"Togliatti State University"

Institute of Finance, Economics and Management

Department of Finance and Credit

A DIARY

PRACTICE INTERNSHIP

Student ________________________ course ______________________ group

Specialty_ 080105.65 "Finance and credit" ________________________

Surname, name, patronymic of the student ____________________________________

Institute of Finance, Economics and Management __________________________

Name of organization, enterprise _____________________________

2013 academic year

I.CALENDAR TERMS OF PRACTICE

Practice leaders

From university

Surname Kovalenko_______________________________

Name Oksana _____________Middle name____ Grigorievna

Position, academic title, degree___ PhD in Economics, Associate Professor

From the enterprise

Surname _________________________________________

Name _______________ middle name _ ______________________

Position_____________ _ ______________________________

______________________________________________________

APPROVE

Head Department of Finance and Credit

"_____" _________________ 201___

II.TASK OF THE DEPARTMENT

11.02.2013-15.02.2013

Acquisition of skills in filling out and compiling financial documentation of the organization under the guidance of the head of undergraduate practice.

18.02.2013-22.02.2013

Detailed study and analysis and evaluation of financial activities. A detailed study of the organization's financial management structure. Providing information on the conducted research of financial activity to the head of undergraduate practice from the organization. Formation of a report and a diary on the passage of undergraduate practice. Signing of this documentation by the head of the practice.

V. CONTENT OF THEORETICAL LESSONS

VI. SCIENTIFIC RESEARCH WORK OF STUDENTS AT PRODUCTION

VII. USING A COMPUTER TO PERFORM A TASK IN PRACTICE

During the period of undergraduate practice, computers with the established legal systems "Garant", "Consultant" were used to collect and study theoretical material related to the financial activities of the organization and the service program "1C: Accounting" - collection and processing of financial information.

VIII. CHARACTERISTICS ACCORDING TO THE RESULTS OF PRACTICE

Student _______________________________________________________________

(surname, initials)

FULL NAME. student passed undergraduate practice from December 24, 2012 to February 24, 2013. During the undergraduate practice, he showed a high level of theoretical and practical training, good knowledge of reading financial statements and financial documentation. During the entire undergraduate practice, F.I.O. the student was responsible for the assigned work. Actively took part in the study of financial documentation, assisted (a) employees of the financial department of the organization in the collection and processing of documentation, conducted (a) analysis and evaluation of financial and economic activity organization for the last three years, got acquainted with the procedure for maintaining financial documents, with the procedure for storing forms strict accountability, participated in various daily work.

Comments on the passage of practice to the F.I.O. no student.

Practice leader from

enterprises _________________________________

(signature)

IX. REVIEW OF THE SUPERVISOR FROM THE UNIVERSITY ON THE RESULTS OF THE PRACTICE

Organization details

1. Legal name ____OOO Euroset Retail ________________

2. Location

3. Head of an enterprise (organization):

4. Head of practice from the enterprise (organization):

(full name, position)

5. Head of practice from the university:

(full name, position)

Goals and objectives of the practice

The aim of the internship is for each of us to consolidate the theoretical knowledge gained while studying courses related to personnel management. Development and accumulation of skills to analyze the improvement of the organization of the personnel management system.

The objectives of this practice are to develop skills for independent planning of professional activities, selection of methods and technologies, evaluation of the effectiveness of the work of personnel management services;

Brief description of the enterprise and the work team

What associations does the word Euroset evoke? It is true that much has been devoted to this in the history of the Euroset. Suffice it to say that the salons of the company literally surrounds us everywhere, even walking down the city street on a quiet pleasant evening. But what am I? - let's go back to the history of the founding of a cellular retailer.

The foundation was laid in 1997. On April 2 of this year, Evgeny Chichvarkin and Timur Artemiev registered their first company - OOO " Trading house Euroset. Today, Euroset is literally everywhere: more than 7,800 communication stores in Russia and the CIS countries. In Europe, the company operates under the Techmarket trademark, which a little earlier competed with Euroset itself. And in 2008, the owner of the Euroset changed, Alexander Mamut became the new one, who bought the entire company from Chichvarkin and Artemyev. Later, Beeline acquired a stake in Euroset - it owns 49% of Euroset. Euroset appeared in the city of Belgorod in September 2004 and has been developing in our city since that time. To date, in Belgorod and the Belgorod region, the total number of 29 communication salons.____________________

The team is very friendly. Everyone is trying to help and support you. Because they understand that it is always difficult to adapt to a new team.

Organizational structure of the enterprise (organization)[*]

Individual work plan of the student during practice[*]

Individual work plan of the student during practice

Daily work records

Daily work records

Hello dear reader.

This article is divided into the following sections:

1. How to calculate the days for practice
2. Then an example of filling out a diary of undergraduate practice
3. Many items that can be used when filling out a diary
4. Several important issues at the end of the article

If you don’t want to fill out a pre-graduation practice diary yourself - you can always order it at any student exchange - this is a fairly inexpensive job that will be done for you in a very short time.

To order a practice diary, I can recommend you to use any exchange of student works, for example, author24 - simply because there are the most performers: https://author24.ru/

How to fill in the diary of undergraduate (or industrial) practice of an economist? To complete it, you need to follow several steps:

1. Determine how many days the practice goes in total (This is written in the training manual or in the order for practice, options: 2 weeks, 4 weeks, 8 weeks)
2. Put the dates in the diary - from the first day to the last (except weekends).
   Dates can be viewed using this service:.
   That is, for each week in practice, you will have 5 lines in your diary (Monday, Tuesday, Wednesday, Thursday, Friday).
3. Opposite each day, you will need to write a few tasks that you did. You will get something similar to the picture below. Compliance will be marked by the supervisor. Usually they write the word "done".
   If in reality you didn’t exist at all in practice, you will have to come up with points. There should be 3-5 pieces in each cage.

I think you already understand the logic of filling out the diary. What follows is a list of possible items and some important questions.

