Building an effective organization is an important task in all areas of human activity, in public administration, business, non-profit structures, etc. The concept of organizational effectiveness for different organizations will be somewhat different, as they are different in their goals, sizes, social and economic impacts.

The theory of effective organization was an important contribution of the professional management consultant American G. Emerson to the classical theory of organization. In 1908, his book Efficiency as the Basis production activities and wages", av1912. - the main work of his life "The Twelve Principles of Effectiveness".

“True efficiency,” Emerson wrote, “always produces maximum results with minimum effort. But the condition for this must be a creative organization.”

Emerson has long studied the reasons for the success of small businesses competing with big companies, and came to the conclusion that competitiveness is based not so much on economies of scale, but on the efficiency of the organization of production processes, which requires adequate organizational structures. It is the creation of an effective organizational structure that is a key element in achieving the organization's goals.

According to Emerson, an effective organizational structure is characterized by the following:

• ? the most effective are the linear and staff forms of organization, since "nature, the human body and other perfect systems" are organized according to the linear or staff principle;
• ? the effectiveness of the functioning of line and staff units;
• ? the headquarters performs the following important functions: selection and training of personnel, correct installation and equipment setup, well-established supply necessary materials and raw materials, monitoring the performance of assigned functions by employees and monitoring the results production process.

In turn, an effective organization, according to Emerson, must have the following important characteristics:

• 1) the presence of precisely set goals;
• 2) standardization of operations, procedures and rules;
• 3) rationing the performance of work tasks;
• 4) fast and complete cost accounting;
• 5) dispatching of the production process;
• 6) labor and technological discipline.

In modern management, there are four complex criteria for the effectiveness of the organization (Fig. 7.1).

Goal achievement is the most widely used measure of organizational performance. Results of production, economic, financial activities organizations are matched against established targets. Naturally, the efficiency is higher better organization reaches its goal.

Rice. 7.1

At the same time, operational goals are the most important to consider, since they really reflect what and how the organization has achieved, while strategic goals rather abstract and difficult to measure.

There are two problems that have to be solved: the multiplicity of goals and the subjectivity of indicators of their achievement.

Because organizations have multiple and conflicting goals, it is often impossible to evaluate performance based on any one metric. Good results in relation to one goal may mean poor results in relation to another. Moreover, in addition to general goals, there are goals of individual units. For a complete and reliable assessment of effectiveness, several goals should be kept in view at the same time.

Another important problem is the measurement of the degree of achievement of goals, since for a number of them only subjective assessments are possible (for example, the well-being of employees or social responsibility).

Acquisition of resources characterizes the effectiveness of the functioning of the organization at the "input" of the system. An organization is considered efficient in this regard if it acquires the necessary factors of production (materials, raw materials, work force, capital, etc.), realizing the following characteristics:

• ? the organization's ability to extract environment rare and valuable resources, including financial resources, raw material, human resources, knowledge and technology;
• ? the ability of decision makers to see and correctly interpret the properties of the environment;
• ? the ability of managers to use tangible (eg stocks of raw materials, people) and intangible (eg knowledge, corporate culture) resources in the daily activities of the organization to achieve the best results;
• ? the organization's ability to respond in a timely manner to changes in the environment.

At the same time, the ability of management to extract and manage resources matters only if the resources and capabilities are used to produce something that others really need.

Internal processes("healthy systems") involve a minimum of conflict and disruptive political action, responsibility and trust between employees, and effective promotion information within the organization (information, without being distorted, reaches the employee).

The performance indicators of the organization, from the point of view of the internal processes approach, include:

• 1) strong corporate culture and friendly working climate;
• 2) mutual assistance, group loyalty and work as a single team;
• 3) mutual trust and communication between employees and management;
• 4) decision-making by persons who are close to the sources of information, regardless of where exactly these sources are located in the hierarchical structure of the organization;
• 5) ease of horizontal and vertical communications, agreement on significant facts and assessments;
• 6) a system of remuneration of managers for Good work, growth and development of their subordinates, as well as for the ability to create an effectively working group;
• 7) such interaction of the organization and its parts, in which the problems arising in the course of work on any project are resolved in favor of the interests of the entire organization.

