, but give quite acceptable results. The most commonly used stochastic methods are: calculation numerical characteristics; regression analysis; correlation analysis. The calculation of numerical characteristics is used when the need for personnel is largely related to some factor and this relationship is quite stable. For example, when calculating the number of repair personnel, the following data is used: production volume for the past year; labor intensity of repairs during this period. Based on them, the labor intensity of repairs per unit is calculated. production output, on the basis of which the volume of repair work for the planned period is determined. The further calculation procedure is carried out according to the scheme of the method based on data on the time of the work process.
One of important points Any organization and division of labor is labor cooperation.
Labor cooperation
The division of labor in an enterprise is inextricably linked with its cooperation. The deeper the division of labor in a particular organization, the wider its cooperation; the more workers are engaged in performing simple labor processes, the more performers need to be combined into a single process of producing products and providing services. Cooperation is usually understood as the unification of all categories of personnel to participate in joint systematically organized work activities. Labor cooperation is carried out at all levels of management - from a single workplace, where several workers can be employed, to the entire economic space enterprise and the whole country, and is a system of stable labor relations between individual performers or production units in the process of activity of an enterprise or organization.
Examples of cooperation include individual work groups, production sites, various departments and services, and the organization itself, uniting all its personnel to achieve a single economic purpose.
At domestic enterprises, there are several types of industrial cooperation:
· - intershop;
· - intrashop;
· - intra-site.
Intershop cooperation is based on the division of the production process between workshops and ensures the interaction of personnel at all stages of product production.
Intra-shop cooperation unites all employees in solving relevant production problems.
The most important task intra-precinct cooperation is to create conditions for effective interaction of all workers in joint work activities. At most enterprises, the most common forms of cooperation are production teams that unite workers of various categories. Depending on the professional composition of workers, specialized and complex teams are distinguished. Specialized teams are usually created from workers of homogeneous professions and specialties, working on a single task, for example, assembly, installation and repair of equipment.
Complex teams include workers of various professions performing a completed technological stage or a set of unified works. In such teams the necessary conditions are created for the development creativity and improving the professional qualifications of all employees. Cooperation within the framework of the scientific organization of labor is understood as the unification of individual representatives or their groups in one or more interconnected labor processes.
Directions for improving labor discipline
Rational division and cooperation of labor serve as the organizational basis for the effective use of all economic resources, increasing the labor results of individual workers and professional groups.
As evidenced by global experience, technological and organizational innovations recent years aimed at designing and developing group forms of organizing and stimulating labor.
A group is usually understood as: a work team, a production site, a corresponding performance center (for example, a business center) or the company itself.
Long-term practice of improving labor organization at Russian enterprises, which has become widespread in companies economically developed countries, confirms high efficiency the application of the considered types and forms of division and cooperation of labor in conditions of market relations, in particular brigade forms of organizing the work of personnel, the combination of professions of numerous services, etc. in accordance with Section VIII of the Labor Code of the Russian Federation “Labor regulations and labor discipline”, in an effective personnel management system are important organizational factors serve technological and labor discipline and the work schedule of the working day for workers. Labor discipline at the enterprise provides for obligatory obedience for all employees to the rules of conduct established by the Labor Code of the Russian Federation, etc. regulations organizations.
Labor discipline is characterized by compliance with the established work schedule, fulfillment of the duties assigned to the employee and orders of superior managers.
Discipline creates legal basis unity of labor activity of personnel in order to most effectively achieve the required production results. There are different types of discipline: production, labor, technological, social, etc.
Production discipline covers all aspects of the production and economic activities of workers and requires them to comply with the requirements necessary for production, timely completion of production tasks, and compliance with safety regulations.
Labor discipline requires all participants in production to strictly adhere to the established work schedule: timely start and finish of work, established time for rest breaks, accurate fulfillment of all duties assigned to the employee, unconditional compliance with all orders and instructions of management.
