A representative of the profession of an executive director is a leader who reports only to the general director (or the meeting of founders, if any). The functions of the executive director include careful control over financial flows, personnel management of the company and the solution of all organizational problems of production and sale of goods or services.

High responsibility, a large number of duties and extremely high pay work make this profession very prestigious.

An executive director is necessary for any medium and large business. Usually than larger enterprise the more such a leader is needed.

History of the profession

In any work collective there is always a need for a leader who can direct people to achieve a common goal. If during the primitive communal system, the role of the leader was performed by the leaders, then in modern times they are the general directors.

Chief Operating Officer

They distribute responsibilities, organize people and manage the work of the team.

With the development of the economy and the emergence of large corporations, CEOs began to hire assistants: executive, financial and commercial directors.

Responsibilities of the Executive Director

Main official duties executive director include:

• enterprise management;
• coordination of work of departments;
• selection and training of employees;
• security High Quality services/goods;
• implementation of the sales plan and approved budgets;
• negotiating with customers, contractors, partners;
• building and improving business processes;
• implementation and control of enterprise work standards.

Executive director requirements

The main requirements for an executive director are:

• higher education;
• 3 years of work experience in the field of activity of the company-employer;
• experience in planning and budgeting;
• negotiation experience;
• managerial and organizational skills;
• knowledge of the legislative and regulatory acts of the Russian Federation that affect the activities of the employing company;
• personal characteristics:
  • leadership skills;
  • focus on results;
  • stress tolerance;
  • discipline.

Own car is welcome.

Executive director resume template

Resume sample.

How to become an executive director

To become an executive director, first of all, you need a higher education (it is desirable that it corresponds to the field of activity of the employer). On the construction company demand construction education, in the medical center - medical, in the bank - economic. Often, executive director positions require good legal knowledge.

In addition to higher education, a lot of practical experience is required (the minimum requirement is 3 years of experience in a managerial position) and a set of personal qualities: time management, negotiation, leadership.

Executive director salary

The salary of an executive director varies from 20 to 150 thousand rubles per month, depending on the city and size of the company. In addition to the salary, the director always has a bonus part, depending on the result achieved.

The average salary of an executive director is 70 thousand rubles a month.

Chief Operating Officer

Chief Operating Officer controls all processes that occur in the structure of the enterprise, ensures the smooth operation of the network.

Job Description Director for Operations

A great responsibility lies on the shoulders of the manager, who oversees the points of sale and coordinates between them.

Today, there are not enough such specialists in the labor market in the country. In the future, new stores are planned to open, so the popularity of this profession will increase, as will their wages.

The main functions of the operating director

The scope of duties of this specialist includes supervision over the quality of work performed and compliance with safety regulations, as well as the creation of a personnel motivation system, including Call-center operators. The main directions of its activity:
- develops a pricing policy, manages the development of the assortment and its classification;
- chooses a strategy for cooperation with suppliers, normalizes and optimizes product stocks;
- planning methods for managing customer flows;
– analyzes the factors that influence the choice of consumers, analyzes the behavior of potential consumers, layouts of trading floors, rules for effective price tags;
- builds an effective system for managing the retail network, distributes responsibilities among staff;
— provides a store automation and security system, preventive measures to reduce losses;
— conducts work with employees, improves the efficiency of an already functioning system;
— develops a strategy for improving the network (selection target audience, designation in the sales market, development of loyalty programs, etc.).

Qualities of an Operations Director

This versatility of the leader gives him great potential as a creator and the ability to actually influence the development of the entire business. But combining the duties of an operator and a strategist is quite difficult, for which the COO must have a set of clear leadership qualities. A specialist, comparing the data obtained, should be able to identify new trends and develop new approaches to building a business in the future. The main qualities in this specialty are the ability to analyze and predict.

Specialists holding this position, unlike accountants-auditors, must have such personal qualities as:
- confidence, efficiency, responsible attitude to work, discipline, commitment and vigor;
- sincerity and honesty;
- communication skills, delicacy, ability to negotiate and diplomacy;
- the ability to improvise, creativity;
- resistance to stressful situations.

Your comment ↓

The Self-Learning Organization (SLO) is a model that has been talked about in earnest relatively recently. It combines an ideal company in terms of backbone management and innovation production.

Chief Operating Officer

The only "disadvantage" of the COO is that, without connection with the formation corporate culture, the scheme remains only a scheme, and the plan is devoid of any life prospects.

In 1990, the American Peter Senge published his famous work The Fifth Discipline: The Art and Practice of the Self-Learning Organization, where he defined COO as a structure in which people constantly expand their ability to create the results they actually aspire to. According to Senge, there are five "disciplines" that everyone in an organization should practice.

• The first "discipline" "Awareness of mental maps and characteristics of information assimilation"- sets positive rules for communication between employees, creates an atmosphere of mutual understanding, prevents distortion of information and reduces the level of conflict.
• The second discipline "Encouraging Collective Learning"- aims to create a team of like-minded people through trainings and other methods of team interaction, in which everyone is included. This creates a situation of implicit learning.
• The third discipline "Acquisition and promotion of personal excellence" is devoted to material and non-material incentives for professional development.
• The fourth discipline "Developing the ability to see prospects, create a better future"— helps each employee learn to assess the level of his professional development: at what stage he is now, where he should strive and what resources are needed for this. This makes it possible to work on achieving goals, develop a sense of purpose and adequately assess behavior.
• Fifth discipline - "Development of systems thinking"- focuses on a clear definition of its role in overall structure interactions, acceptance of responsibility and the ability to foresee the details of the implementation of their projects.