This criterion is important because effective use resources and the coordinated internal functioning of the organization are one of the sides of its overall effectiveness. However, neither the overall result nor the organization's relationship with the environment is taken into account here, so using this criterion alone does not give a complete picture of the organization's effectiveness.

Needs Satisfaction strategic groups considered as an important criterion for the effectiveness of the organization.

A strategic group is any group of people within or outside an organization that has some equity stake in the organization and is interested in the results of the organization's work (for example, employees of the organization, resource suppliers, consumers of the company's products).

Groups of criteria for assessing the effectiveness of meeting the needs of strategic groups are presented in Table. 7.1.

Since the performance criteria for different strategic groups are different, conflict between strategic groups and the organization is possible.

The strength of this criterion is that here the concept of efficiency is broader and that it considers factors both environmental and internal to the organization.

Table 7.1

Criteria for the effectiveness of meeting the needs of strategic groups

To evaluate the effectiveness modern organization the complex use of the considered groups of performance criteria is assumed, since there is no single criterion for evaluating the effectiveness of organizations various types or corresponding to all stages life cycle organization, or assessing the satisfaction of all competing strategic groups.

Performance criteria can be seen as some practical principles of leadership, since in well-managed organizations, mixed performance criteria help to adjust to different situations, identify and seek benefits from different strategic groups.

The organization of work is the process of delegating and coordinating tasks and resources, with responsibilities, authorities and accountability that are clearly defined. What do we get if we invest our time and energy in the correct organization of work, and how to achieve it?

Benefits of good work organization

The powers and responsibilities of employees are clearly defined; everyone knows what is expected of him.
Responsibilities are fairly distributed; employees have a certain amount of work that they agree to.
Use of resources as efficiently as possible; there is no duplication of responsibilities.
Coordination of work is continuous; employees work together to achieve the goals of the company.
Employee satisfaction at a high level; they prefer an organization that works well together.
Tasks are achieved; this can be achieved only by properly organizing the work.

But how to properly organize the work? What principles should be followed in this regard?

General principles

Unity of leadership implies the presence of one leader for each employee and a single plan that is designed to achieve employees common purpose.

Command chain means that the authority in the organization must be clearly outlined from top to bottom. Everyone should know who reports to him, and to whom, respectively, he reports.

The main principle that follows from the above is that each employee should have only one boss!

Scope of control- the leader should have as many subordinates as he is able to keep under control and effective control. The number of direct reports may vary. It depends on many factors, for example, the area of ​​work of the company, the level of responsibility and authority of a particular manager, the tasks performed by this unit, and other variables.

Specialization Every person in the organization has clear, defined roles. In order to comply with this principle, the manager must clearly understand the structure of the company and have full knowledge of who, what, where and why is doing and what are the interactions and communications within the company. Documents such as job descriptions are very helpful in defining the functions of employees.

Coordination- the process of integrating the work of departments to achieve the goals of the company. To begin with, it is important to understand what the purpose of the company is. Then you need to understand what is the function of a particular unit in the process of achieving a common goal. In the end, it is necessary to coordinate the actions of different departments in the course of realizing the company's goal. A unit can only be useful if it is included in the overall work.

Balanced responsibility, authority and accountability- all the functions listed below are balanced among themselves and have the same importance.

Delegation- the process of allocating responsibility and authority for the task. The main thing in delegation is to correctly determine what can and should be delegated, and what should still be carried out by the leader personally. The volume of delegated tasks depends on many nuances, so each manager determines it based on his own situation. However, delegation is a process required for effective work enterprises.

Employee stability- employees stay in their places as long as possible, low staff turnover. This principle significantly affects the profit of the company, although this is not as obvious as, for example, in the case of rent or the purchase of raw materials. But if we consider how much money is spent on finding suitable personnel, selecting them, training, etc., the importance of employee stability becomes obvious.

KISS (Keep It Short and Simple)- Simplify the process as much as possible. In some enterprises, job descriptions, rules and regulations are like specially encrypted messages. The proposals are so ornate and incomprehensible that an employee, especially a beginner, is lost from the very first pages. But unjustified difficulties that exist only on paper are not the worst thing. It is much worse when the work process itself is complicated, especially if this is not necessary. The reason for the complication may be excessive bureaucratization, when for adoption simple solution there are a bunch of instructions, and a lot of approvals to get.