Technological discipline is strict adherence to all technological relations, technological operating modes of equipment provided for by the production process.
The internal labor regulations of the organization are approved by the employer and are an appendix to the collective agreement.
According to the Labor Code of the Russian Federation and accordingly the rules internal regulations gross violations labor discipline are considered:
· - unauthorized termination of execution labor responsibilities;
· - absenteeism, including absence from work for more than four hours in a row during the working day;
· - showing up at work while drunk, narcotic or toxic intoxicated;
· - participation in gambling;
· - transferring a pass to another person to enter the territory of the enterprise;
· - damage or use of a company car for personal purposes;
· - committing theft at the place of work.
For committing a disciplinary offense, the employer has the right to apply the following measures collections:
· - remark;
· - reprimand;
· - dismissal for appropriate reasons.
Working time is a basic economic category. Rational use working time at an enterprise serves as the first sign of a coordinated organization of labor, technological and production resources. Working time is usually understood as a legally established period of work for all participants in production. Currently, such a working period is considered to be a forty-hour work week.
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The functional division of labor is reflected primarily in the specialization of workers by type of activity. In this case, individual functions are isolated and appropriate employees are allocated to perform them.
The functional division of labor provides for the separation of various types of labor activity and the performance of specific work by appropriate groups of workers specializing in the performance of production or other functions of different content and economic significance. According to the functional division of labor, there is a division of all workers into the main ones, those engaged in direct production or performing basic work; auxiliary workers, who themselves do not directly produce marketable products, but provide the work of the main workers with their labor; service workers who, through their labor, create conditions for the productive work of both main and auxiliary workers.
The functional division of labor is determined by the attitude of various categories of workers to the production process and the nature of the functions they perform. Based on functional characteristics, labor can be divided into the following qualitatively separate groups: basic, directly involved in the main production processes; auxiliary, directly involved in auxiliary production processes; engaged in production management; ensuring the maintenance of production premises; ensuring the safety of socialist property and fire safety.
Functional division of labor represents the specialization of enterprise workers to perform a certain range of functions, depending on the nature of their participation in the production process. In the practice of planning and accounting for the number of industrial production personnel, the following functional groups of workers are distinguished: workers, students, engineers, employees, junior service personnel, and guard guards. The functional division of labor also takes place within each functional group, as well as within the divisions of the enterprise. This makes it possible to specialize workers in performing more or less narrow production tasks and increase the efficiency of their activities.
The functional division of labor determines the distribution of workers among professions and specialties.
Functional division of labor means that the enterprise distinguishes several groups of workers according to the nature of the functions they perform.
The functional division of labor involves dividing groups of enterprise workers according to the nature of the functions they perform. Based on this criterion, two large groups of workers are distinguished - main and auxiliary. In turn, each of these groups is divided into functional subgroups.
The functional division of labor involves the development and establishment of normative relationships between managers, specialists of higher and secondary qualifications and between specialists and employees.
The functional division of labor lies in the fact that each group of workers is assigned to perform functions of one type, which differs from other types in the nature of its relationship to the production process. It is expressed in the division of enterprise personnel into workers, engineering and technical workers, employees, students, junior service personnel, security, and in addition, in the division of workers into main and auxiliary ones.
The functional division of labor is expressed in the division of enterprise workers into workers, engineering and technical workers, employees, students, junior service personnel, security, as well as in the division of workers into main and auxiliary workers. The main workers in drilling include workers of derricks, drilling crews and well testing crews; in oil production - operators servicing wells and group gangway installations.
