State Committee for Higher and Secondary Education of the Russian Federation.

Saratov State Technical University.

Department of Energy Economics and Instrument Engineering.

“Leading the work of management personnel.”

Completed by: FETiP student, group EPU-53

Puzankov Yu. V.

Checked by: Associate Professor

Efimov A. N.

Saratov. 1998

1.Working time and its main elements.

2.Diagnostics of working hours.

3. Time rationing for performers.

4. Time planning for managers and specialists.

5. Ways to improve the efficiency of worker use

6. List of references used

Part-time work, flexible and rotating work schedules, division of work among several employees, partial performance of duties by them at home, etc., that is, flexible work schedules, become possible with the emergence of the latest means of communication: paging, fax, connection to computer networks.

Working time itself consists of work time and break time. The first includes main, auxiliary, preparatory and final time and time for servicing the workplace. The second consists of the time of technological and time of organizational breaks.

During main time, the immediate goal of this work process is achieved, for example, a document is created, a speech takes place at a meeting, etc. Auxiliary time covers the implementation of actions related to ensuring the main work, and together with the main one constitutes operational time. In the examples given, auxiliary time may include the collection of necessary materials for the preparation of a report or document.

Time workplace maintenance spent on maintaining it in proper condition. It, in turn, can be divided, although not always, into organizational and technological. Within its framework, cleaning, putting things in order, sorting materials, and preparing equipment for operation are carried out.

Finally, some types of labor operations require spending preparatory and final time. For example, a doctor must wash his hands before and after examining each patient.

The breaks are also inconsistent. First of all, it is necessary to talk about technological breaks , when the main process either stops temporarily for reasons related to the specific operation of the equipment, or continues without human intervention. Organizational breaks are caused by natural factors (the need for rest, eating), as well as various types of failures and malfunctions that occur either through the fault of employees or independently of them.

Surveys show that only 8% of managers believe that they have no problems with time, although in fact no more than 1% of such people number . The rest are under time pressure and would not mind additionally receiving from 10 to 100% of the working week, with three quarters of them claiming more than half of it.

But time cannot be multiplied, added, accumulated, bought, borrowed. It can only be used rationally and saved. The success of any employee, especially a manager, depends on the ability to do this. To cope with such a task, you need to know exactly where your time is being spent and do everything as quickly as possible.

§ 2. Diagnostics of working hours e neither.

The first step on the path to success in saving and rationally using working time is its “inventory”, carried out with the help of timing and photography.

Under timing refers to the observation and measurement of working time spent on individual repetitive elements of an operation or its entirety. Its immediate objects are operational n first or preparatory-final time for machine-manual work. As a result, you can calculate the average duration of a particular operation using the formula:

Knowledge of the average duration of an operation and its individual elements helps to improve their content and structure, rationalize the time spent on them and establish optimal standards.

Photographing working day occurs through observation and measurement of all useful costs and time losses without exception n and throughout the whole day or any part of it two or three times a year for two or three n weeks, both in the form of photographing itself, and with the participation of special people - standardizers, craftsmen, etc.

As a result of the work done, two tables are compiled, one of which reflects the time spent in minutes for each type of work and the timing of their implementation; in the second - losses of time, their causes, specific culprits, the period when they occurred.

It is clear that photography requires precision, otherwise it does not bring any benefit. After all, the data obtained should help answer the questions: what is time spent on; how much is needed to perform certain specific operations; what helps and what hinders its effective use.

As a result of analyzing photographic data, several useful indicators can be obtained, in particular:

PZ - preparatory-final time;

OP - operational time;

OM - workplace servicing time;

OLN - standard time for rest and l personal needs; ETC- breaks depending on the employee;

LO - loss of working time beyond the control of employees.

Based on knowledge of these indicators, the coefficient is determined CPPT possible increase in labor productivity by eliminating time losses:

By taking the listed indicators as standards, it is possible to stimulate employees aimed at increasing their productivity, more rational use of the working day, and reducing or preventing time loss.