Flexibility There are exceptions to every rule. The situational approach implies not violating the rules on own will, but the ability to think outside the box, especially when the situation goes beyond the generally accepted regulations. It is widely known that any situation of crisis or force majeure requires an individual approach. However, not only the crisis can force the manager to move away from template solutions, otherwise there would be no new technologies and approaches in business.

Power

Power is an integral part of the process of organizing work. The optimal option is one in which formal and informal power is in the same hands.

formal power starts at the top of the organization and is delegated down the chain of command.

The leader has the right:
- make decisions;
- issue orders;
- use controlled resources.

informal power- being endowed with formal power upon taking office, leaders have to acquire informal power, if it was not there initially. Informal power, or the so-called authority, is much easier to earn by a leader in the eyes of employees if he has the following qualities:

Technical skills, that is, a thorough knowledge of the job.
Success stories are great previous work.
People communication skills.
Trust is openness and honesty in relationships.

Organization of the work of the institution

There are three organization/reorganization tools that must be developed before starting the workflow:

1. Building an organizational structure.
2. Development of policies, procedures, rules.
3. Development job descriptions(responsibility, tasks, functions).

To whom should the leader delegate authority in the first place?

It is best to delegate to those whom you are going to promote. Try to take into account the interests of employees, do not overload them. Don't try to set the bar too high. Take the time to train employees before asking them.

In order to move from theory to practice, let's get acquainted with the delegation algorithm, which will help to properly build the transfer of authority and allow you, as a leader, to develop subordinates and develop yourself.

Step 1. Explain to the employee why there is a need for delegation and why you are transferring this or that responsibility to him.

Your explanations help the employee to see the big picture and understand the importance of the work delegated to him. You need to motivate the employee by showing him that you appreciate him. Do not use the approach: "This is, of course, a stupid job, but someone has to do it ...".

Step 2. Set tasks by defining responsibilities, scope of authority and deadlines.

Delegation is planning, and it begins with setting a goal that the employee must achieve.

Example:

1. Compile a list of suppliers and submit it to the manager every Friday at 12.00 (authority to inform).

2. Fill out the order to suppliers and submit it to the manager every Friday at 12.00 (authority to recommend).

3. Fill out the order to suppliers, sign it and send it to the purchasing department, providing a copy to the manager every Friday at 12.00 (authority to report).

4. Fill out an order to suppliers, sign it and send it to the purchasing department, keeping a copy for yourself every Friday at 12.00 (full authority).

Step 3. Develop a plan.

When developing a plan, an operational sheet should be drawn up. Employee training may be part of the plan. If it is necessary for an employee to interact with other services, the manager must give an order to provide him with the necessary information and support.

Choosing the right managerial style is very important for successful delegation.

Step 4. Set breakpoints.

The end date for the delegation should be set in the tasks. The boss and subordinate must agree next questions: control form (call, visit, memo, detailed report) and time frame (daily, weekly, after certain steps completed before moving on to the next step).

Step 5. Enter reporting by employees.

Employees are more productive when their work is measured and valued. The manager must evaluate the work at each checkpoint and after its full completion; as a result of control, rewards or penalties should be imposed, depending on the situation.

I. Basic - the principles necessary to comply with any enterprise:

• 1. Specialization (all departments of the enterprise should be as specialized as possible for the implementation individual works included in the overall complex for the manufacture of the finished product).
• 2. Proportionality (all departments and sections of the workshop in their own bandwidth(power) must be proportional (equal) to each other).
• 3. Parallelism (simultaneous execution of individual parts of the production process, so the wider the scope of work, the shorter the duration of production).
• 4. Continuity (elimination of interruptions in the production of a product is ensured by a competent organization repair work, maintaining a brigade form of work, and so on).
• 5. Straightness (requires the organization of such work so that the movement of parts takes place along the shortest path)
• 6. Rhythm (ensuring the delivery of products at regular or decreasing intervals)