1. Getting to know the company as a whole
2. Acquaintance with the management of the enterprise and with its immediate supervisor
3. Acquaintance with the head of the practice
4. Registration of documents on arrival for practice
5. Signing the order on access to the enterprise
6. Passing a safety briefing
7. Familiarization with the provision on trade secrets
8. Signing trade secret documents
9. Corporate behavior coaching
10. Acquaintance with the employees of the organization
11. Familiarization with organizational structure organizations
12. Drafting organizational chart company management
13. Familiarity with the activities of the organization as a whole
14. Evaluation of the scale of the company's work
15. The history of the creation and development of the enterprise
16. Drafting brief description enterprises
17. Acquaintance with the enterprise industry in Russia
18. Studying the legal aspects of the organization's activities
19. The study of legal acts regulating the work of the enterprise
20. Drawing up a contract for the provision advisory services company client
21. Copying sales contracts and adjusting them for new customers
22. Answering telephone calls and telephone consultations
23. Acceptance of service requests
24. Filling out invoices
25. Filling in receipts
26. Collection of reports on operating activities organizations
27. Studying the archives of the organization
28. Copying and filing documents of the organization for archiving
29. Participation in negotiations with suppliers
30. Participation in the operational meeting
31. Reconciliation of settlements with counterparties based on financial statements
32. Making changes to counterparties in the 1C: Enterprise program
33. Studying the theory on the topic of work and report
34. Selection of sources for analysis
35. Compiling a list of applications
36. Compilation of a list of references
37. Preparation of applications with reporting
38. Compiling tables with general indicators organizations
39. Preparation and analysis of accounting documents
40. Preparing the Analysis Structure financial condition
41. Selection of sections for conducting financial status
42. Checking collected documents for typos and other errors
43. Assessment of the dynamics and structure of the company's property
44. Assessment of the dynamics and structure of the company's capital
45. The main indicators of the economic condition of the organization
46. The main indicators of economic results of the organization
47. Assessment of the main indicators of the economic condition and economic results
48. Studying the technical and economic indicators of the enterprise
49. Preparation of materials for analysis
50. Schema analysis
51. Choice of sections of analysis
52. Studying the reporting forms used by the organization
53. Preparation of management reporting for analysis
54. Analysis of indicators of financial and economic activity of the enterprise
55. Assessment of the economic security of the enterprise
56. Analysis marketing activities enterprises
57. Analysis of competitors' prices and preparation of an explanatory note for the manager
58. Performing Motion Analysis Money, credit and settlement operations
59. Study of staffing enterprise and organizational tasks of the company
60. Conducting an analysis finished products and inventories
61. Analysis of fixed assets and intangible assets
62. Analysis of labor efficiency and payroll calculations
63. Assessment of depreciation of equipment at the enterprise
64. Participation in checking the completion of the company's reporting
65. Preparation of initial data for an individual task
66. Communication with the head about the mission and objectives of the organization
67. The study of the organization, main activities, composition and structure of the organization.
68. The study of regulatory documents regulating the activities of the organization, types and content of constituent documents, organizational and legal form of the enterprise, form of ownership, types of statutory activities.
69. Constituent documents and main legal acts
70. Studying the duties and job descriptions of employees of the organization.
71. The study of technical and economic indicators.
72. Introduction to accounting procedures.
73. The study of the organization of the system of payment and incentives.
74. The study of sales plans of the organization, the study of planning standards, orders for the organization of planning in the organization, guidelines and orders.
75. The study of the main indicators used to evaluate the activities of the organization.
76. Assessment of the balance sheet of an enterprise (dynamics of accounts payable and receivable, inventories, finished products in stock, balance sheet, etc.)
77. Analysis of accounts receivable, study of own, borrowed money, formation analysis working capital organizations.
78. Analysis of accounts payable of the organization.
79. The study of the order and mechanism of pricing (determining the cost) of the goods sold.
    PC, programs and office equipment used in the work of the institution.
80. Work in the program "1C Enterprise 8.0" and "Client-Bank".
81. Conducting an analysis of the financial stability of the enterprise
82. Conducting an assessment of the liquidity of the enterprise
83. Conducting an assessment of the solvency of the organization.
84. Studying the practice of relations between the organization and banks and other credit institutions.
85. Study of payment and settlement procedures operating in the organization
86. State of settlement and payment discipline.
87. Studying the forms of calculations used by the organization.
88. Participation in the preparation of primary documents (invoices, waybills)
89. Studying the relationship with tax institutions, budgets of various levels, extra-budgetary funds.
90. Studying the relationship with customers (suppliers and customers or buyers).
91. Participation in payment and settlement work.
92. Studying the procedure for the formation, development and approval of the product range
93. Studying the sources of receipt of goods
94. Analysis of the product range. Working with price lists
95. Familiarization with the procedure for acceptance and delivery of goods, their documentation and types of vehicles used.
96. Participation in the preparation of primary documents.
97. Participation in the preparation of applications for the importation of products from suppliers.
98. Study of work with suppliers to determine the price level for the supplied goods.
99. Acquaintance with the advertising activities of the enterprise
100. Participation in ordering promotional products, business cards, souvenirs for customers, etc.
101. The study of the organization of liability.
102. Studying the procedure for conducting inventories, recovering losses and shortages.
103. Conducting an assessment of the economic situation.
104. Analysis of the income statement
105. Analysis equity organizations.
106. Studying contracts of suppliers and buyers.
107. Work with primary documents and correspondence.
108. Studying the requirements for the design of the report
109. Compiling a report template
110. Compiling the content of the report
111. Preparation of an internship report
112. Verification of the conclusions and official documents of the organization
113. Preparation of conclusions on the performed analysis
114. Preparation of charts and graphs in the report
115. Identify areas for improvement
116. Studying similar situations in other companies
117. Proposing recommendations for improving the company's activities
118. Proposal for improvement measures
119. Preparing a draft practice report
120. Filling out a practice diary
121. Obtaining the characteristics of the head of practice from the enterprise
122. Submission of a report for verification to the head of the practice
123. Preparation of a final version of the practice report
124. Preparation of a practice report and submitting it for verification to the head of the practice.
125. Collection of documents, signatures and seals

Now a few important questions that arise when filling it out.

1. Is the practice diary strictly checked? No, not strictly. It simply describes what the trainee does every day at the practice site. What is there to check. They check the practice report in more detail (more on that).
2. Is it possible to write directly in it, without drafts? Yes, you can. Some students fill out this diary just before taking the exam. Although if you have doubts, you can do it on a draft first. But it doesn't make much sense.
3. And if every Monday an economist does the same thing, then you can write like that - the same thing every Monday? You can do the same thing, as long as it doesn’t catch your eye: use synonyms, change the order of the items and all that
4. Is it possible to write the same thing, if this is true? Basically the same is possible. But, again, it's better to unify a little. For example: analysis of the implementation of the plan = assessment of the achievement of goals for turnover.
5. Where to put stamps on the practice diary (Inzhekon). It is necessary to put three round seals of the enterprise (as of spring 2013): on the title page(over the words "Head of practice from the enterprise"); in the characteristic for a student from the place of internship(in the lower right corner); in the review of the head of practice from the organization(also in the lower right corner).

You can ask your questions about undergraduate practice for economic specialties in the comments to this article or in contact.

NON-STATE EDUCATIONAL INSTITUTION

higher vocational education

MOSCOW TECHNOLOGICAL INSTITUTE "VTU"

ABOUT PRACTICE

Student Priymak Alexander Sergeevich

I am a student Priymak Alexander Sergeevich, during my internship from June 24 to July 21, 2013. in LLC "PromAvtomatika", serving the enterprises of NGP, fulfilled the approved internship plan, namely:

Functions to be performedCalendar dateDepartment nameOrganizational management structure of the enterprise LLC "PromAvtomatika"24.06-26.06.2013LLC "PromAvtomatika"Acquaintance and analysis with the enterprise management system. Creation of administrative documents.27.06-01.07.2013LLC "PromAvtomatika"Analysis of the principles of enterprise management, analysis of staff turnover based on archival materials and statistical reports02.07 - 08.07. 2013LLC "PromAvtomatika"Identification of positive and negative aspects in the management system at LLC "PromAvtomatika", development of recommendations for its improvement07/09 - 07/17/2013LLC "PromAvtomatika"Drafting a report on the completion of practice 18.07 - 21.07.2013LLC "PromAvtomatika"

For an internship, I was hired as an assistant manager at PromAvtomatika LLC, which serves NGP enterprises.

With rich experience, LLC "PromAvtomatika" provides high-quality and timely Maintenance NGP enterprises and own projects.