Identifying activities on which time is wasted (as studies show, up to 25% of these occur ); which can (perhaps with greater success) be performed by others; who take up time from others are called time diagnostics . To facilitate diagnostics, the time spent by management employees can be distributed among the following functions:

è thinking about problems, developing solutions, preparing documents;

è unclear setting of goals and determination of priorities, as a result of which people cannot correctly navigate the situation, and therefore take on either too much or too little work, drowning in trifles;

è unsatisfactory organization of planning, as a result of which the manager cannot cope with the allocation of time to complete certain tasks, or even simply does not know how to approach them;

è weak organization and discipline of subordinates, leading to repeated remodeling the same job;

è lack of necessary information for decision-making, in

as a result of which they have to be constantly postponed;

è indecisiveness of the manager, inability to work with partners, subordinates, visitors, telephone calls, and conduct meetings.

§ 3. Time rationing P olniteliteley.

Where the operating mode is set by technology, the basis for a more rational use of time and overcoming its losses is rationing, that is, the determination of norms and standards for its expenditure. Under standard of time is understood as its regulated value necessary for the production of a unit of product, its batch, or the performance of this or that work by one or a group of performers of appropriate qualifications in certain organizational, technical and climatic conditions.

The standard is established in man-minutes, man-hours or man-days and includes the following elements: the standard of preparatory and final time, the standard of main and auxiliary time, the standard of time for organizational and technical maintenance of equipment and other production facilities, breaks due to technology and organization of production , for recreation and personal needs.

The summation of time standards for individual operations gives a complex time standard that characterizes the total cost of completing a useful amount of work within the stipulated time frame.

When rationing manual and machine-manual work, the standards are based on time standards , that is, its regulated costs for performing individual production operations, established for normal conditions, taking into account the use of advanced techniques and labor methods by appropriately qualified performers and modern equipment.

In addition to the norms and standards of time for production, time standards are determined on rest depending on the degree of fatigue of the employee when performing certain types of work. They are based on specific scientific recommendations and are expressed as a percentage of operational time. In particular, it is advisable to use it to compensate for costs due to:

è excessive physical effort - up to 1-9% of operational

è increased nervous tension, taking into account the complexity and danger of the work - up to 1-5% ;

è efforts associated with an increased pace of work, measured by the number of movements per minute, as well as an uncomfortable working position - up to 1-4% ;

è increased monotony of work caused by repetition

è above the normal level of temperature and humidity, pollution, characterized by an increased content of impurities in the air - up to 15% ;

è increased noise, vibration - up to 1-4% ;

è insufficient lighting - up to 2% of operational time.

The costs of operational time and time for rest are the basis for calculating such an important social indicator of an organization’s activities as the coefficient of improvement of working conditions KUUT: Toph Tone

Tof - actual time for rest in accordance with the norm V s and real working conditions after measures to improve them;

Tone - standard time for rest before taking measures to improve working conditions;

Topn - operational costs of operations A tive time.

Most time standards are established for workers whose activities are determined by the characteristics of the equipment and the nature of the organization of technological processes (mass, continuous, large-scale, single). They may also apply to employees whose work does not contain creative functions, performing " which cannot be regulated. The rationalization of the work of those associated with creativity is based on different principles.

§ 4. Time planning for managers and specialists.

Planning time, like planning in general, is the first responsibility of any manager, but, unfortunately, as research shows, domestic managers devote little time to this - 3.5 times less than their American colleagues, but on operational work - by all standards, less important - they spend a third more.

The process of time planning begins with setting tasks, for which a list of to-dos and possible obstacles is drawn up for the coming period, which will take a certain amount of time to overcome. n new time. Subsequently, this list is regularly updated, updated, adjusted by excluding from it what turns out to be unimportant.

According to one of the largest Western management experts Peter Drucker, a manager must plan his time in large blocks, because when it comes to working with people, as well as performing purely intellectual functions, fragmentation does not lead to positive results. Moreover, the larger the organization, the less time the manager has for unimportant matters. At the same time, in small organizations or at lower levels of management, it is advisable to break down large tasks n and less significant and complex, with a more precise determination of deadlines. But even here, the manager has the opportunity to spend no more than 25% of the time limit on performing his direct duties.

Time planning allows managers and specialist there, first of all, critically think about your own goals and find more effective ways to implement them, allowing you not only to cope with them in a timely manner, but also to create the necessary reserves to solve unforeseen problems.