II. Additional - principles that depend on the technical equipment of the enterprise:

• 1. Automaticity (performance of the production process without the participation of a worker, the functioning of which is reduced only to observation).
• 2. Flexibility ( modern tendencies market, global economy, instability puts forward a new requirement for the organization of production - flexibility, that is, the possibility of reconfiguring equipment, a wide range of equipment use, and so on)
• 3. Complexity ( modern processes manufacturing products are characterized by the interweaving of the main, auxiliary and service processes. Auxiliary ones occupy an increasing place due to the lag in their automation compared to the equipment of the main production processes)
• 4. Reliability (ensures the steady progress of the production process, the reliability of the equipment involved and the technologies used)
• 5. Eco-friendly (aimed at environmental support production processes in accordance with the ISO standard).
• 5. FORMS, METHODS AND TYPES OF ORGANIZATION OF PRODUCTION

Form - a certain combination in space and time of the elements of the production process:

• 1. Concentration of production (concentration of one or more similar types of products in large organizations
  within a small region).
• 2. Specialization of production (division of labor according to its certain types and forms, the concentration of the organization's production activities on relatively narrow social directions, individual technological operations or types of products:
  • Ш subject specialization (production of finished
    to the final consumption of the product)
  • Ш detailed specialization (production of homogeneous parts
    and nodes)
  • W technical specialization(allocation of certain stages of production in an independent industry enterprise)
  • Ш cooperative specialization (establishment and use of production and management links between organizations that jointly manufacture products, acting according to a single plan, providing solutions to a common production problem)
  • Ш combined specialization (connection various industries production into one organization group in order to simplify inter-production links of the technological chain)

• 1. Single (a wide range of products in a single copy).
• 2. Batch (periodically produced a relatively limited range of products in certain batches)
• 3. Treacle (continuous production, large output)

• 1. Mass (narrow nomenclature, a large volume of output of products continuously manufactured or repaired over a certain period of time).
• 2. Serial (intermediate type between mass and single, limited product range, manufactured in periodic batches). Subdivided into:
  • SH Large series
  • SH Medium series
  • Sh Small-scale
• 3. Single (a large variety of manufactured products, irregular repetition of manufacturing products).
• 6. ANALYSIS OF THE WORK OF OPEN JOINT-STOCK COMPANY "AVTOVAZ"

OJSC AVTOVAZ is the largest manufacturer of passenger cars in Russia and Eastern Europe. Its share in the gross domestic product of our country is 1%.

For the period 1970 - 2009, the enterprise produced 22 million cars. The existing production potential of the automobile complex makes it possible to produce over 700,000 vehicles per year.

The mission of the organization is to create quality cars for customers at affordable prices, bringing stable profits to shareholders, improving the well-being of employees and increasing business value for the benefit of the Fatherland.

Type of production - serial, that is, a limited range of products, production in periodic batches.

The form of organization of production is technological. This form ensures the most complete loading of the equipment and is adapted to frequent changes in the technological process.

In this organization, the flow method of organizing production is used, since the following conditions for its application are met:

• 1. The volume of output is large enough and does not change for a long period of time;
• 2. The design of the product is manufacturable, individual components and parts are transportable, products can be divided into structural assembly units, which is especially important for organizing the flow at the assembly;
• 3. Time spent on operations can be set
  with sufficient accuracy, synchronized and reduced to a single value, a continuous supply of materials, parts, assembly units to the workplaces is ensured, full loading of equipment is possible.

JSC "AVTOVAZ" has a matrix organizational structure of management.

This structure is based on the principle of dual subordination of executors: on the one hand, to the direct head of the functional unit, which provides personnel and other resources to the project manager, on the other hand, to the head of the temporary group, who is endowed with the necessary powers and is responsible for the timing, quality and resources. With such an organization, the project manager interacts with two groups of subordinates: with members project team and with other employees functional divisions subordinate to him temporarily and on a limited range of issues.

Program management is carried out by specially appointed managers who are responsible for coordinating all program communications and achieving its goals in a timely manner. At the same time, top-level managers are relieved of the need to make decisions on current issues. As a result, at the middle and lower levels, the efficiency of management and responsibility for the quality of the execution of specific operations and procedures are increased, that is, the role of the heads of specialized units in organizing work according to a clearly defined program is noticeably increasing.