During field trip

studied legal acts, the Charter, documents, job descriptions, regulations, safety instructions;

• drew up documents, orders for hiring and granting leave, letters;
• carried out the instructions of the head of the enterprise;
• participated in the conclusion of an employment contract;
• acquired practical skills in enterprise management and motivation labor activity.
• I completed the following steps in my plan:
• -studied the Charter of the enterprise, the collective agreement, internal regulations, job descriptions of employees, regulations, safety instructions;
• -completed the assignments for compiling a business letter and sending it by registered mail at the address that was indicated by my head of practice from the enterprise, processed and distributed documents in cases by groups and types;
• consolidated existing and acquired new knowledge and skills in the work of personnel management of the enterprise;
• got acquainted with the work of the Department of Forecasting Management;
• analyzed the structure of enterprise management;
• conducted an analysis based on the results of the survey;
• developed proposals for improving the enterprise and personnel management system.

I got acquainted with the enterprise, with its structure, activities.

INTERNSHIP REPORT

Enterprise characteristics

To ensure the rhythmic work of the NGP enterprise for the production of competitive products, it is necessary to supply production with materials in a timely manner, rational organization transportation cargo, as well as maintaining equipment in working condition and providing production with electricity and the necessary types of fuel. It is the works listed above that constitute the content of the maintenance of the NGP enterprise.

Maintenance of the NGP enterprise involves the solution of the following two tasks: ensuring the normal functioning of the means of labor; ensuring the uninterrupted movement of objects of labor in production.

The solution of the first of the above tasks is carried out in the course of the organization auxiliary production- repair, energy and instrumental.

In solving the problem of rational organization of material flows, the logistics service, storage, and transport facilities are involved.

The structure of these farms and services is determined by the characteristics and scale of the main production, the size of the enterprise, as well as the level of development of its cooperative ties. The combination of repair, energy, instrumental, transport, storage facilities and supply services constitutes the system for servicing the production process of the NGP enterprise by PromAvtomatika LLC.

LLC "PromAvtomatika" was founded in 1999 and operates on the basis of the Civil Code Russian Federation And federal law of the Russian Federation "On companies with limited liability", in order to provide services for the design, supply, installation, commissioning and repair of various devices and automation systems, equipment and instruments. LLC "PromAvtomatika" is legal entity and builds its activities on the basis of the Charter and the current legislation of the Russian Federation. The period of activity of the enterprise is not limited.

The defining areas of activity of PromAvtomatika LLC in servicing NGP enterprises are:

· Installation work, repair and maintenance of electrical distribution and control equipment,

· Service maintenance NGP enterprises,

· Organization and maintenance of energy accounting systems, dispatching systems,

· Development of projects for industrial processes and industries related to electrical engineering, electronic engineering, mechanical engineering, as well as in the field of industrial construction, systems engineering and safety engineering,

· Production of electrical work.

The financial condition of OOO "PromAvtomatika" is characterized by a system of indicators reflecting the availability, placement, use of financial resources of the enterprise and all production and economic activities of the enterprise.

The main form in the analysis of the financial condition is the balance sheet. According to the current regulatory documents the balance sheet is currently compiled in net valuation (accounting for fixed assets and IBE at residual value without depreciation). The result of the balance sheet gives an approximate estimate of the amount of funds at the disposal of the enterprise. It is convenient to study the structure and dynamics of the financial condition of an enterprise using a comparative analytical balance sheet.

An analysis of the management system and financial condition of the enterprise according to the indicators I conducted shows that the enterprise has an effective management system, the deviation from the actual and planned number of personnel is not significant. This allows us to conclude that PromAvtomatika LLC employs not only economic, but also managerial professionals.

Management methods are a set of techniques and ways of influencing a managed object in order to achieve the organization's goals.

Administrative methods are classified according to the formula of influence (order, order, recommendation, instruction, instruction), according to the form of transmission (documentary, oral), according to the period of use (estimate, month, etc.)

The administrative activity of the organization in question is carried out mainly through the issuance of orders by the head of the organization. According to the content, orders are divided into two types: according to the main activity and according to the personnel.

The order on the main activity is a regulatory document reflecting management decisions on issues of production and economic activities, planning, reporting, financing, lending, product sales, foreign economic activity, improving the structure and organization of work industrial enterprise etc.

The order signed by the head is registered by the employee responsible for record keeping. The order comes into force from the moment of its signing, unless another period is indicated in its text.

Analysis of the organizational structure of the management of OOO "PromAvtomatika"

When studying the regulatory documents of the institution (in particular, the provisions on departments and job descriptions), I built the organizational structure of the institution. Based on the structure obtained, I concluded that the organizational structure belongs to the linear-functional type of organizational structures, since it has a number of specific characteristics inherent in this type:

there is a separation of processes by functional divisions;

in the hierarchy of the institution, both linear and functional managers function;

functional divisions report directly to the line manager of the institution.

In the process of conducting an expert survey, respondents were asked questions about strengths and weaknesses institutions, opportunities and limitations in the development of Promavtomatika LLC. When analyzing the responses, the "SWOT" method was used - analysis. The organization does not have a structured database of candidates, there is no evaluation system in the selection of personnel, the selection of personnel is carried out on the basis of a chaotic conversation in personal contact with the head of the personnel department, and then with the director of the organization. Recruitment of personnel is limited to filling out the necessary documentation and introducing a new employee to his immediate supervisor and team.

The process of adaptation of new employees in the institution proceeds outside the zone of regulated processes. Assistance in adaptation to a beginner from the side of management is limited to a story about the performance of the required functions by him, all other information new employee forced to extract independently by contacting his colleagues. There is no control over this process and its results in the institution.

As for the personnel management service, it is currently being formed.

Thus, as a result of the author's analysis of the structure and management system for the persons of PromAvtomatika LLC, the following trends were identified:

the management structure of the institution has a linear-functional structure;

the institution lacks a clearly formulated development strategy for the entire organization, a personnel management strategy in particular;

lack of documentary carriers fixing technologies for personnel management;

there is a misunderstanding of a number of managers about the need to change the process of working with personnel;

The main indicators characterizing the dimensions commercial enterprise are shown in Table 1.

Table 1 - Indicators characterizing the enterprise for 2010-2012

Item No. Indicators 2010 2011 2012 in % of 20091 Volume products sold, thousand rubles 4312389490.32 Average number of employees, people 464293.93 production assets, thousand rubles 89058985100.94 Return on assets, rub. 0.4842433.489.55 Capital intensity, rub. Incl. advertising3604 5002923 40081.1 80.08Profit, ths. rub.

From the data in Table 1 it can be seen that, in general, all indicators of the enterprise's performance have deteriorated over the past two years. Thus, the volume of products sold in 2012 decreased compared to 2010 by 9.7%, the number of employees decreased by 4 people. The cost of fixed production assets for the analyzed period increased very slightly (by 0.9%). The profit of the organization in 2012 decreased by 46.4% or by 1463 thousand rubles. the level of profitability in 2012 was 4.2%, which is 40.8% less than in 2012.

The wage fund in 2010 is planned in accordance with the standard in the amount of 160 thousand rubles. in fact, it amounted to 164.1 thousand rubles. The level of payroll expenses in 2012 decreased by 0.01% compared to the previous year, but increased by 0.05% compared to the plan. fund savings wages achieved by reducing the number of employees of the enterprise in the current year.