Further, planning allows the manager to concentrate on what is most important. w their issues, taking into account the timing and timing of their resolution, and the rest should be rationally distributed among subordinates. This is based on evaluating each job from the point of view n ia necessity; consequences in case of refusal to comply; the justification of the efforts required to complete it, the possibility of reducing them, and the real return.

Finally, time planning allows the manager to form an optimal structure of the working day and create a schedule.

Planning of time allocated for solving certain problems is carried out taking into account them rational order . That is, first, things with a fixed deadline or requiring a significant investment of time are planned, as well as unpleasant tasks, the postponement of which is undesirable; followed by routine work and daily duties; finally, the third place is given to minor and episodic matters that do not take up much time, for example, reading current correspondence, walking around workplaces. But in any case, when planning, an exact deadline for completing the work is established.

If the upcoming amount of work may not be completed within the given time frame, the plan provides for the possibility of postponing it to a later period.

The plan should cover no more than 60% of the working time, and the rest should be reserves for solving unforeseen problems, creative activities, and advanced training. Unforeseen problems usually arise due to unexpected visitors, phone calls, or the need to correct previously made mistakes. Creating time reserves is significant n o Increases the flexibility of plans and facilitates adjustments.

A prerequisite for time planning is its careful documentation and monitoring of its use, allowing for an accurate understanding of n Therefore, it is better to distribute the implementation of certain works, as well as coordinate your actions in the field of time planning n and with subordinates and colleagues.

In practice, there are several types of time plans. First of all, this long-term , with the help of which time for implementation is distributed And yu large lives n specific goals, three ­ bustling m n many years, and sometimes decades: get n education, promotion to determine n new position V about the career ladder, etc. TO medium term plans can include annual ones, fixing the distribution of time for solving large, but more specific tasks, primarily of a production nature.

TO short-term plans for the use of working time that specify the medium term include quarterly, monthly, ten-day (weekly), daily, each of which details the previous one. To compile them, it is necessary to determine the central, most labor-intensive task of the period, which must be solved within its framework; tasks that go beyond them, the solution of which needs to be started, and difficulties that V Problems with this may arise.

In monthly plans, the time spent on each type of activity, including the necessary reserves, is already provided in hours. Ten-day (weekly) plans reflect all tasks without exception and the time required to complete them. If the problem at hand is not resolved within the specified period, another person begins working on it.

But the most important plan is the daily one. It includes no more than a dozen problems, including no more than three primary ones, work on which is carried out first. They, as well as the most unpleasant tasks, are planned for the morning hours so that they can be completed by the evening. Homogeneous tasks are grouped in blocks in the daily work plan, which allows you to avoid “jumping” from one problem to another and thus saving time.

At the same time, the daily plan provides for mandatory breaks, taking into account both the person’s overall performance and the time that has passed since the start of the working day. n I. The more time passes, the faster fatigue increases, which affects the efficiency of the manager and specialist. Research has shown that in the first eight hours of the workday, the average manager makes 9.3 decisions per hour; during the ninth hour -2.5 solutions; during the tenth - 0.9 solutions.

When drawing up daily plans for using time, be sure to take into account features of individual biorhythms in such a way that the most difficult tasks fall at the “peak” of performance. For the so-called “larks” it occurs in the morning hours; "pigeons" are usually active in the middle of the working day; and "owls" - in the evening. However, one should not confuse biorhythms with the process of increasing physical fatigue, which, naturally, is minimal in the morning and after a fairly long break.

Knowing all this allows you to most rationally distribute difficult and easy, simple and complex, responsible and irresponsible, into P busy and relaxed activities within the working day and alternate them as necessary in accordance with fluctuations in ability to work.

Like all other daily plans for spending time, they are drawn up in writing, because in this way the tasks included in them are more difficult to ignore. In addition, notes relieve memory, discipline, allow you to distribute work more clearly, and make it more focused. Records also make it easier to monitor the implementation of plans and evaluate their results.

Drawing up a daily plan begins the night before and occurs in several stages. First, its tasks are formulated, which include those transferred from the monthly and weekly (ten-day) plans; moving from the previous day's plan, not resolved to date; not planned in advance due to repetition; may arise suddenly. The time spent on them is determined taking into account the possible method of solving them. The daily plan includes “windows” in case unexpected problems need to be dealt with and ten-minute breaks after each hour of work.