Problems that arise in prioritizing tasks and allocating time for specialists to work on projects can disrupt the stability of the organization and make it difficult to achieve its long-term goals. To ensure the coordination of work in a matrix management structure, the program control center is designed to link the implementation of management procedures by individual functional and linear divisions.

The scale of the use of matrix structures in organizations is quite significant, which indicates their effectiveness, although the dual subordination system causes many problems with personnel management and its effective use.

This organizational structure has its advantages and disadvantages.

Advantages:

• 1. The ability to quickly respond and adapt to changing internal and external conditions of the organization
• 2. Increasing the creative activity of administrative and managerial personnel through the formation of program units that actively interact with functional structures
• 3. Rational use of personnel through specialization various kinds labor activity
• 4. Increasing the motivation of activities due to the decentralization of management and strengthening the democratic principles of leadership
• 5. Strengthening control over individual project tasks
• 6. Reducing the burden on high-level managers by delegating a certain part of the authority
• 7. Increasing personal responsibility for the implementation of the program as a whole and its constituent elements.

Disadvantages:

• 1. Complex subordination structure
• 2. Presence of a "spirit" of unhealthy competition between program managers
• 3. The need for constant monitoring of the "correlation" of forces between the tasks of management by objectives
• 4. Difficulty in acquiring the skills needed to work on the new program.

Proposals for improving the organizational structure of the management of JSC AVTOVAZ:

The formation of a functional management structure is based on the principle of full-fledged management: each manager has the right to give instructions on issues within his competence. This creates conditions for the formation of staffs of specialists who, by virtue of their competence, are responsible only for a certain area of ​​work. Such decentralization of work between departments makes it possible to eliminate duplication in solving the problems of managing individual services and creates the opportunity for specialization of departments to perform work that is uniform in content and technology, which significantly increases the efficiency of the functioning of the management apparatus. At the same time, the functional structure has a number of shortcomings: 1. The principle of full control to a certain extent violates the principle of unity of command. Each performer receives instructions simultaneously going through several communication channels from different managers. Thus, the functional specialization of work breaks the management process, which is unified in nature.

The management structure built according to the functional principle contributes to the development of the psychological isolation of individual managers who consider the tasks of their departments to be tasks of paramount importance. Hence the weakening of horizontal ties and the need for a controlling and integrating body. Such an organ functional structure is absent.

Production structure enterprise is a form of organization of the production process, in which the size of the enterprise, composition, quantity and specific gravity production units, as well as their sites and workplaces. The production structure of enterprises is influenced by the size of the enterprise, the types and nature of products, the technology of its manufacture, the staging and degree of cooperation in production. The production structure of JSC AVTOVAZ is highlighted in dark color on the organizational chart.

Nowadays common feature of any (even a well-functioning business) is an acute shortage of time. This is especially evident at the stage of its formation. Even if you have decided, due to lack of time, the business may not bring the desired money. That is why time management is of great importance, in other words, managing your time.
In this article, we will present you with a series of tricks with which you can take control of every second of time, draw up the right work plan, and sort out the tasks that have arisen without wasting a single minute.