Another, “European” COO model was developed by T. Boydel, N. Dixon and P. Senge. They identify 11 characteristics of COO:

• A "learning" approach to strategy development (strategy and policy are seen as dynamic, so business plans are constantly being improved).
• "Participatory" management policy (employees take part in the development of the company's strategy and policy).
• Information openness (information is taken into account, and not used for reward or punishment).
• Accounting and control of the organization's activities (accounting, budgeting and analysis systems are built so that each employee feels responsible for the resources that he manages in the course of work).
• Internal exchange of services (subdivisions have the ability to exchange services at their discretion).
• Flexible remuneration mechanisms (all personnel are involved in the process of determining the optimal forms of remuneration for the employee's contribution to the overall performance of the organization).
• A structure that provides employees with opportunities (positions and roles are distributed so that there are conditions for experimentation and growth; all regulations are discussed).
• Constant "scanning" of the environment (at each meeting, events taking place in the company's business environment are considered, employees carefully analyze changes in the market).
• Joint projects of the organization and related groups (the company acts as an initiator in the implementation of joint projects with consumers and suppliers, not missing the opportunity for joint training).
• A climate conducive to learning (every employee strives to learn and improve what they do, everyone has the right to make mistakes and has time to discuss and analyze practices).
• Constant self-development of each employee (a budget is allocated for each employee for his self-development on topics chosen by him).

The main difference between COO and the traditional organization of personnel training, in our understanding, is that interaction within the company is focused not so much on adapting to market changes, but on actively shaping these changes.

Thus, SOO implies the possibility of moving away from stereotypical responses to preventive behavior and creative management at all levels. (We recently wrote about creative management and its implementation on the example of the RBI holding in the article “The Practice of Implementing Creative Management”). Many definitions of OSH are given only through the concept of learning, we do not think that this is correct, since learning is a means of change applied with a specific goal, and not a goal. For example, M. Pedler summarizes that COO is an organization that promotes the learning of all its members and is in the process of self-transformation.
K. Argyris and D. Sean identified two main learning cycles.

1. A single cycle where the emphasis is on problem solving, identification and correction of deviations. At the same time, the norms and models of the company's activity as a whole do not change.
2. A double cycle, when a company critically analyzes its activities and changes its norms and behaviors. This integral approach to problem solving plays an important role in COO.

I. Nonaka and H. Takeuchi, developing the approach of Argyris and Sean, propose four types of cyclic learning processes (SEKI model).

1. Socialization (from implicit knowledge to implicit): following the example, learning by trial and error using forms of mentoring, brainstorming and group discussions.

   At this stage, knowledge is difficult to formalize.

2. Externalization (from implicit to explicit knowledge): documenting knowledge with the help of metaphors, analogies, theories, infographics, etc., including the translation of implicit knowledge into explicit (this is one of the most difficult tasks in building an OSH).
3. Combination (from explicit knowledge to explicit): categorization, classification and systematization of existing knowledge into a knowledge bank.
4. Internalization (from explicit knowledge to implicit): explicit knowledge becomes an asset of the company, specialized literature, new books and periodicals are offered and recommended to staff, “learning by doing” allows you to build connections and create new samples, this is the integration of the three processes described above with systematic distribution explicit knowledge among employees throughout the company.

This model is a good illustration of the words of G. P. Shchedrovitsky that a person who receives knowledge, due to this knowledge, acquires a mode of action, which turns into his ability. It is considered in world practice one of the most promising in the creation of COO. Unfortunately, in Russia, the idea of ​​it is still rather superficial.

The view of Nonaka and Takeuchi on the formation of a “team of experts” or the so-called “organizers of knowledge” is also interesting. This team consists of "knowledge officers" (top managers), "knowledge engineers" (middle managers) and "knowledge practitioners" (full-time employees).
Knowledge Officers are able:

• clearly articulate the vision of the company;
• broadcast this vision to members project team as the basis of corporate culture;
• choose a worthy project leader;
• brainstorm, creating controlled chaos within the project team;
• protect the quality of knowledge created based on organizational criteria and standards;
• successfully coordinate the team;
• manage the knowledge creation process.

Knowledge Engineers are able:

• manage the project;
• produce hypotheses and create new concepts;
• combine different methodologies to create knowledge;
• encourage dialogue among team members and help formulate proposals;
• create an atmosphere of trust among team members;
• to assume a future plan of action based on an understanding of experience and its systematization.

Knowledge practices should:

• have high intellectual abilities;
• feel responsible and need to create new knowledge;
• have a broad outlook;
• be successful in communicating with both clients and colleagues;
• be open and sincere in discussions and debates.

The tasks of forming the COO are traditionally:

• changing the company itself - its transformation into a self-learning organization;
• creation of a unified management culture;
• production common standards quality of work with clients;
• creation of a personnel reserve;
• retention of valuable employees through development motivation;
• reducing the risk of loss of knowledge, breaking the technological chain when one of the employees leaves.

However, the main task, generalizing all the others, is to achieve the viability of the company in the face of fierce competition. To solve it, the company must have its own pool of basic learning and decision-making tools. Now, despite the different interpretations and visions of this tool, COE is one of the most systematized tools for personnel development, against which many training programs are just small injections of “motivation for self-development”.

"AGREED" "I APPROVE"

Chairman of the PC Director of the Central House of Culture and Culture "Uchastie"

Kamysheva V.V. Bulanova O.E.