Then the priority of tasks is clarified again; Those of them are highlighted for which it is time to take decisive action, and it is clarified which of the subordinates can be entrusted with what.

In the morning, the daily plan drawn up the day before is once again clarified by the manager together with the assistant or secretary in order to take into account new circumstances that suddenly appear, for example, documents received overnight.

Like any other, your daily time plan should be flexible. Only issues related to inviting people, for example, meetings, receiving visitors, etc., are strictly regulated.

All time use plans are regularly monitored to ensure that they include truly important and necessary tasks; whether the time actually spent corresponds to what was planned; Are the workloads on performers reasonable; why time was lost; Could more have been done?

Time planning serves to increase the efficiency of using the working day. It is believed that it is best to start the day at the same time, because a person is a slave to his habits. This provides a good tone and allows you to actually implement the principle “man is the master of the work, and not the work is the mistress of the person.”

It is preferable that the manager starts his day earlier than his subordinates, so that before they arrive at work he has the opportunity to clarify tasks for them and take all necessary measures to l I successfully overcome difficulties. After this, the most difficult and unpleasant tasks are completed, and in the afternoon - easy ones. This sequence is due not only to the increase in fatigue, but also to the fact that after lunch it is subordinated n People with whom contacts are limited in the first half of the day usually come with requests for help and clarification of certain issues. Therefore, in the second half, it is better to do things that do not require much concentration, for example, checking mail, or solving problems that reappeared in the morning.

è install the phone in your car;

è always notify us in advance e pending visits;

è leave the car where free access is guaranteed;

è never travel without having a voice recorder with you, thanks to which you can dictate official notes to yourself without looking up from the steering wheel;

è put the portable tape recorder in your jacket pocket and the other

next to the bed;

è always have some useful reading material with you;

è take a course in reading technology;

è use a telephone answering machine even when you are at home, which will give you the opportunity to get rid of useless conversations;

è try to hold as many meetings as possible by telephone

instead of meetings with direct participation of employees;

è always ask subordinates to briefly outline your recommendations in advance n dation, and then hear the justification;

è listen to tape recordings and radio broadcasts on business issues while jogging or exercising;

è praise subordinates who briefly state the essence of the matter, and express dissatisfaction with employees who do not know how to do this;

è avoid those who waste time;

è watch morning business news on TV.

BIBLIOGRAPHY.

1. Frolov E. A. Design of general management at an industrial enterprise. 1997

2. Vesnin V. R. Fundamentals of management. 1997

3. Emerson G. Twelve principles of productivity.

4. Kondratova I. G. Fundamentals of management accounting. 1998

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The effectiveness of managerial work largely depends on the correct determination of the labor intensity of individual types of work performed and, on this basis, establishing the number required to perform them. The management personnel of an enterprise is usually divided into three groups:

managers;

specialists;

technical performers.

The work of each of these groups has its own characteristics, both in terms of its functional content and the nature of mental stress, and in terms of its influence on the results of the enterprise.

The content of the labor of these categories of workers is determined by the essence of the isolated functions of coordination, planning, control, preparation, organization and production management. Therefore, the main object of standardization is management functions, each of which is characterized by a certain composition of work, united by the commonality of factors of the target direction in the management system and the complexity of execution.

Depending on the nature of the functions performed, the management personnel of an enterprise for rationing purposes can be divided into the following groups:

directors of the enterprise and their deputies;

line managers in workshops and areas;

heads of functional departments;

specialists carrying out design and technological preparation of production and engineering and technical support for its functioning;

specialists carrying out economic and organizational preparation of production, analysis and accounting;

employees engaged in office work, information and economic services of production.

The variety of work performed, the lack of uniform algorithms for their implementation, the subjective features of the thinking process when processing the necessary information and making decisions determine the use of various standardization methods and types of standards.

For senior managers the determining factors that are taken into account in the process of determining their number are: the number of subordinate employees or departments, the amount of working time spent on performing the functions (work) assigned to them.

Theory and practice for the head of an enterprise have determined the norm for the number of subordinate units of the management apparatus, ranging from 5-6 to 8-10 divisions, services, production, workshops, the work of which he can effectively manage. If this norm is exceeded, the need for substitutes is determined by calculation.