We hope you understand that time is money, the more time you lose, the less you earn.
There are a huge number of ways rational use time. It was they who became the basis of the principles of effective action in the organization of their work. Let's look at them in detail.
1. Careful choice of targets. If you are starting a business, you need to be as specific as possible about what exactly you need to achieve. Most people do not know what they are moving towards, what they need, so they turn off the road at the very beginning. They react to all sorts of distracting signals, so they go astray. You need to decide for what purpose you are starting a business.
2. Designation of priorities. It is also very important to make a to-do list according to their urgency and importance. If you do not have such a list, you will try to do everything at once. Naturally, this won't work.
3. Stimulation. If a person is interested in something, he likes it, then he does it with pleasure. Turn the word “need” into “want”, then the efficiency of the activity will increase significantly.
4. Definition of terms. Main reception- Set yourself the responsibility of setting deadlines for completing tasks. If you do not have time to complete a task within a certain time, the next one will have to be completed faster.
5. Decisiveness of action. In 51% of cases, doing the right thing is success. That is why, having decided to do something, you need to act quickly and not doubt the correctness of your choice. Indecisive people achieve little in life.
6. Know how to say "no". Learn to say this word, it will help you not to be distracted by all sorts of trifles.
7. Do not waste time on meaningless conversations and visiting the network. Remember that although telecommunications are informatively useful, they often serve as a source of temptation. You need to focus on the specific purpose for which you started using them.
8. Be able to listen. Don't skip important information. You must always be aware of all events and know what is happening and where.
9. Get rid of all kinds of templates. Don't think that if certain work always use the same method, it is the best. Maybe they just didn't come up with a better option. It is possible that the use of other technologies will allow you to optimize your work.
10. Little things deserve attention. Very often annoying little things knock them out of the rut. Always be attentive to them. This will help you save time, effort and money.
11. Don't waste a single second. While waiting for something or a trip, you need to constantly think about further work plans.
12. Brevity is commendable. It is necessary to praise the employee who clearly and briefly expresses the essence of the problem, and express dissatisfaction with those people who do not know how to do it. Many employees think that if they spend a lot of time around their boss, then they occupy a special position in this company. But this is completely wrong. Do not strengthen this faith in them.
We looked at the techniques that are the basis of proper time management. You need to control every minute, so you will take another step towards the successful prosperity of your business and understand

For effective management organization it is necessary that its structure is consistent with the goals and objectives of the enterprise and is adapted to them. The organizational structure creates a framework, which is the basis for the formation of individual management functions. The structure identifies and establishes the relationship of employees within the organization, determines the structure of subgoals, which serves as a selection criterion in the preparation of decisions in various parts of the organization. It establishes the responsibility of organizational units for a thorough study of individual elements of the external environment and for the transmission to the appropriate points of information about events that require special attention.

The general criterion of efficiency is the dynamics of the rate of profit, the acceleration of the technical development of production, the ability to quickly respond to changes in demand and, in accordance with this, reconfigure production, the growth of labor productivity, the ability of the production control system to focus production on the full use of available resources.

AT crisis period there is a change in management structures aimed at creating conditions for the survival of the organization through more rational use of resources, lower costs and more flexible adaptation to requirements external environment. But regardless of the reasons for restructuring, it necessarily pursues the goal of expanding powers at the lower levels of the management hierarchy and increasing production and economic independence.

Such a complex procedure as changing the organizational structure is subject to serious analysis in terms of assessing its effectiveness. However, it is rather difficult to determine the economic result of the changes carried out, primarily because it is often calculated not directly, but indirectly. Such tasks are solved on the basis of a combination of scientific methods with the subjective activity of specialists. Therefore, when designing organizational structures, it is important to follow the principles of their construction.

To the number basic principles for creating effective organizational structures relate:

• 1. Building blocks should be product, market, or customer oriented, not function oriented.
• 2. The building blocks of any structure should be target groups and teams, not functions and departments.
• 3. It is necessary to focus on the minimum number of management levels and a wide area of ​​control.
• 4. There should be conjugation of structural units in terms of goals, problems and tasks to be solved.
• 5. Each employee must be responsible and have the opportunity to take the initiative. The most important factor influencing the choice of the type of organizational structure of management and its formation is the norm of manageability (range of control, sphere of management).

Controllability rate- the allowable number of performers subordinate to one leader.

The modern theory of potential range of leadership is based on the fact that the scope of a manager's managerial capabilities is determined by numerous and heterogeneous factors:

1. The degree of difficulty of the tasks assigned to this group. The difficulty of the task is determined by the complexity of the technique and technology, the degree of mechanization, and the possibilities of control. The more complex the task, the fewer workers are subordinate.

It is known that in the Scandinavian countries there are 20 workers per craftsman, in Turkey - 85, in Greece - 100, in Russia - from 12 (in industry) to 300 (in clothing production).