"___" ___________2012 "___" ___________2012

REGULATIONS ON THE COMMISSION

ON LABOR SAFETY

1. GENERAL PROVISIONS

1.1. This Regulation has been developed in accordance with the Order of the Ministry of Health and Social Development of the Russian Federation dated May 29, 2006 No. 413 “On Approval model provision on the committee (commission) for labor protection.

1.2. The commission is created on a parity basis from representatives of the administration and trade unions and carries out its activities in order to organize cooperation and regulate relations between the employer and employees in the field of labor protection in an educational institution.

1.3. The number of members of the commission and the terms of its powers are determined by the collective agreement.

1.4. Members of the commission perform their duties on a voluntary basis, without being released from their main work. The commission carries out its activities in accordance with the work plan, which is adopted at a meeting of the commission and approved by its chairman. Commission meetings are held as needed, but at least once a quarter.

1.5. In its work, the commission interacts with state bodies for the management of labor protection, supervision and control of labor protection, trade unions, and the labor protection service educational institution.

1.6. To perform the assigned tasks, the members of the committee (commission) must receive appropriate training in the field of labor protection under a special program at the courses at the expense of the organization.

1.7. The Commission in its activities is guided by legislative and other regulatory legal acts Russian Federation on labor and labor protection, collective agreement, local regulations educational institution.

2. OBJECTIVES OF THE COMMISSION

The following main tasks may be assigned to the commission:

2.1. Development on the basis of the proposals of the parties of a program of joint actions of the administration and the trade union to improve conditions and labor protection, prevent industrial injuries and occupational diseases.

2.2. Consideration of proposals for the development of organizational, technical and sanitary measures for the preparation of a draft of the relevant section of the collective agreement.

2.3. Analysis of the current state of conditions and labor protection in an educational institution and the preparation of relevant proposals within its competence to solve problems of labor protection.

2.4. Informing employees about the state of conditions and labor protection at the workplace, the existing risk of damage to health and the means due to employees personal protection, compensation and benefits.

3. FUNCTIONS OF THE COMMISSION

To fulfill the tasks set, assign the following functions to the committee (commission):

3.1. Consideration of proposals from the administration, the trade union, as well as individual workers on the creation of healthy and safe working conditions in the institution and the development of recommendations that meet the requirements of preserving the life and health of workers in the course of work.

3.2. Consideration of the results of a survey of the state of conditions and labor protection at workplaces, in departments and in an educational institution as a whole, participation in surveys at the request of employees and, if necessary, developing recommendations for eliminating identified violations.

3.3. Study of the causes of industrial injuries and occupational diseases, analysis of the effectiveness of measures taken on labor conditions and labor protection, preparation of information and analytical materials on the actual state of labor protection in an educational institution.

3.4. Analysis of the course and results of certification of workplaces in terms of working conditions.

3.5. Assistance to the administration in the implementation of educational process more advanced technologies, new technology in order to create healthy and safe working conditions.

3.6. Studying the condition and use of sanitary facilities and sanitary and hygienic devices, providing workers with special clothing, special footwear and other personal protective equipment, and the correctness of their use.

3.7. Providing assistance to the administration in organizing training at the enterprise on safe methods and techniques for performing work, conducting timely and high-quality briefing of employees on labor safety.

3.8. Participation in the promotion of labor protection in an educational institution, increasing the responsibility of employees for compliance with labor protection requirements.

4. RIGHTS OF THE COMMISSION

In order to perform the assigned functions, the committee (commission) may be granted the following rights:

4.1. Receive from the administration and the labor protection service of the educational institution information on the state of working conditions at the workplace, industrial injuries and occupational diseases, the presence of dangerous and harmful production factors.

4.2. To listen at its meetings to the reports of the administration on the fulfillment of their obligations to ensure healthy and safe working conditions in the workplace and compliance with the guarantees of the right of workers to labor protection.

4.3. Participate in the work on the formation of measures of the collective agreement on issues within the competence of the commission.

4.4. Make proposals on bringing employees to disciplinary responsibility for violations of the requirements of norms, rules and instructions on labor protection.

4.5. Contact the relevant authorities with a request for prosecution officials in cases of violation by them of legislative and other normative legal acts on labor protection, concealment of accidents at work and occupational diseases.

4.6. Make proposals for moral and material incentives for employees labor collective for active participation in the work to create healthy and safe working conditions in an educational institution.

Deputy Director for Security

Mikhailov V.B.

1. Chairman of the PC director of mou school No. 10

   Document

   Agreed I approve ChairmanPCDirector MOU secondary school No. 10 ________ / Barskaya T.G. / … holding a meeting chairman methodical association is obliged to notify the deputy directors methodically...

2. Chairman of the PC Director of the OGO SPK

   Document

   ... No. 10. to the Collective Agreement AGREED: I APPROVE: ChairmanPCDirector OGOU SPO "SPK" ______________ N.I. Raspopov ...

3. The job description of the storekeeper, No. agreed, I approve the chairman of the PC, the director of the school

   Instruction

   … ____.20___ g No. _____ AGREED APPROVED ChairmanPCDirector school ___________ (________________) __________ O.A. Putilova ... labor regulations, orders and instructions directors, this job description), employment contract ...

4. Chairman of the Trade Union School Principal (3)

   Document

   … term: calendar days – chairmanPC; 5 calendar days - members PC on submission chairman: 5 calendar days … . 8.3. Turn on chairmanPC part attestation commission to ensure his participation in meetings with director. 9.TERM…

5. Chairman pc mbousosh No. 8 Director mbousosh No. 8

   Document

   … average comprehensive school No. 8 Agreed I approve ChairmanPC MBOUSOSH No. 8 Director MBOUSOSH No. 8 ____________ Karaseva N. V.