Based on the results of a survey of employees of PromAvtomatika LLC, the following conclusions were drawn:

the release of personnel is carried out mainly due to low wages, while the management is trying in every possible way to retain highly qualified personnel: increasing wages at the expense of extrabudgetary funds, training, retraining, advanced training at the expense of the employer, creating favorable working conditions, and so on;

the most important for the personnel of the organization are the working conditions in which they work;

the motives that have the greatest value for the team of the organization are mainly related to the realization of oneself in the profession under normal working conditions and relations in the team;

financial reward appears only in the next sector of the structure, this is mainly due to the limited funds coming from the budget, when certain labor indicators are reached, the employee understands that he will not be able to receive more funds than allocated from the budget, a slight adjustment of these funds is possible from the enterprise’s own budget;

three clusters (groups) were singled out that most clearly characterize the attitude of the team to the characteristics of work: 44.1% of respondents say that they are satisfied with such characteristics as career growth, advanced training system, certification and assessment of personnel, to characteristics that are less satisfied this group includes wages, provision, equipment, special programs; 10.3% of respondents are practically satisfied with such characteristics of work as relationships in the team and working hours, least of all they are satisfied with the amount of wages, the possibility of self-realization, the availability of equipment and the possibility of initiative; 13.2% of respondents are practically not satisfied with such characteristics as career growth, wages, special programs and provision of equipment.

As measures to increase the effectiveness of the work of LLC "PromAvtomatika" employees and improve the system of labor incentives in the organization, it is proposed to introduce a personnel assessment system. It was proposed to introduce a decentralized remuneration policy in LLC "PromAvtomatika", to introduce alternative forms of encouragement, to complicate marketing goals. Thanks to effective policy incentive can achieve the best results, improve the profit of the enterprise. To motivate employees of the organization in order to improve the social situation of employees, as well as for the effectiveness of personnel management, a social program has been developed, consisting of non-material and material motivations. These activities will help increase professional motivation, increase the degree of customer satisfaction; quick and high-quality decision-making related to personnel management at any level of enterprise management; to improve the social situation of workers and good governance staff.

Thus, the stimulation of labor of workers is of great importance in the development of the sphere of commodity circulation. The main purpose of labor incentives is to establish the earnings of employees depending on the result of their work, their contribution to the overall results of the enterprise.

During my internship, I got acquainted with the work of the department "Department of forecasting management".

Planning can be broadly defined as the activity of "shaping the future".

The main scope of planning work in LLC "PromAvtomatika" is performed by employees of the Department of Forecasting Management

Forecasting is one of the management functions, which makes it possible to foresee the possibility of adverse production situations. A feature of the emergence of a problem situation is the fact that it carries a danger, a threat of destruction. production system.

On the one hand, forecasting makes it possible to foresee the possibility of problem situations and take preventive measures, and on the other hand, with the appearance of undesirable events, to identify them and identify the degree and depth of the development of the crisis in order to develop a solution to eliminate it. A feature of forecasting in anti-crisis management is the fact that, unlike other cases, forecasting here is almost constant.

All management is built on foresight. But prediction may be different. It differs

by horizons (near future and far, limited by time or has an indefinite time period),

in form (plan, program, prediction, forecast),

according to sources (intuition, scientific analysis, analogy, generalized experience).

The planning process can be thought of as a sequential flow of activities that includes the following steps:

) statement of goals;

) formulation of the problem;

) search for possible courses of action;

) evaluation of options for action;

) making a decision in the form of determining the planned parameters;

- management of the organization of the implementation of the plan;

) implementation of planned targets;

- monitoring the progress of the implementation of the plan;

) diagnostics and testing of the results of the implementation of the plan based on a comparison of planned and actual parameters, analysis of the causes of deviations.

The possibility of foresight becomes the most important in the context of the complexity of production, the growth of its scale, the acceleration of scientific and technological development, changes in socio-psychological and economic conditions human activity.

One type of foresight is strategy.

IN crisis management strategy plays a special role. It allows you to prepare for crisis situations, recognize the nature of weak signals of crisis development, reduce the number of tactical errors, confidently navigate problems that have consequences in the future, develop and use effective management technologies, and find positive elements in complex crisis situations.

Analysis of the number and structure of personnel

Speaking about the team working at PromAvtomatika LLC, we can say that it consists of 26 people, including the general director. If we talk about the distribution of workers by functions and departments, then we get the following picture:

Commercial management. (6 people, including the general director), engineering management (6 people), financial - economic management(4 people), project management department (3 people), technical management(7 people).

In order to characterize the structure of the personnel of the enterprise and its professional and qualification level, we will use a number of auxiliary materials, among which the personal files of employees and enterprise statistics turned out to be especially informative. The data obtained were summarized in the following table:

Table 2.

Indicators characterizing the structure of the personnel of LLC "PromAvtomatika"

Indicator value Indicator in 2011 in 2012 people people Senior managers11 Middle managers44Specialists46Employees57Workers108Total:2426? men1815? women611 working pensioners12 aged 45 to retirement age 46 35 to 45 years 1510 25 to 35 years 36 to 25 years 12 two higher education, postgraduate studies, doctoral studies 00 higher education 1012 specialized secondary 1213 general secondary 21 incomplete secondary 00

The level of professional training in the specialty, after the analysis of the composition of the staff, is as follows:

Rice. 1 The level of professional training in the specialty of the employees of the enterprise LLC "PromAvtomatika".

From the above data, it can be seen that the category of workers whose professional training is based on higher education has increased and amounted to 46% of the total number of employees. This means that employees are improving their vocational training moving from one category to another. There are minor fluctuations in other categories.

Characteristics and analysis of the personnel management system of LLC"PromAvtomatika"

It is advisable to start the analysis of personnel management with an assessment of the provision of OOO "PromAvtomatika" with labor resources in the reporting year 2012 (see Table 3)

Table 3

Provision of LLC "PromAvtomatika" with labor resources for 2012 (persons)

It is also necessary to carry out qualitative analysis according to the distribution of employees by age, level of education and work experience (OOO "Top Business Integrator").

Table 4

Distribution of workers by age

Groups of workers by age, years Number of workers at the end of the year, people

The tension in providing LLC "Top Business Integrator" with labor resources can be somewhat relieved due to a more complete use of the existing work force, growth of labor productivity of workers, intensification of production, integrated mechanization and automation production processes, improvement of technology and organization of production.

The completeness of the use of labor resourceswe estimate by the number of days and hours worked by one employee for the analyzed period, as well as by the degree of use of the working time fund. Such an analysis is carried out for each category of workers for each production unit and for the enterprise as a whole.

Working Time Fund(FRV) depends on the number of workers, the number of days worked by one worker on average per year and the average length of the working day:

PDF = HR * D * P

At the analyzed enterprise, the actual fund of working time is less than the planned one by 16350 hours, including due to changes in the number of workers:

FRV chr = (CR f -ChR pl ) * D pl * P pl \u003d (164- 160) * 225 * 7.8 \u003d + 7020 hours.

In PromAvtomatika LLC, most of the losses [(492 + 197 + 656) * 7.8 + 9840 = 20330 hours] are caused by subjective factors: additional vacations with the permission of the administration, absenteeism, downtime, which can be considered unused reserves for increasing the working time fund . Preventing them is tantamount to releasing 11 workers (20,330 / 1,755). Significant in OOO "T.S.V. Transcompany" and unproductive labor costs,which are made up of the costs of working time as a result of providing poor quality services for the installation and adjustment of networks. They make up 1640 hours.

Reducing the loss of working time - one of the reserves for increasing output.