The functional division of labor is determined by the nature of the use of workers in the production process. In every production there is a traditional division: main and auxiliary workers. The main ones are those workers who are directly involved in the implementation of the technological process for the manufacture of the main product, and the auxiliary ones are those workers who are not directly involved in technological process for the manufacture of main products, but ensure its normal functioning. State modern science and technology makes it possible to mechanize production, concentrate various types of work, create unified technological complexes, automatic and mechanical production lines, which raises the question of labor organization in a new way. Sometimes, in order to ensure an even and full workload of workers during the working day, such forms of labor organization as combining professions and creating an integrated team are used. When organizing work when combining professions, it is necessary to take into account the possibility and feasibility of one worker performing various works, which were performed by workers of various professions, the territorial proximity of the location of workplaces, the convenience of performing combined work in time. Combining professions creates a worker with a wide profile. The most common form of labor cooperation is brigades.
Directions for improving the division and cooperation of labor.
Labor cooperation.
Division of labor, its forms and efficiency criteria.
Lecture 5. Division and cooperation of labor.
The organization of labor in an enterprise begins with its division, which, as an element of labor organization, represents the separation of types of activities of workers, the establishment of functions, responsibilities, and scope of action for the workers of each of them, as well as for their groups that form different divisions.
The division of labor according to the form of manifestation is divided into 2 types:
The first type is the division of social labor into various branches of labor;
The second type is the division of labor in the production of any product.
Each type includes types of division of labor. The first type includes 2 types: general and specific, the second type includes a single division of labor.
The general division of labor is the process of separating various types of labor activity within the whole society, i.e. division of labor between various areas of activity and production.
Private division of labor is the process of separating various types of labor activity both across industries, agriculture, and within them - into individual enterprises.
Unit division of labor means the separation of various types of work within an organization, within certain structural divisions, as well as the distribution of work among individual workers.
Depending on the type and type of work, the division of labor is distinguished: functional, professional, technological and qualification. In addition, the division of labor occurs on a “territorial” basis between large and between small units, as well as within units. All of the above forms of separation coexist, i.e. are present at the same time.
Functional division of labor involves dividing personnel into functionally homogeneous groups, each of which is distinguished by its role in the implementation of the production process, or activity. First of all, employees, workers, MOP, students, and security are highlighted. With the functional division of labor, one of the problems is to justify the feasibility of combining the functions of workers from different functional groups, for example, main and auxiliary workers. It is also necessary here to resolve issues of justifying the level of centralization and specialization of work for individual functional groups.
Professional division consists of dividing workers into professions and specialties. A profession is understood as the type of activity (occupation) of a person who has certain theoretical knowledge and practical skills obtained as a result vocational training. A specialty is a type of profession, a narrower part of it, the specialization of an employee within the profession. In the system of higher professional education by state educational standards The following professional gradations are distinguished: qualification, specialty and specialization.
Technological division of labor involves the arrangement of workers by stages, phases, types of work and production operations, depending on the production technology, content and characteristics of the work. Here there are four types of division of labor: subject, detail, operational and by type of work.
With a substantive division of labor, the performer is assigned to perform work related to the manufacture of the finished product.
Detailed division of labor is more common. It consists of assigning a completed part of the product - a part - to the manufacturing worker.
The most common form of technological division of labor is operational division, when a worker performs only one or several technological operations. The operational division of labor is associated with the emergence of a rather complex contradiction between labor productivity and its content. Historically, the process of development of material production went from universal labor to specialized labor. These types of work have their positive and negative sides. Universal labor requires the worker to have versatile skills, equal skill in performing different jobs. As a rule, this work is meaningful, interesting, and full of creative elements. Despite all these positive qualities, such work is not characterized by high productivity. As production became more complex, increasing labor productivity required increasing specialization and a narrower division of labor.
Advantages of specialized labor over universal labor:
1. you can more successfully select a performer to perform work that requires certain individual qualities from him.
2. The training period for an employee to perform a limited range of duties is reduced.
3. The worker quickly achieves mastery, the required speed and accuracy of work.
4. prerequisites are created for more complete mechanization and automation of labor.
5. better opportunities are created to improve the organization of the workplace, equipping it with specialized equipment and tools.