   … school number 8 Agreed I approve ChairmanPC MBOU secondary school No. 8 Director MBOU secondary school No. 8 ____________ Karaseva ...

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I approve [position, signature, full name of the head or other official authorized to approve job description] [date, month, year] M.P. 1. General provisions 1.1. The Director of Operations belongs to the category of managers and reports directly to the General Director of the organization (enterprise). 1.2. The position of Director of Operations is accepted by a person with a higher professional education and at least [value] years of senior management experience in the relevant industry. 1.3. The director of operations is accepted and dismissed from work by order of the general director. 1.4.

Chief operating officer: job description

Job Responsibilities of the Chief Operating Officer Typically, the Chief Operating Officer is the 2nd person in a company who manages and controls the operations of the company and later of the group of companies. In some companies, the COO is subordinate to the CEO.
In others, the COO reports to the founders/shareholders of the company. I am also familiar with companies where the COO is the Deputy General Director.

In your company, you can decide for yourself what job responsibilities and to whom the Operations Director will report - as you can see, there are no standards here. Additionally, in a startup environment, due to lack of resources, the founders of the company combine the work of several positions at once - General Director, Operations Director, Marketing Director, Sales Director, Developer.

Job Description Director for Operations

Professionally important qualities: [list qualities]. 2. Job responsibilities of an employee The following job responsibilities are assigned to the Operations Director: 2.1.

Management of the daily financial and economic activities of the organization (enterprise) in accordance with founding documents. 2.2. Organization of work and effective interaction of all structural divisions of the organization (enterprise), taking measures to improve the efficiency of the organization (enterprise).
2.3. Leading all functional divisions organizations (enterprises) through the heads of these departments subordinate to him. 2.4.

Chief Operating Officer

Attention

Interacts with banks on the placement of free financial resources on bank deposits (certificates) and the acquisition of highly liquid government securities, exercises control over the conduct of accounting operations with deposit and loan agreements, securities. 3. The rights of the director of the enterprise The director of the organization has the right: 1.

Job description of the operating director of the retail network

Job search tips, publications for job seekers Operations Director The Operations Director controls all the processes that take place in the structure of the enterprise, ensures the smooth operation of the network. A great responsibility lies on the shoulders of the manager, who oversees the points of sale and coordinates between them.

Today, there are not enough such specialists in the labor market in the country. In the future, new stores are planned to open, so the popularity of this profession will increase, as will their wages.
The main functions of the operational director The scope of duties of this specialist includes supervision over the quality of work performed and compliance with safety regulations, as well as the creation of a personnel motivation system, including Call-center operators.

Savepearlharbor

Education - higher, most often these are masters or people with a higher scientific title. The specialization that a director of operations has, as a rule, depends on the industry of the company.

Most often, people holding this position are part of the company's board or executive management. Particularly attractive in their work, most COOs find a wide area of ​​responsibility and a large number of tasks that have to be solved.
At the same time, the leaders of the operational direction, as a rule, consider critical or unstable conditions to be favorable working environment, in which it is necessary to see new trends and find new prospects for business development.

Job description of the director of the enterprise

This specialist will be able to take on the responsibility of maintaining a new strategic direction, leading the implementation of a set of measures that increase the efficiency of the company. In this case, you should choose applicants who have charisma, they should attract attention to themselves in order to interest employees with their ideas, lead the staff to achieve the goals of the organization.

Important

Mentor If the company has a young and inexperienced CEO, then it is worth considering the type of mentor. A specialist in this area will become a solid support, he will help to debug business processes, including the sphere of marketing, finance, sales, and so on.

Operations Director

Independently make a decision on the promotion of distinguished employees, on bringing to material and disciplinary responsibility violators of production and labor discipline. 5. Require employees to perform job duties and respect for the property of the employer and other employees, compliance with the internal labor regulations of the organization. 4. Responsibility of the director of the enterprise The director of the organization is responsible in the following cases: labor law Russian Federation. 2. For offenses committed in the course of their activities, within the limits established by the current administrative, criminal and civil legislation of the Russian Federation. 3.

Operations Director Job Description

The main areas of its activity: - develops a pricing policy, manages the development of the assortment and its classification; - chooses a strategy for cooperation with suppliers, standardizes and optimizes product stocks; - plans methods for managing customer flows; - analyzes the factors that influence consumer choice, analyzes behavior potential consumers, layouts of trading floors, rules for effective price tags; - builds an effective retail network management system, distributes responsibilities among staff; - provides a store automation and security system, preventive measures to reduce losses; - works with employees, improves the efficiency of an already functioning systems; - develops a strategy for improving the network (selection of the target audience, designation in the sales market, development of loyal programs, etc.).

Personal workers! please help me figure it out.

In his activities, the director of the organization is guided by:

• the legislation of the Russian Federation;
• the charter of the organization;
• this job description;
• internal labor regulations of the organization;
• decisions. (of the founder of the organization, General Assembly founders or other body)

2. Job responsibilities of the director of the enterprise Director of the organization: 1. Manages all types of activities of the organization in accordance with the current legislation. 2. Organizes the work and effective interaction of production units, workshops and other structural units. 3. Ensures that the organization fulfills tasks in accordance with the established quantitative and qualitative indicators, all obligations to suppliers, customers and banks. 4.

Responsibilities of the Operations Director

Managing the tasks of the founders of the company, including the General Director, employees (if they were hired), third parties, including freelancers, individuals and legal entities).