To calculate it, it is necessary to multiply the loss of working time (DWP) due to the fault of the LLC "PromAvtomatika" enterprise by the planned average hourly output of products, or in this case, the time for the provision of transport services as a whole:

VP \u003d PDF * CV pl = (20 330 + 1640) * 284.9 = 6259.2 thousand rubles

Unproductive labor costs due to defects in the work of LLC "PromAvtomatika" amounted to 1640 hours. Due to this, the level of average hourly output decreased by 0.6%, or by 1.71 rubles. The modernization of the existing equipment made it possible to reduce labor costs by 5,670 man-hours, or 2.02%, due to which the level of average hourly output increased by 2.06%, or 5.87 rubles.

Personnel policy OOO "PromAvtomatika"

The personnel policy of the enterprise includes the following areas of activity:

Recruitment and selection of personnel

Adaptation

Job Descriptions

Personel assessment

Staff development

Creation personnel reserve

Let's take a closer look at each of the HR functions.

The main tasks of personnel selection are:

creation of a reserve of candidates for employment;

formation of requirements for professions and positions;

evaluation of potential candidates.

The search for candidates for vacancies is carried out both within the enterprise and outside it.

The starting point for the selection and hiring of personnel in LLC "PromAvtomatika" is the determination of the need for personnel. Regardless of whether there is already a specific candidate to fill the vacancy, or whether the involvement of external candidates is required, the manager structural unit fills out an application for the need for personnel, a requirement for a candidate and a job description.

The application for staffing needs is completed annually at the beginning of the year, as well as in cases of need, but not less than a month before the actual date from which the new employee must start work.

Based on the request for staffing, the HR department advertises vacancies. First, advertising is carried out within the company OOO "PromAvtomatika". Advertisement placed on the bulletin board and distributed electronically.

For all candidates wishing to work at LLC "PromAvtomatika", questionnaires are filled in the personnel management department, on the basis of which an electronic database is formed.

Applicants who meet the requirements are interviewed by the HR department.

The Human Resources Department forms a personal file of a potential candidate and submits it to the immediate head of the structural unit in which there is a vacant position for review.

The selection of candidates is carried out by the direct head of the structural unit. If the manager has not chosen a suitable candidate, he informs the employee of the personnel management department about the need to continue the search and clarifies the specifics of his requirements for the candidate or explains why the candidates presented to him do not meet the requirements.

After the final decision is made, the head of the personnel management department notifies all applicants for the position. Applicants for whom negative decisions are made receive a polite refusal to hire. Information about them is entered into the database of potential candidates.

After the candidate is approved for the position, an employment contract is drawn up. Labor contract signed by the citizen and the general director of PromAvtomatika LLC.

An employment contract signed by the general director is the basis for registering the employment of a citizen.

Employment is issued by order of the enterprise.

A newly arriving employee undergoes introductory briefings on safety, industrial sanitation, fire safety rules and other labor protection rules.

Introduction to the position is carried out by the personnel management department and the head of the relevant structural unit. The employee is familiarized with all the main provisions of PromAvtomatika LLC. These include:

short description organization, its structures and management systems, the history of OOO "PromAvtomatika";

collective agreement;

internal labor regulations;

regulation on bonuses for the main results of economic activity.

After completing an internship at PromAvtomatika LLC, I had the opinion that at PromAvtomatika LLC the main problem in the enterprise management system is the psychological dissatisfaction of the personnel with the working environment. Without conducting special psychological research, it is possible to draw some intermediate conclusions and recommendations for improving the personnel management system. The main problem of the personnel management system is an unfavorable psychological environment, leading to tension and conflict situations.

The psychological climate of the team, which reveals itself primarily in the relationship of people to each other and to the common cause, is still not exhausted by this. It inevitably affects people's attitudes to the world as a whole, their worldview and worldview. And this, in turn, can manifest itself in the entire system of value orientations of a person who is a member of this team. Thus, the climate manifests itself in a certain way and in relation to each of the members of the collective to himself. The last of the relationships crystallizes and certain situation - public form self-relationship and self-consciousness of the individual.

Each of the members of the collective, on the basis of all other parameters of the psychological climate, develops in itself the consciousness corresponding to this climate, the perception, evaluation and feeling of one's "I" within the framework of this particular community of people.

Often in the team there are people who are dissatisfied with any aspects of the activities of the team or individuals. In this case, personal hostility, excessive adherence to principles, etc. can serve as a cause or cause for conflict.

In order to correct the existing negative situation in the enterprise, it is necessary to develop a number of measures that would help improve the corporate culture in general and reduce the number of conflicts in the team in particular.

There are several effective ways to manage a conflict situation. A simple difference in characters should not be considered the cause of conflicts, although, of course, it can become the only cause of a conflict situation, but in the general case this is just one of the factors. You need to start with an analysis of the actual causes, and then apply the appropriate methodology.

As a way to prevent the very appearance conflict situations, I propose to use the method of interpersonal contact, which would be organized.

The plan of such events can be presented in the form of the following table. (see table 5)

personnel personnel policy psychological

Table 5

Activities aimed at improving the psychological situation in the team

Name of the event Date of the event Purpose of the event 1. Sports competitions between divisionsSpring, autumn. Nothing unites the team better than a single goal and competitive conditions. As such, sporting events are ideal. Field trips (Bird Day, Forest Day, system administrator, Tourist Day, Harvest Festival, etc.) Depending on seasonal and weather conditions, at least once every six months. Corporate parties Once a quarter, it can be timed to coincide with some event, but not necessarily an official one. You can simply arrange "March 8 Day", "Defender of the Fatherland Day", New Year. It has approximately the same goals as the previous group of events, in general, they are aimed at establishing interpersonal contacts in an informal setting4. Family holidays (Father's Day, Mother's Day, Children's Day) Father's Day - the third Sunday of July, Mother's Day - the last Sunday of November, Children's Day - June 1 Holding family events provides another additional opportunity to establish not only interpersonal, but also interfamily ties, which strengthens the bond between generations. And contributes to the development of working dynasties in the enterprise

This plan is exemplary, it is important not to overdo it with the frequency of such events during its implementation, as this also causes additional fatigue in the team, and, accordingly, the formation of a negative attitude towards work.

Among the private ways to resolve conflict situations and improve the psychological situation in the team, we can distinguish:

formation of corporate complex goals. The effective implementation of these goals requires the joint efforts of two or more employees, departments or groups. The idea behind this technique is to direct the efforts of all participants to achieve common purpose;

development of interpersonal styles of conflict resolution, including the style of avoidance, smoothing, coercion, compromise and problem solving.

Summing up, we can conclude that the personnel of the organization and its management, regardless of the size of the group, should always remember the importance of a positive moral and psychological climate in the team, consciously build their behavior and choose the most optimal team management style to increase the efficiency of the work process and the profitability of the entire enterprise . And subordinates strove for innovations and improvements, there was a desire to work and be in demand.