• 2. The importance of the tasks entrusted to the group, manifested through professional responsibility, the risk of damage and costs, mental stress.
• 3. Heterogeneity of tasks performed by subordinates. Increasing job diversity narrows the potential range of leadership because:
  • - allocation of tasks to each individual employee is much more time-consuming than a common task for a group;
  • - methods of personnel training are repeatedly hampered;
  • - integration of individual tasks takes a lot of time;
  • - there is an ambiguity of tasks for the whole group.

With tasks heterogeneous, the factor limiting the potential range of leadership is the level of competence.

• 4. Coordination, or degree of coordination, of joint action. The duties of each worker may be simple, but there are many workers and different jobs, and the difficulty lies in the precise coordination of the work of workers. The greater the degree of coordination, the wider the potential range of leadership.
• 5. Factor in the vertical range of the guide. The potential range of control narrows as you move up the levels of the hierarchical ladder (more heterogeneity of supervised activities; more effort needs to be made to train subordinates; task complexity and competence increase). This factor cannot be simply measured by the number of hierarchical levels, since the distance between levels in organizations is a variable.

To determine the controllability norm, two main approaches are used:

• 1. The experimental-statistical method is based on the method of analogies. It is carried out by comparing the headcount of the analyzed structure with headcount a similar structure that carries out a commensurate amount of work, but with a smaller staff. This method is quite simple, does not require special labor costs and is most widely used. According to it, typical states are determined by analogy with advanced structures. At the same time, such a method cannot, strictly speaking, be attributed to scientifically substantiated methods. Therefore, calculation and analytical methods are used to develop scientifically sound, advanced structures.
• 2. Calculation and analytical methods are based primarily on such factors as the nature of the work, the cost of working time, the amount of information, the number of relationships.

There are three types of work depending on its nature:

• - creative (heuristic), which consists in the development and adoption of decisions;
• - administrative and organizational, consisting of administrative, coordination and control and evaluation operations;
• - executive (operator), which consists in the performance of work provided for by service instructions.

The volume of work performed by personnel, due to the specifics of their work, is not always possible to express in standard hours.

The complexity of the work of individual specialists will depend on what proportion in the total volume of their service activities is one or another type of work. The complexity and versatility of the work of the personnel predetermines the complexity of its quantitative assessment. creative work in this respect can be defined as the least quantifiable, it cannot be expressed, for example, in labor hours. Administrative work also falls under the category of complex labor, it may contain separate operations that can be measured, but the share of these operations is insignificant. Performing labor has a well-defined quantitative expression, and its costs can be measured in standard hours.

Rationing of complex labor can be carried out as follows:

• - when rationing labor associated with the development of judgments, analysis and decision-making, it is advisable to time the activities of the relevant category of personnel in studying documentation, cards, correspondence, reports, alternative options, participation in meetings, business conversations taking into account the experience, titles, interest of performers;
• - when evaluating the work of performers, which is not of a routine nature, it is possible, as experience shows, to use certain work patterns that appear after a while, stamps, sequence in actions and other elements that can be formalized.

Considering the psychological resistance of creative workers to the possible regulation of their work, it is useful to show them a delicate approach and, in particular, to try to involve them in the process of regulation.

When normalizing the cost of working time, the method of photochronometric observations is used. It is especially useful in the absence of norms and cost standards. The advantage of this method is the possibility of establishing the standard number of personnel, taking into account the specific features of the analyzed structure. However:

• - the results of the analysis reflect the costs of working time only at the time of observation;
• - to obtain reliable data requires a significant investment of time and money;
• - the subjective approach is not excluded.

The definition of controllability standards by measuring the amount of information is carried out on the basis of the method of statistical tests or the so-called Monte Carlo method.

This method is applicable only to determine the standard number of personnel associated with the processing of information, and for its implementation requires a significant investment of time. Its accuracy depends on the number of samples taken.

The French mathematician and management consultant of Lithuanian origin V. Greikūnas already in 1933 argued that the factor that determines the norm of manageability is the number of controlled relationships, relationships in the organization. He noted that there are three types of relationships: the relationship of the leader with individual workers, general relationships and relationships between subordinates. Greikūnas used the following equation to determine the total number of such bonds:

where With- number of connections;

P- the number of subordinates.

Manageability rates, taking into account the level of management and type of production, are shown in Table. sixteen.

Table 16 - Norms of controllability of line managers