• Management of all design activities, including, but not limited to: UI (User interface)/UX(user experience) development and analysis, coordination of external designers work. custom
• interfaces and scripts, coordinating the work of external designers).
• Administration of product testing. (Product test management)
• Management of all marketing activities, including, but not limited to marketing strategy development, searching for creative and PR (public relations) agencies, exhibitions preparations.

Added to site:

Job description
Operations Director

1. General Provisions

1.1. The Director of Operations belongs to the category of managers and reports directly to the General Director of the organization (enterprise).

1.2. The position of Director of Operations is accepted by a person who has a higher professional education and at least [value] years of experience in senior positions in the relevant industry.

1.3. The director of operations is accepted and dismissed from work by order of the general director.

1.4. The Chief Operating Officer must know:

Legislative and regulatory legal acts regulating the administrative, economic and financial and economic activities of an organization (enterprise), resolutions of federal, regional and local authorities state power and controls that determine priority areas development of the economy and the relevant industry;

Methodological and regulatory materials of other bodies relating to the activities of the organization (enterprise);

Profile, specialization and features of the structure of the organization (enterprise);

Prospects for the technical, economic and social development of the industry and organization (enterprise);

Tax and environmental legislation;

labor law;

The procedure for compiling and agreeing on business plans for the administrative, economic and financial and economic activities of an organization (enterprise);

Market methods of managing and managing an organization (enterprise);

Basic principles and methods of forecasting;

The procedure for concluding and executing economic and financial contracts;

The procedure for the development and conclusion of labor agreements (contracts);

The procedure for the development and conclusion of sectoral tariff agreements, collective agreements and regulation of social and labor relations;

market conditions;

Scientific and technical achievements and advanced production experience in the relevant industry;

Economic and financial management of an organization (enterprise);

Organization of production and labor;

Rules for conducting inspections and documentary audits;

Fundamentals of office work;

ethics business communication;

psychology business relations;

Principles, methods of personnel management;

Strategic and marketing aspects of management;

Rules and norms of labor protection.

1.5. Professionally important qualities: [list qualities].

2. Job responsibilities of the employee

The Chief Operating Officer is responsible for the following:

2.1. Management of the daily financial and economic activities of the organization (enterprise) in accordance with the constituent documents.

2.2. Organization of work and effective interaction of all structural divisions of the organization (enterprise), taking measures to improve the efficiency of the organization (enterprise).

2.3. Management of all functional divisions of the organization (enterprise) through the heads of these divisions subordinate to him.

2.4. Provides:

Fulfillment of orders, orders of the higher management of the organization (enterprise);

Implementation and compliance with approved regulations, standards, instructions;

Organization of work of all departments for the implementation of approved plans;

Keeping records of the implementation of planned tasks;

Checking compliance with the deadlines for the submission of reporting and other documents.

2.5. Organization of administrative and economic activities on the basis of widespread use the latest technologies, progressive forms of management and organization of labor, scientifically based standards of material, financial and labor costs.

2.6. Together with the General Director, the development and implementation, as well as the improvement of organization (enterprise) management methods.

2.7. Participation in the development of the strategy of the organization (enterprise).

2.8. Planning the needs of the organization (enterprise) in resources and tools.

2.9. Control and improvement of business processes.

2.10. Budgeting for the entire organization (enterprise).

2.11. Management of all operations of the organization (enterprise) in terms of financial control.

2.12. Carrying out regular financial and economic analysis activities of the organization (enterprise). Informing the results of the analysis of the higher management.

2.13. Development and construction of organizational structure.

2.14. Planning the needs of the organization (enterprise) in personnel, making decisions on the hiring and dismissal of employees.

2.15. Taking measures to provide the organization (enterprise) with qualified personnel, rational use and development of their professional knowledge and experience, creation of safe working conditions for life and health, compliance with the requirements of environmental protection legislation.

2.16. Ensuring compliance with labor and production discipline, promoting the development of labor motivation, initiative and activity of the personnel of the organization (enterprise).

2.17. Control over the development and implementation of incentive schemes for personnel, depending on the priorities of the organization (enterprise).

2.18. Ensuring the right mix of economic and administrative methods guidance in discussing and resolving issues of material and moral incentives to improve performance, application of the principle of material interest and responsibility of each employee for the work assigned to him and the results of the work of the entire team, payment of wages on time.

2.19. Representing the interests of the organization (enterprise) in public authorities and in interactions with partners.

2.20. Ensuring that the enterprise fulfills all obligations to the federal, regional and local budgets, state non-budgetary social funds, suppliers, customers and creditors, including bank institutions, as well as economic and labor agreements (contracts) and business plans.

2.21. Protection of the property interests of the organization (enterprise) in courts, public authorities and administration.

3. Worker's rights

The Director of Operations has the right to:

3.1. Make proposals to higher management to improve the work of the organization (enterprise).

3.2. Independently make decisions and organize their implementation by employees of the organization (enterprise) within their competence.

3.3. Represent the interests of the organization (enterprise) in relations with individuals and legal entities, public authorities and administration.

3.4. Act on behalf of an organization (enterprise) without a power of attorney.

3.5. Open current and other accounts in banking institutions.

3.6. Dispose of the funds and property of the organization (enterprise) in compliance with the requirements of the relevant regulations, the charter of the organization (enterprise).

3.7. Conclude employment contracts (contracts).

3.8. Issue powers of attorney for civil law transactions, representation, etc.

3.9. Require the management of the enterprise to assist in the performance of its professional duties and exercise of rights.