PRACTICE DIARY

ANN student_ 008-0027 ________________________

Direction of training _ Management _

Priymak Alexander Sergeevich

№ p / p Date Summary of the work performed Place of work (position held) June 1, 24, 2013. I got acquainted with the structure of the organization, its divisions and departments. Studying the history of the enterprise development. I got acquainted with the Charter, internal regulations, safety instructions. OOO "PromAvtomatika", assistant manager 2.25.06.2013 I got acquainted with the organizational structure of the company, the principles of its work in the market. Compiled together with the head of practice S.N. Kaplev individual task (plan). Enterprise business. General rules drawing up various documents I got acquainted with the collective agreement. OOO "PromAvtomatika", assistant manager 3.26.06.2013 Analysis of the organizational structure of the management of OOO "PromAvtomatika". Used the studied methods of production management. LLC "PromAvtomatika", assistant manager 4.27.06.2013 Familiarized with the personnel management system at the enterprise. Participated in the drafting of orders for personnel: - on hiring, on the provision of leave. LLC "PromAvtomatika", assistant manager 5.28.06.-30.06.2013 Analysis of the enterprise management system, department "Forecasting Management Management". Familiarized with the rules of registration of organizational and administrative documents, administrative documents. Participated in writing the order on granting parental leave. Filled out the employment contract. "PromAvtomatika" LLC, manager's assistant6.01.07.2013Analysis of the personnel management system at the enterprise. Participated in the planning meeting, drawing up purchase and sale contracts. LLC "PromAvtomatika", assistant manager7.02.07.2013Analysis of the principles of personnel management at the enterprise, analysis of staff turnover based on archival materials and statistical reports. Participated in the preparation of the order to dismiss the employee, in filling work book employee. "PromAvtomatika" LLC, assistant manager8.03.07.2013 Studied the personnel management system, as well as the personnel planning process at the enterprise. Studied archival documents. LLC "PromAvtomatika", assistant manager9.04.07.2013 Analyzed the principles of personnel management at the enterprise, staff turnover based on archival materials and statistical reports. Studied the acceptance process management decisions.OOO "PromAvtomatika", assistant manager10.05.07.-08.07.2013 Familiarized with the management bodies of the labor collective, their composition and powers; collective agreements and their role in regulating relations at the enterprise (organization), in the development of self-government. Psychology of small groups and collectives. Stages of team formation. Studied the financial statements. LLC "PromAvtomatika", assistant manager11.09.07.-10.07.2013. Identified positive and negative aspects in the personnel management system at LLC "PromAvtomatika". Conflict situations and ways to resolve them. analyzed financial stability enterprises. LLC "PromAvtomatika", assistant manager11.07-12.07.2013. Studied the selection of personnel and hiring. I got acquainted with the main directions of the organization of work of the manager and his subordinates, planning of individual work and its content. Gathered indicators characterizing the structure of the personnel. LLC "PromAvtomatika", assistant manager15.07.-17.07.2013 Developed recommendations for improvement in the personnel management system at LLC "PromAvtomatika". Participated in the preparation and holding of a business meeting, conversation, reception of visitors. LLC "PromAvtomatika", assistant manager qualifying work. Compilation of a report on the completion of an internship together with the head of the internship from the enterprise. LLC "PromAvtomatika", assistant manager

07.2013 Student______ Priymak A.S.

(signature)

personnel personnel policy psychological

CONCLUSION

An internship is an important element in the preparation of a future specialist. Industrial practice gave me the opportunity to apply the knowledge and skills gained in the process of training in practice, to develop skills for independent work. I learned how to apply the theoretical knowledge gained in solving specific professional issues. During the internship, the main part of the knowledge I received during training was in demand.

The internship helped me understand how much depends on a well-designed management system at the enterprise - from the right staff to effective work with information. It is very important for the head of the enterprise to develop a suitable personnel management system, to learn how to stimulate employees.

In the process of work practice, I studied the regulations of PromAvtomatika LLC, which serves NGP enterprises, the Charter of the enterprise, internal regulations, job descriptions, regulations, safety instructions. Learned to draw up orders for the main activity and personnel, business letters, a contract of sale, to conclude an employment contract with an employee; conduct and analyze surveys, draw conclusions based on their results and build recommendations.

During the internship period, I got acquainted and analyzed the structure of the enterprise management apparatus of LLC "PromAvtomatika", the department "Management Management Forecasting", with the experience of the organization, planning and management, with management methods labor collective; with the existing practice of planning the work of team members and evaluating its results, the procedure for compiling and passing service documentation. I learned the technology of preparation and adoption of managerial decisions, the organization of their implementation. Acquired practical skills in enterprise management and work motivation

In the course of writing this internship report, I analyzed and researched the main issues related to the enterprise management system and personnel management. As a result of the analysis, we can conclude that PromAvtomatika LLC is a successfully operating service company that has high competitive advantages However, against the backdrop of successful economic prosperity, the company is experiencing a staff turnover. In the course of the study of various areas of the functioning of the enterprise management system, I came to the conclusion that this fact is associated primarily with the psychological dissatisfaction of the personnel with the work process.

As recommendations, proposals were developed to improve the enterprise management system, an action plan was drawn up that would help to relieve the tense psychological situation in the company and improve interpersonal relations between staff.

APPENDIX

Profile of an employee of OOO "Promavtomatika"

Dear leaders and specialists!

Currently, LLC "PromAvtomatika" is studying the personnel management system. In this regard, we ask you to take part in the survey, the purpose of which is not only to study the existing personnel management system, but also a sincere desire to improve it in your interests. The questionnaire is anonymous. The accuracy of your answers will allow you to draw reliable conclusions. Please read the questions carefully and circle the number that corresponds to your answer. You can give multiple answers to one question, or enter your answer on the blank line. We hope for your understanding and support!

What attracts you to work in this organization?

(mark the three most significant positions for you or enter your answer in the free lines)

prestige institution 001

interesting job 002

opportunity to realize your professional potential 003

salary level 004

team relationships 005

career opportunity 006

location of organization 007

corporate culture 008

Do you have enough knowledge for the work you are doing?

quite enough 011

basically enough 012

not enough 013

find it difficult to answer 014

Do you need advanced training?

find it difficult to answer 017

Is there a job description in your workplace?

Do you have to perform work that is not characteristic of your position?

find it difficult to answer 022

Do you think your work is objectively evaluated?

(one possible answer)

evaluation criteria too high 023

assessment is quite objective 024

evaluation criteria are too low 025

no evaluation criteria 026

find it difficult to answer 027

How do you feel about innovations in organization and management?

easily accept and adapt to them 029

I am more satisfied with the usual methods of work 030

I am against innovation 031

didn't think about it 032

How do you think your career is shaping up?

good luck 034

not too good 035

not at all successful 036

find it difficult to answer 037

To what extent are you satisfied with:

(please circle the answer in each row of the table)

PokazateliStepen satisfaction Udovletv.Udovlet It does Vorenus Vorenus can Udovl.Ne Satisfactory skazatsistemoy selection adaptation of youngoviyami truda058059060061062oplatoy truda063064065066067stepenyu nervous napryazhenncareer rosta073074075077078stilem guide your podorganizaleadership in your podrazdelbetween podrazdevaluate your truda099100101102103sistemoy production vzaimosvyaresponsibilities withinm119120121122123materialno- technical support 124125126127128 organizational culture 129130131132133 image of the organization in the city 134135136137138 the ability to make independent decisions

10. Which of the following conditions would influence your desire to change jobs?

higher salary 159

best team relationships 160

lesser claims and demands 161

the opportunity to open your own business 162

clearer definition of the boundaries of my duties 163

quieter work 164

less risky job 165

I am not going to change my job under any circumstances

Please, a few words about yourself:

Your age:

year and older

What education do you have?

average 181

secondary special 182

n \ higher, higher 183

Your work experience in the organization:

up to 1 year 184

over 5 years 187

THANK YOU FOR PARTICIPATION!