All this contributes to the growth of labor productivity, but at the same time the content of labor decreases; the worker becomes, as it were, an appendage of the machine, one of its parts. Crossing the rational boundary of specialization leads to the fact that the growth of labor productivity stops due to the accumulation of negative aspects of highly specialized labor: interest in work disappears, staff turnover increases, etc.
Technological division of labor by type of work - when none of the listed types of technological division are suitable, for example, welding, painting work.
The qualification division of labor is the distribution of work depending on its complexity between workers of different qualification groups. The level of qualifications of workers is established on the basis of assigning qualification categories to them. The first digit corresponds lower level qualifications.
To resolve issues of division of labor, the concepts of “borders of division” and “level of division” are used.
The boundaries of division are the lower and upper limits, below and above which, respectively, the division of labor is unacceptable.
The division level is an accepted calculated or actually achieved value that characterizes the state of the division of labor.
There are the following boundaries of the division of labor: technical, economic, psychophysiological and social.
The lower technical limit of the division of labor will be a production operation consisting of one labor technique, the upper technical limit of the division of labor will be the production of the entire product at one workplace.
The lower economic limit of the division of labor will be such a division of the labor process when the reduction in working time spent on performing an operation due to deepening specialization is equalized, and then begins to be covered by an increase in the time spent on transporting the subject of labor from one workplace to another. The upper economic limit is determined by the duration of the production cycle for manufacturing the entire product at one workplace.
The psychophysiological boundaries of the division of labor are determined by the magnitude of physical and neuropsychic stress on the worker during the working day. For physical activity, the lower limit is energy consumption in the amount of 2.5 - 3 kcal/min, the upper limit is 4.5 - 5 kcal/min.
The social boundaries of the division of labor are determined by the level of monotony of labor and staff turnover, the attitude of workers to work, and the state of interpersonal relationships. The monotony of labor is regulated by the duration of repeated homogeneous operations during the working day. The limit value is the duration of such operations is at least 30 seconds; the frequency of repetition of heterogeneous elements of the operation must be at least five per 30 seconds.
If the boundaries of the division of labor indicate the limits of acceptable decisions that should guide the organizers of labor and production in this area, then for a specific production situation it is important to find the best option, that is, the optimal level of division of labor, which is calculated based on the use of economic, psychophysiological and social criteria.
The economic criteria for the division of labor are: the cost of working time and material costs for performing work, the degree to which the qualifications of workers are used, and the duration of the production cycle. Level of labor productivity, production costs, enterprise profit. The economic focus of improving the division of labor is to achieve savings in labor and material costs, which, in turn, leads to a reduction in production costs and an increase in enterprise profits.
Psychophysiological criteria for the division of labor are: indicators of human performance, which depends on sanitary and hygienic working conditions, labor intensity, and distribution physical activity on different organs and systems of a person, on the magnitude of the combination of physical activity and mental activity. When dividing labor, the option that ensures maximum human performance and best ensures the health of the worker is selected.
Social criteria for the division of labor include team stability, low staff turnover, high labor discipline, satisfaction with the content and working conditions, etc.
Establishing the optimal level of division of labor with such large quantities of various criteria is a rather complex task. Here it is important to decide where to start and which groups of criteria to give preference to. The experience that most deserves attention is the experience of optimizing the division of labor, when calculations begin with the use of social, then psychophysiological, and only then economic criteria.
Question No. 2.
Labor cooperation is understood as a system of production relationships between workers during the labor process and their interaction in the department and in the enterprise. The cooperation of labor is inextricably linked with its division. The arrangement of workers should be carried out in such a way that their expedient interaction is achieved by rationalizing routes for moving objects of labor, saving labor costs, and reducing the duration of the production cycle.
The scale of cooperation depends on:
Depth of division of labor - the deeper the division of labor, the wider its cooperation;
State of the art;
Existing technology;
Organizational type of production;
Forms of division of labor;
Forms of organization of production.