3.10. For an additional vacation to the main one.

3.11. For all social guarantees provided for by law.

3.12. [Other rights under labor law].

4. Responsibility of the employee

The Operations Director is responsible for:

4.1. For failure to perform or improper performance of their official duties provided for by this job description - to the extent determined by the current labor legislation of the Russian Federation.

4.2. For causing material damage to the employer - within the limits determined by the current labor and civil legislation of the Russian Federation.

4.3. For offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal, civil legislation of the Russian Federation.

4.4. The executive director is personally responsible for the consequences of decisions made by him that go beyond his powers established by the current legislation, the Charter of the organization (enterprise), other regulatory legal acts, as well as:

For the results of the organization (enterprise);

For untimely or unreliable provision of information on the implementation of work plans by departments of the organization (enterprise);

For daily management and further development of the organization (enterprise);

For budgeting, for profit and loss both for the entire organization (enterprise), and within specific projects;

For failure to ensure compliance with labor discipline by employees of subordinate departments.

4.5. [Enter as required].

The job description was developed in accordance with [name, number and date of the document].

Head of Human Resources

[initials, last name]

[signature]

[day month Year]

Agreed:

[position]

[initials, last name]

[signature]

[day month Year]

Familiarized with the instructions:

[initials, last name]

[signature]

[day month Year]

Task:

• Formation (creation and implementation, enforcement, keeping up to date) of a system of standards for the company's operating activities, aimed at the effective achievement of business goals. Ensuring the most efficient processes to achieve targets.

Functional responsibilities:

• Creation, implementation and customization of a system of standards for the company's operations in terms of sales, logistics, service by territory and sales channels.
• Ensuring target indicators for each of the operational processes.
• Responsibility for achieving targets (setting goals, monitoring, adjustments).

Requirements:

• Experience in the position of Operations/CEO/Executive Director in large federal companies(federal retail + e-commerce.) at least 3 years
• Experience in developing and implementing operational standards (or key changes in processes) in federal companies with their own supporting processes (logistics, payment systems, etc.)
• Higher education + business education.
• Management competencies: Consistency, strategic vision, business understanding, focus on business results, ability to implement standards, team management. The ability to independently form a strategy and tactics for achieving business goals through the implementation of operational standards. Proactive attitude, high degree of independence.
• Personal characteristics: leadership, self-confidence, ability to negotiate, teamwork, openness, flexibility.

Conditions are discussed individually. Reporting to the CEO

Are you here

[organizational legal form,
name of organization, enterprise]

[position, signature, full name of the head or other
official authorized to approve
job description]

[day month Year]

Job description
Operations Director

1. General Provisions

1.1. The Director of Operations belongs to the category of managers and reports directly to the General Director of the organization (enterprise).

1.2. The position of Director of Operations is accepted by a person who has a higher professional education and at least [value] years of experience in senior positions in the relevant industry.

1.3. The director of operations is accepted and dismissed from work by order of the general director.

1.4. The Chief Operating Officer must know:

— legislative and regulatory legal acts regulating the administrative, economic and financial and economic activities of an organization (enterprise), resolutions of federal, regional and local government and government bodies that determine priority areas for the development of the economy and the relevant industry;

- methodological and regulatory materials of other bodies relating to the activities of the organization (enterprise);

- profile, specialization and features of the structure of the organization (enterprise);

— prospects for the technical, economic and social development of the industry and organization (enterprise);

— tax and environmental legislation;

— the procedure for compiling and coordinating business plans for the administrative, economic and financial and economic activities of an organization (enterprise);

— market methods of managing and managing an organization (enterprise);

— basic principles and methods of forecasting;

– the procedure for concluding and executing economic and financial contracts;

– the procedure for the development and conclusion of labor agreements (contracts);

- the procedure for the development and conclusion of sectoral tariff agreements, collective agreements and the regulation of social and labor relations;

— scientific and technical achievements and advanced production experience in the relevant industry;

- management of the economy and finances of the organization (enterprise);

- organization of production and labor;

- rules for conducting inspections and documentary audits;

- ethics of business communication;

— psychology of business relations;

— principles, methods of personnel management;

— strategic and marketing aspects of management;

- Rules and norms of labor protection.

1.5. Professionally important qualities: [list qualities].

2. Job responsibilities of the employee

The Chief Operating Officer is responsible for the following:

2.1. Management of the daily financial and economic activities of the organization (enterprise) in accordance with the constituent documents.

2.2. Organization of work and effective interaction of all structural divisions of the organization (enterprise), taking measures to improve the efficiency of the organization (enterprise).

2.3. Management of all functional divisions of the organization (enterprise) through the heads of these divisions subordinate to him.

— execution of orders, instructions of the higher management of the organization (enterprise);

— implementation and compliance with approved regulations, standards, instructions;

- organization of work of all departments for the implementation of approved plans;

- keeping records of the fulfillment of planned targets;

- Checking compliance with the deadlines for the submission of reporting and other documents.

2.5. Organization of administrative and economic activities based on the wide use of the latest technologies, progressive forms of management and organization of labor, scientifically based standards of material, financial and labor costs.

2.6. Together with the General Director, the development and implementation, as well as the improvement of organization (enterprise) management methods.

2.7. Participation in the development of the strategy of the organization (enterprise).

2.8. Planning the needs of the organization (enterprise) in resources and tools.

2.9. Control and improvement of business processes.

2.10. Budgeting for the entire organization (enterprise).

2.11. Management of all operations of the organization (enterprise) in terms of financial control.

2.12. Carrying out regular financial and economic analysis of the organization (enterprise). Informing the results of the analysis of the higher management.