Tags: Personnel management system at the enterprise Practice report Management

Type of work - practice report

Subject - personnel management

Introduction 3

1. Individual work plan 4

2. General characteristics of T.S.V. Transcompany LLC 5

3. Analysis of the number and structure of personnel 7

4. Characteristics and analysis of the personnel management system of T.S.V. Transcompany LLC. 10

5. Personnel policy of T.S.V. Transcompany LLC 13

Conclusion 19

List of used literature: 20

Introduction

Work practice is one of the integral parts of the training of qualified specialists of all specialties, including "Personnel Management". During the internship, the results of theoretical training are consolidated and concretized, students acquire skills and abilities. practical work according to the chosen specialty and assigned qualification.

The main goal of work practice is the practical consolidation of theoretical knowledge gained during training. The main result of this work is a report on the internship, which contains all the results of the student's activities for the period of internship and an analysis of the main indicators of personnel management in the organization.

The objectives of the practice are as follows:

Studying and participation in the development of organizational, methodological and regulatory and technical documents for solving individual tasks of personnel management of the organization at the place of internship;

Development of proposals for improving the personnel management subsystem of the organization's management system;

Collection necessary materials and documents for the implementation of course projects in the disciplines "Organization's personnel management" and "Motivation of labor activity" in accordance with the chosen topic.

This report consists of an introduction, conclusion, list of references and the main part, which, in turn, consists of a list of production and introductory issues on which the main analytical work was carried out.

served as the basis for the internship. Logistic company T.S.V. Transcompany LLC, which operates in the field of transportation and rental of vehicles.

Individual work plan

The internship period is from 22.10. to 11/18/2008

Place of internship – T.S.V. Transcompany LLC

Internship Position - Human Resources Manager

2. General characteristics of T.S.V. Transcompany LLC

Limited Liability Company T.S.V. Transcompany LLC was established in 1995. It is a stable, dynamically developing company. It is headed by professionals, staff - qualified operators, economists and managers who have received special education and have great experience work.

The main activity of T.S.V. Transcompany LLC is transport logistics.

Having a wealth of experience, T.S.V. Transcompany LLC provides high-quality and timely maintenance of its own projects.

Speaking about the management structure of T.S.V. Transcompany LLC, we can say that management depends on the form of legal existence of the organization.

T.S.V. Transcompany LLC is a limited liability company, i.e. it is commercial organization established by several persons, the authorized capital of which is divided into shares of certain sizes. The size of the share of each participant is fixed in founding documents. The number of founders is 5 people.

1. Responsibility of participants.

Participants are not liable for the obligations of the company and bear the risk of losses within the value of their contributions.

2. Constituent documents.

At T.S.V. Transcompany LLC, the organizational basis for legal registration consists of two main documents:

Memorandum of Association, which is signed by all founders.

Charter, which is approved by the founders.

3. Control.

The supreme governing body is general meeting participants. The executive management body is the Director.

4. The right to withdraw from the partnership.

Members may withdraw from the Society at any time, regardless of the consent of the other members. A participant can transfer his share to another private owner, if not prohibited by the charter, then to a third party.

The organizational structure of the enterprise can be represented as follows: (see diagram 1)

CEO

Financial and economic management

Commercial Management

Technical management

Office of Forecasting Management

Engineering management

Organizational structure of T.S.V. Transcompany LLC

Commercial Management implements marketing strategy enterprises, concludes and maintains contracts with suppliers, forms and maintains regulatory framework by labor.

Engineering management Responsible for the operation of warranty and post-warranty service stations.

Financial and economic management is engaged financial reporting and reporting to the relevant organizations, as well as controls the financial flows of the company, and distributes them in accordance with strategic plan enterprises.

Project Management Department responsible for the scientific validity of the chosen management strategy and economic development enterprises.

Technical management at the enterprise assumes the functions of technical control, is engaged in technical verification of cars entering the sale for the absence of marriage, for authenticity trademark and for compliance with the requirements that Russian legislation imposes on such types of services.

The financial condition of T.S.V. Transcompany LLC is characterized by a system of indicators reflecting the availability, placement, use of financial resources of the enterprise and all production and economic activities of the enterprise.

The main form in the analysis of the financial condition is the balance sheet. According to the current regulatory documents, the balance sheet is currently compiled in net valuation (accounting for fixed assets and IBE at residual value without depreciation). The result of the balance sheet gives an approximate estimate of the amount of funds at the disposal of the enterprise. It is convenient to study the structure and dynamics of the financial condition of an enterprise using a comparative analytical balance sheet.

An analysis of the personnel management system and the financial condition of the enterprise according to the indicators conducted by the author shows that the enterprise has an effective personnel management system, the deviation from the actual and planned number of personnel is not significant. This allows us to conclude that T.S.V. Transcompany LLC employs not only economic, but also managerial professionals.

Analysis of the number and structure of personnel

Speaking about the team working for T.S.V. Transcompany LLC, we can say that it consists of 26 people, including the General Director. If we talk about the distribution of workers by functions and departments, then we get the following picture:

Commercial management. (6 people, including the general director), engineering management (6 people), financial and economic management (4 people), project management department (3 people), technical management (7 people).

In order to characterize the structure of the personnel of the enterprise and its professional and qualification level, we will use a number of auxiliary materials, among which the personal files of employees and the statistics of the enterprise turned out to be especially informative. The data obtained were summarized in the following table:

Table 2.

Indicators characterizing the personnel structure of T.S.V. Transcompany LLC

The level of professional training in the specialty, after the analysis of the composition of the staff, is as follows:

Rice. 1 The level of professional training in the specialty of the employees of the enterprise OOO T.S.V. Transcompany.

It can be seen from the above data that the category of employees whose professional training is more than a year has noticeably changed over the reporting period, there is a downward trend from 27% to 22%, and the category of employees whose professional training is based on higher education has increased by 7% and amounted to 27% of the total number of employees. This suggests that workers improve their professional training, moving from one category to another. There are minor fluctuations in other categories.

4. Characteristics and analysis of the personnel management system of LLC T.S.V. Transcompany.

It is advisable to start the analysis of personnel management with an assessment of the availability of labor resources for OOO T.S.V. Transcompany in the reporting year 2008 (see Table 3)

Table 3

Provision of OOO T.S.V. Transcompany with labor resources in 2008 (pers.)

It is also necessary to carry out a qualitative analysis for LLC “Top Business Integrator”, i.e., the distribution of employees by age (for workers), by level of education and by length of service.

Table 4

Distribution of workers by age OOO "Top Business Integrator"

The tension in providing LLC “Top Business Integrator” with labor resources can be somewhat relieved through a more complete use of the available labor force, an increase in labor productivity of workers, intensification of production, comprehensive mechanization and automation of production processes, improvement of technology and organization of production.

The completeness of the use of labor resources we estimate by the number of days and hours worked by one employee for the analyzed period, as well as by the degree of use of the working time fund. Such an analysis is carried out for each category of workers for each production unit and for the enterprise as a whole.

Working Time Fund(FRV) depends on the number of workers, the number of days worked by one worker on average per year and the average length of the working day:

PDF = HR * D * P

At the analyzed enterprise, the actual fund of working time is less than the planned one by 16350 hours, including due to changes in the number of workers:

∆FRV chr \u003d (CR f -CH pl) * D pl * P pl \u003d (164- 160) * 225 * 7.8 \u003d + 7020 hours.