Rationing the work of managers also includes regulating the routine of their working day and working week: setting the time for meetings and their duration; receiving visitors; reviewing correspondence; visiting workshops, etc.

For line managers when determining the norms for the number of subordinates, the degree of centralization of functional services is taken into account. If services are subordinated directly to the head of the workshop, their number is taken into account along with production areas. If the number of services exceeds the norm of subordination, positions of deputies for production preparation and shifts are introduced.

The highest standards of subordination exist among masters. The number of workers subordinate to one master varies within very wide limits - from 10 to 60 people or more, with an average of 25 people. Such differences are associated with the type of production, the complexity of the work performed and other indicators characterizing specific production conditions. In each specific case, the norm of subordination for shop foremen (N p) can be established according to the formula:

Where TO With - specialization coefficient, expressing the ratio of the number of jobs in a workshop to the number of technological operations assigned to them;

Z is the largest value of the norm of subordination for a given group of workshops (located in the range of 30-50 people);

C p - average level of work in the workshop;

X - fractional exponent at the value of the average specialization coefficient;

y - fractional exponent at the value of the average grade of work.

For functional managers the number of employees subordinate to them is determined by the complexity and labor intensity of management processes. Therefore, the number of this category of workers is established according to controllability standards.

The calculation of such standards is based on obtaining fairly accurate empirical dependencies, established taking into account the nature of the given production, the level of management organization, the performance of management functions and other production factors and conditions. In the course of such work, the structure of the manager’s working time costs, the distribution of functional responsibilities in his subordinate department, etc. are studied.

For functional managers, the number of bureaus, groups, sectors, etc. subordinate to them should be in the range of 5-10. When specifying the norm, it is necessary to take into account the range of responsibilities of the manager. For example, if a manager combines the main functions of management with executive functions, then the minimum value of the norm is taken.

For specialists, carrying out economic-organizational and design-technological preparation of production, enlarged headcount standards have been developed that make it possible to calculate the number of functional units. The standardization methodology developed by the Labor Research Institute is based on the use of actual data on the number of these categories of workers in functional departments at the best factories. With the help of correlation analysis of the dependence of numbers on the most important factors, calculation formulas have been developed.

The original formula looks like:

Where TO - a constant coefficient expressing the relationship between norms and numerical

the significance of the factors;

X, U,Z - numerical values ​​of factors;

A,b, With - exponents with numerical values ​​of factors characterizing the degree of influence of the corresponding factor on the number of employees by management functions.

Based on this formula, a table of calculation formulas has been compiled to determine the number of employees in the functional divisions of the enterprise (Table 4.8).

Labor standards for management personnel

A feature of production management processes is that on their basis, technical, technological, organizational, financial preparation of production is carried out, work methods are improved, labor incentives are organized, management activities are carried out, etc. These activities are carried out by management personnel, including managers, specialists and employees, which creates conditions for productive work of workers.

In relation to managerial personnel, rationing consists in establishing a measure of labor costs to complete a given amount of work for a certain period. In this case, the measure of labor costs can be expressed either directly in the employee’s time spent on performing a unit of work, or through the number of workers that is necessary to perform a certain management function.

Tasks of rationing the work of management personnel:

1. Reducing the time spent on work performed and, on this basis, reducing the required number of managers.

2. Increase in labor productivity of managers when performing work through the application of standards established taking into account progressive methods and means of labor, elimination of irrational elements of the labor process.

3. Creation of conditions for increasing the content of the work of managers and for combining positions by eliminating irrational and unnecessary work identified during standardization.

4. Rational division of labor and use of management personnel by establishing the necessary proportions of their number by position and qualifications.

To standardize the work of management personnel, three methods can be used: analytical-calculation, analytical-research and summary.

The analytical-calculation method of establishing standards for managers requires the use of pre-developed normative materials that express normative dependencies of time or number on influencing factors. The analytical-research method of establishing standards is based on a direct study of the time spent by managers at a particular enterprise and makes it possible to take into account all the features of the work, but labor-intensive research is required. The summary method of establishing standards involves their determination based on the experience of the person establishing the standards, either according to the recorded data on previously performed work, or according to summary observations of work without work without identifying its elements. Each of the methods has its own advantages and disadvantages, but only analytical-computational and analytical-research methods are considered scientific.