2.13. Development and construction of organizational structure.

2.14. Planning the needs of the organization (enterprise) in personnel, making decisions on the hiring and dismissal of employees.

2.15. Taking measures to provide the organization (enterprise) with qualified personnel, rational use and development of their professional knowledge and experience, creation of safe working conditions for life and health, compliance with the requirements of environmental protection legislation.

2.17. Control over the development and implementation of incentive schemes for personnel, depending on the priorities of the organization (enterprise).

2.18. Ensuring the correct combination of economic and administrative management methods in discussing and resolving issues of material and moral incentives to improve performance, applying the principle of material interest and responsibility of each employee for the work assigned to him and the results of the work of the entire team, paying wages on time.

2.19. Representing the interests of the organization (enterprise) in public authorities and in interactions with partners.

2.20. Ensuring that the enterprise fulfills all obligations to the federal, regional and local budgets, state non-budgetary social funds, suppliers, customers and creditors, including bank institutions, as well as economic and labor agreements (contracts) and business plans.

2.21. Protection of the property interests of the organization (enterprise) in courts, public authorities and administration.

3. Worker's rights

The Director of Operations has the right to:

3.1. Make proposals to higher management to improve the work of the organization (enterprise).

3.2. Independently make decisions and organize their implementation by employees of the organization (enterprise) within their competence.

3.3. Represent the interests of the organization (enterprise) in relations with individuals and legal entities, public authorities and administration.

3.4. Act on behalf of an organization (enterprise) without a power of attorney.

3.5. Open current and other accounts in banking institutions.

3.6. Dispose of the funds and property of the organization (enterprise) in compliance with the requirements of the relevant regulations, the charter of the organization (enterprise).

3.9. Require the management of the enterprise to provide assistance in the performance of their professional duties and the exercise of rights.

labor law].

4. Responsibility of the employee

4.1. For failure to perform or improper performance of their official duties provided for by this job description - within the limits determined by the current labor legislation of the Russian Federation.

4.2. For causing material damage to the employer - within the limits determined by the current labor and civil legislation of the Russian Federation.

4.3. For offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal, civil legislation of the Russian Federation.

4.4. The executive director is personally responsible for the consequences of decisions made by him that go beyond his powers established by the current legislation, the Charter of the organization (enterprise), other regulatory legal acts, as well as:

- for the results of the organization (enterprise);

- for untimely or unreliable provision of information on the implementation of work plans by departments of the organization (enterprise);

— for daily management and further development of the organization (enterprise);

- for budgeting, for profits and losses both for the entire organization (enterprise), and within the framework of specific projects;

- for failure to ensure compliance with labor discipline by employees of subordinate departments.

4.5. [Enter as required].

The job description was developed in accordance with [name, number and date of the document].

Key Responsibilities of the Chief Operating Officer

I approve [position, signature, full name of the head or other official authorized to approve the job description] [day, month, year] M. P. 1. General provisions 1.1. The Director of Operations belongs to the category of managers and reports directly to the General Director of the organization (enterprise). 1.2. The position of Director of Operations is accepted by a person who has a higher professional education and at least [value] years of experience in senior positions in the relevant industry. 1.3. The director of operations is accepted and dismissed from work by order of the general director. 1.4.

Job Description Director for Operations

Professionally important qualities: [list qualities]. 2. Job responsibilities of an employee The following job responsibilities are assigned to the Operations Director: 2.1.

Management of the daily financial and economic activities of the organization (enterprise) in accordance with the constituent documents. 2.2. Organization of work and effective interaction of all structural divisions of the organization (enterprise), taking measures to improve the efficiency of the organization (enterprise).
2.3. Management of all functional divisions of the organization (enterprise) through the heads of these divisions subordinate to him. 2.4.

Chief Operating Officer

Job description of the operating director of the retail network

Job search tips, publications for job seekers Operations Director The Operations Director controls all the processes that take place in the structure of the enterprise, ensures the smooth operation of the network. A great responsibility lies on the shoulders of the manager, who oversees the points of sale and coordinates between them.

Today, there are not enough such specialists in the labor market in the country. In the future, new stores are planned to open, so the popularity of this profession will increase, as will their wages.
The main functions of the operational director The scope of duties of this specialist includes supervision over the quality of work performed and compliance with safety regulations, as well as the creation of a personnel motivation system, including Call-center operators.

Savepearlharbor

Education - higher, most often these are masters or people with a higher scientific title. The specialization that a director of operations has, as a rule, depends on the industry of the company.

Most often, people holding this position are part of the company's board or executive management. Particularly attractive in their work, most COOs find a wide area of ​​responsibility and a large number of tasks that have to be solved.
At the same time, the leaders of the operational direction, as a rule, consider critical or unstable conditions as a favorable working environment in which it is necessary to see new trends and find new prospects for business development.

Job description of the director of the enterprise

This specialist will be able to take on the responsibility of maintaining a new strategic direction, leading the implementation of a set of measures that increase the efficiency of the company. In this case, you should choose applicants who have charisma, they should attract attention to themselves in order to interest employees with their ideas, lead the staff to achieve the goals of the organization.

Independently make a decision on the promotion of distinguished employees, on bringing to material and disciplinary responsibility violators of industrial and labor discipline. 5. Require employees to fulfill their labor duties and respect the property of the employer and other employees, comply with the internal labor regulations of the organization. 4. Responsibility of the director of the enterprise The director of the organization is responsible in the following cases: 1. For improper performance or non-performance of his official duties provided for by this job description, to the extent established by the labor legislation of the Russian Federation. 2. For offenses committed in the course of their activities, within the limits established by the current administrative, criminal and civil legislation of the Russian Federation. 3.