In T.S.V. Transcompany LLC, most of the losses [(492 + 197 + 656) * 7.8 + 9840 = 20330 hours] are caused by subjective factors: additional vacations with the permission of the administration, absenteeism, downtime, which can be considered unused reserves for increasing the fund of working time. Preventing them is tantamount to releasing 11 workers (20,330 / 1,755). Significant in OOO T.S.V. Transcompany and unproductive labor costs, which consist of the cost of working time as a result of the provision of low-quality services for the installation and adjustment of networks. They make up 1640 hours.

Reduction of lost working time – one of the reserves for increasing output. To calculate it, it is necessary to multiply the loss of working time (DWP) due to the fault of the T.S.V.

∆VP \u003d PDF * CV pl \u003d (20 330 + 1640) * 284.9 \u003d 6259.2 thousand rubles

Unproductive labor costs due to defects in the work of T.S.V. Transcompany LLC amounted to 1640 hours. Due to this, the level of average hourly output decreased by 0.6%, or by 1.71 rubles. The modernization of the existing equipment made it possible to reduce labor costs by 5,670 man-hours, or 2.02%, due to which the level of average hourly output increased by 2.06%, or 5.87 rubles.

5. Personnel policy of T.S.V. Transcompany LLC

The personnel policy of the enterprise includes the following areas of activity:

1. recruitment and selection of personnel

2. adaptation

3. job descriptions

4. staff assessment

5. staff development

6. creation of a personnel reserve

Let's take a closer look at each of the HR functions.

Recruitment and selection of personnel

The main tasks of personnel selection are:

Creation of a reserve of candidates for employment;

Formation of requirements for professions and positions;

Evaluation of potential candidates.

The search for candidates for vacancies is carried out both within the enterprise and outside it.

The starting point for the selection and recruitment of personnel in T.S.V. Transcompany LLC is the determination of the need for personnel. Regardless of whether there is already a specific candidate to fill the vacancy, or whether it is necessary to attract third-party candidates, the head of the structural unit fills out the application for staffing needs, the requirement for the candidate and the job description.

The application for staffing needs is completed annually at the beginning of the year, as well as in cases of need, but not less than a month before the actual date from which the new employee must start work.

Based on the request for staffing, the HR department advertises vacancies. First, advertising is carried out within the company OOO T.S.V. Transcompany itself. The advertisement is placed on the bulletin board and distributed electronically.

For all candidates wishing to work at T.S.V. Transcompany LLC, questionnaires are filled in the personnel management department, on the basis of which an electronic database is formed.

Applicants who meet the requirements are interviewed by the Human Resources Department and are also tested by an enterprise psychologist.

The Human Resources Department forms a personal file of a potential candidate and submits it to the immediate head of the structural unit in which there is a vacant position for review.

The selection of candidates is carried out by the direct head of the structural unit. If the manager has not chosen a suitable candidate, he informs the employee of the personnel management department about the need to continue the search and clarifies the specifics of his requirements for the candidate or explains why the candidates presented to him do not meet the requirements.

After the final decision is made, the head of the personnel management department notifies all applicants for the position. Applicants for whom negative decisions are made receive a polite refusal to hire. Information about them is entered into the database of potential candidates.

After the candidate is approved for the position, an employment contract is drawn up. The employment contract is endorsed by the head of the structural unit, as well as by the following persons:

branch director;

Head of Human Resources Department;

Legal Specialist.

The employment contract is signed by the citizen hired and submitted for signature to the General Director of T.S.V. Transcompany LLC.

An employment contract signed by the general director is the basis for registering the employment of a citizen.

Employment is issued orders for the enterprise.

A newly arriving employee undergoes introductory briefings on safety, industrial sanitation, fire safety rules and other labor protection rules.

Introduction to the position is carried out by the personnel management department and the head of the relevant structural unit. The employee is familiarized with all the main provisions of T.S.V. Transcompany LLC. These include:

A brief description of the organization, its structure and management system, the history of T.S.V. Transcompany LLC;

Collective agreement;

Internal labor regulations;

Regulations on bonuses for the main results of economic activity.

According to the author of this work, who had an internship at T.S.V. Transcompany LLC, the main problem in the personnel management system is the psychological dissatisfaction of the personnel with the working environment. Without conducting special psychological research, it is possible to draw some intermediate conclusions and recommendations for improving the personnel management system. The main problem of the personnel management system is an unfavorable psychological environment, leading to tension and conflict situations.

The psychological climate of the team, which reveals itself primarily in the relationship of people to each other and to the common cause, is still not exhausted by this. It inevitably affects people's attitudes to the world as a whole, their worldview and worldview. And this, in turn, can manifest itself in the entire system of value orientations of a person who is a member of this team. Thus, the climate manifests itself in a certain way and in relation to each of the members of the collective to himself. The last of the relations crystallizes and a certain situation - the social form of self-relationship and self-consciousness of the individual.

Each of the members of the collective, on the basis of all other parameters of the psychological climate, develops in itself the consciousness corresponding to this climate, the perception, evaluation and feeling of one's "I" within the framework of this particular community of people.

Often in the team there are people who are dissatisfied with any aspects of the activities of the team or individuals. In this case, personal hostility, excessive adherence to principles, etc. can serve as a cause or cause for conflict.

In order to correct the existing negative situation in the enterprise, it is necessary to develop a number of measures that would help improve the corporate culture in general and reduce the number of conflicts in the team in particular.

There are several effective ways to manage a conflict situation. A simple difference in characters should not be considered the cause of conflicts, although, of course, it can become the only cause of a conflict situation, but in the general case this is just one of the factors. You need to start with an analysis of the actual causes, and then apply the appropriate methodology.

As a way to prevent the very appearance of conflict situations, the author of this work proposes to use the method of interpersonal contact, which would be of an organized nature.

The plan of such events can be presented in the form of the following table. (see table 5)

Table 5

Activities aimed at improving the psychological situation in the team

This plan is exemplary, it is important not to overdo it with the frequency of such events during its implementation, as this also causes additional fatigue in the team, and, accordingly, the formation of a negative attitude towards work.

Among the private ways to resolve conflict situations and improve the psychological situation in the team, we can distinguish:

Formation of corporate complex goals. The effective implementation of these goals requires the joint efforts of two or more employees, departments or groups. The idea underlying this methodology is to direct the efforts of all participants towards a common goal;

Development of interpersonal conflict resolution styles, including the style of avoidance, smoothing, coercion, compromise and problem solving.

Summing up, we can conclude that the personnel of the organization and its management, regardless of the size of the group, should always remember the importance of a positive moral and psychological climate in the team, consciously build their behavior and choose the most optimal team management style to increase the efficiency of the work process and the profitability of the entire enterprise . And subordinates strove for innovations and improvements, there was a desire to work and be in demand.

Conclusion

In conclusion, we can say that the entire period of internship was full of analytical work on various points of the company's activities. These areas of activity included not only the personnel management system, but also economic and financial questions functioning of the company in the market.

In the course of writing this internship report, the author analyzed and researched the main issues related to the personnel management system. As a result of the analysis, it turned out that T.S.V. Transcompany LLC is a successfully operating leasing company that has high competitive advantages, however, against the backdrop of successful economic prosperity, the company has a staff turnover. In the course of the study of various areas of the functioning of the personnel management system, the author of this work came to the conclusion that this fact is primarily associated with the psychological dissatisfaction of the personnel with the process of work activity.

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Do not hand over the downloaded work to the teacher!

This practice report can be used by you as a sample, according to the example, but with the data of your enterprise, you can easily write a report on your topic.