Forms of labor cooperation are similar in name to forms of its division. Firstly, cooperation is carried out on a territorial basis: inter-shop, intra-shop or inter-site, intra-site or inter-brigade, intra-brigade cooperation, of course, if the enterprise is divided into shops, shops into sections, sections into teams. If the enterprise or institution has a different structural division, then the forms of division of labor will be named in accordance with it.
Inter-shop cooperation establishes interaction between workshops of different functional or technological profiles.
In addition to territorial characteristics, cooperation is established according to species characteristics. Here there are different forms of cooperation: functional, professional, technological and qualification. In turn, within the framework of technological cooperation, cooperation is divided into subject, detail, operational and by type of work.
It is important to professionally and knowledgeably resolve issues of establishing rational forms of division and cooperation of labor. improvement of these forms is achieved by combining professions and positions, expanding work areas, and using multi-machine or multi-unit services. Development of collective forms of organization and stimulation of labor. The use of methods based on the use of psychophysiological characteristics of people’s perception of a particular production environment, taking into account the socio-psychological factors of the production environment, such as the gender and age composition of the team, the value orientations of workers, the totality of their needs, interests, preferences, and motives of behavior, has great potential.
Question No. 3.
The main directions for improving the division and cooperation of labor:
1. Combination of professions is a form of organizing the work of an employee when, during normal working hours, along with work in his main profession, he also performs work in one or more professions or specialties.
The possibility and economic feasibility of combining professions is determined by the following prerequisites and conditions:
The presence of unused working time among employees;
Mismatch of combined work in time;
Technological and functional similarity of combined work, their close relationship with each other, territorial proximity;
The absence of a negative impact of combined work on the accuracy and quality of their implementation;
The theoretical and practical preparedness of the employee to combine work.
2. Combination of functions is the performance, along with the duties of the main profession, of certain functions previously performed by employees of other professions. While maintaining the profile of his work, the employee partially performs the work of another employee.
Combining professions and functions should not be confused with part-time work. Part-time work is work outside of school hours, i.e. after the end of the main work period.
The combination of professions and functions is developing in the following areas:
A) combination of dissimilar professions, predetermined by the use of multidisciplinary technological equipment;
B) combining the main work with the maintenance of your equipment;
C) combining the main job with economic maintenance of the workplace;
D) combining dissimilar but interrelated auxiliary work;
D) consolidation of overly fragmented operations, increasing the diversity and content of work.
The volume of work in a combined profession should, as a rule, be less than in the main job;
The combination must ensure normal (no more than a working day in one shift) employment of the employee;
The expansion of combining professions should be limited to the level of worker fatigue not exceeding physiological norms;
The following requirement must be observed between the volume and quantity of combined work: the greater the volume of combined work, the smaller the number of combinations should be;
The sum of the volumes of combined work, taking into account the time to move from one workplace to another and breaks for rest and personal needs, must be equal to or less than the duration of the work shift, i.e.
Where P i is the volume of work;
n – number of combined works;
T per – time of breaks for rest, personal needs and transitions from one place of work to another when combining professions, min.;
T cm – shift duration, min.
The possibility of involving an employee in combining professions can be characterized by the coefficient K combined:
, where T sv – time free from work in the main profession, min.
3. Expansion of service areas - here there is a combination of work within one profession. This measure can improve the use of working time, release workers whose workday is not fully loaded, and increase the content of work. Often a multi-machine service system is used here, the essence of which is that one or a group of workers simultaneously service several machines.
4. Collective forms of labor organization, in particular, the brigade form of organizing and stimulating labor. In specially organized teams, conditions are created for a change in labor by expanding the production profile of workers and moving them within the team from one workplace to another. Such a movement allows one to overcome the monotony of work, increases its diversity and content, has a beneficial effect on such psychophysiological characteristics of personnel as performance, fatigue, health, improves the economic results of work, and increases its productivity.