The analytical-calculation method is differentiated by the types of standard materials used.

1. Number standards - the regulated number of employees necessary for the high-quality performance of a particular management function in certain organizational and technical conditions. This is the main type of labor standards for management personnel. They allow you to determine the required number: for the enterprise as a whole, for each management function, for plant management and in workshops, in workshop management units, for individual positions.

The number standard expresses the form of the normative dependence of number on influencing factors. Factors and the degree of their influence on numbers are determined by correlation analysis using a computer. Such factors may include: the number of industrial production personnel of the enterprise, the number of main workers, the number of piece workers, the cost of fixed production assets, the cost of the active part of fixed production assets, annual production, the number of structural divisions at the enterprise, the average level of work and workers etc. Typically, population standards (N) are established on the basis of linear or power-law relationships:

Chn = K + aX + vU + ... sP,

Chn = K Ha Uv ... Rs,

where X, Y, P – numerical values ​​of factors influencing the standard number of employees;

K, a, b, c – correlation coefficients.

Each sector of the economy, due to its specific characteristics of production and management, has its own set of factors that have their own degree of influence on the number of managers in a given industry. Therefore, the set of formulas for the normative dependence of numbers on influencing factors is wide.

2. The standard for the centralization of work is a regulated ratio of the number of employees at one of the management levels to the total number of management personnel for management functions or for the enterprise as a whole in certain organizational and technical conditions. The standard is established in the form of a normative dependence formula and determines the percentage of the number of managers at management levels.

3. The standard for the number of subordinates or the standard for controllability is a regulated number of managed employees (divisions), which in certain organizational and technical conditions must be managed by one manager. The standard is established in the form of a normative dependence formula and determines the number of line managers.

4. Service standard is a regulated number of employees served, who, under certain organizational and technical conditions, must be served by one employee. The standard is established in the form of a normative dependence formula and determines the number of workers that one specialist or employee must serve.

5. The ratio of the number of management personnel is a regulated value of the ratio of the number of different categories of managers, ensuring the best use of employees in accordance with their level of qualifications. The standard is established in the form of a normative dependence formula and is used to regulate the number of employees by job groups (managers and specialists, specialists and employees), within job groups (engineers and technicians, leading specialists, senior specialists and specialists), etc.

6. Time standard is the regulated time spent on performing a unit of a type of work or its element in certain organizational and technical conditions. Typically, time standards are developed at two levels of labor process design - work and operations included in the work. The time standard is established either in the form of a formula for the normative dependence of time on influencing factors, or in the form of tabular numerical values ​​of the cost of operational time to perform an operation or work.

Thus, the labor cost standards discussed above express one or another form of normative dependence of time or number on influencing factors. They are intended for repeated use at various enterprises when establishing and revising standards and can be presented in the form of formulas, numerical values ​​in regulatory tables, and graphs.

Based on the standards, it is possible to establish specific standards for the enterprise. But this will happen when the factors take on specific numerical values ​​characteristic of a given enterprise. Under these conditions, the standard turns into a labor cost standard. And the labor standard is always specific and regulates the expenditure of time or numbers for very specific specific jobs or departments under rational organizational and technical conditions.

The main types of labor standards for management personnel are as follows.

1. The standard number is the regulated number of a group of workers necessary for the complete and high-quality performance of the work assigned to it in specific rational organizational and technical conditions.

The headcount standard can be established either by an analytical-calculation method using headcount standards, labor intensity (time) standards, work centralization standards, or by an analytical-research method with the construction of balances of working time costs. The population norm can be determined by the formula:

LF = T/F1,

where Nch is the norm for the number of employees;

T – labor intensity of work;

F1 – working time fund of one employee in the planned period.

2. The norm for the centralization of work is a regulated ratio of the number of the centralized part of the management personnel to its entire number in specific organizational and technical conditions. The standard is established by the analytical and calculation method based on the standards for the centralization of work.

3. The norm of headcount ratios is a regulated value of the headcount ratios of various categories and officials of management personnel in specific organizational and technical conditions. The norm is established either by the analytical-calculation method using standards for headcount ratios, or by the analytical-research method with the construction of balances of working time costs.