Operations Director Job Description

The main areas of its activity: - develops a pricing policy, manages the development of the assortment and its classification; - chooses a strategy for cooperation with suppliers, standardizes and optimizes product stocks; - plans methods for managing customer flows; - analyzes the factors that influence consumer choice, analyzes behavior potential consumers, layouts of trading floors, rules for effective price tags; - builds an effective retail network management system, distributes responsibilities among staff; - provides a store automation and security system, preventive measures to reduce losses; - works with employees, improves the efficiency of an already functioning systems; - develops a strategy for improving the network (selection of the target audience, designation in the sales market, development of loyal programs, etc.).

Personal workers! please help me figure it out.

In his activities, the director of the organization is guided by:

• the legislation of the Russian Federation;
• the charter of the organization;
• this job description;
• internal labor regulations of the organization;
• decisions. (of the founder of the organization, the General Meeting of Founders or other body)

2. Job responsibilities of the director of the enterprise Director of the organization: 1. Manages all types of activities of the organization in accordance with the current legislation. 2. Organizes the work and effective interaction of production units, workshops and other structural units. 3. Ensures that the organization fulfills tasks in accordance with the established quantitative and qualitative indicators, all obligations to suppliers, customers and banks. 4.

Responsibilities of the Operations Director

Managing the tasks of the founders of the company, including the General Director, employees (if they were hired), third parties, including freelancers, individuals and legal entities).

• Management of all design activities, including, but not limited to: UI (User interface)/UX(user experience) development and analysis, coordination of external designers work. custom
• interfaces and scripts, coordinating the work of external designers).
• Administration of product testing. (Product test management)
• Management of all marketing activities, including, but not limited to marketing strategy development, searching for creative and PR (public relations) agencies, exhibitions preparations.

I did a good job, but I didn't want to do eight presentations a day. It was hard for me and for the company. By firing myself from sales, I was firing one of my most productive salespeople.

BTW: As an ID/Founder, you will often find yourself doing things you don't like. In the end, you will need to find someone to do it for you - or you will just burn out at work.

At the beginning of work on the second mission, at the next meeting, one of our engineers asked: “Andy, I know that you work hard, but what exactly do you do?”. We all laughed and I explained what I was working on.

But I felt like an impostor, because I was fulfilling my previous mission as an ordinary employee.

Taking measures to provide the organization (enterprise) with qualified personnel, rational use and development of their professional knowledge and experience, creation of safe working conditions for life and health, compliance with the requirements of environmental protection legislation.

2.16. Ensuring compliance with labor and production discipline, promoting the development of labor motivation, initiative and activity of the personnel of the organization (enterprise).

Control over the development and implementation of incentive schemes for personnel, depending on the priorities of the organization (enterprise).

IT Operations Director Job Responsibilities

Management has the right to:

• Provision of everything necessary for the performance of their functional duties;
• The rights provided for by the employment contract with the administration of the organization;
• Making demands on the employees of the organization to comply with the rules for handling and operating the assigned computer technology, office equipment and appliances.

1. Responsibility.

The Head of Department is responsible for:

• Providing the working process with technical means, timely communication, etc.;
• Compliance with safety and labor protection when working with machinery;
• Ensuring the safety of information constituting a trade secret or belonging to the category for official use.

1. Relationships, connections by position.

It is ideal to find an employee who already has useful connections so that he can help the company to establish contacts with potentially useful people for business.

Receiver

Some organizations for the position of chief operating officer are looking for a person to whom it will be possible to transfer control of the company later. In this case, it is very important to find a professional who can continue the business in the same direction.

Partner

Another type of significance of the position of the chief operating officer is a partner. Here it is important that the general and the executive share common values.

Bossa Office information technologies

1. General provisions.

1.1 The scope of activity of the Head of the Department is within the framework of the operation of the computer park of the organization, installed on it operating system, applications, communication programs, etc.

1.2 The Head of the Department in his activities is guided by the laws of the Russian Federation, the Charter, decisions of the meeting of the organization, orders of the director of the organization.

1.3 The Head of the Department belongs to the category of specialists of the organization.

Often, the head of the IT department is involved in project management. In this case, he has to give priority to the implementation of a specific task for a certain period of time.

In addition, the head of the information service has the ability of a leader and is able to properly arrange the overall work process.

To manage an IT department, you need to understand all the nuances of its activities.

In this case, you should choose applicants who have charisma, they should attract attention in order to interest employees in their ideas, lead the staff to achieve the goals of the organization. If the company needs such an employee, then you need to look for a professional with great a store of knowledge, experience and proof of their implementation in practice.

Operations Director

Independently make a decision on the promotion of distinguished employees, on bringing to material and disciplinary responsibility violators of industrial and labor discipline. 5. Require employees to fulfill their labor duties and respect the property of the employer and other employees, comply with the internal labor regulations of the organization.
4.

3.7. Conclude employment contracts (contracts).

3.8. Issue powers of attorney for civil law transactions, representation, etc.

3.10. For an additional vacation to the main one.

3.11. For all social guarantees provided for by law.

3.12. [Other rights under labor law].

4. Responsibility of the employee

The Operations Director is responsible for:

You can Download IT Director job description for free. Job Responsibilities IT director

_____________________________ (Surname, initials)

(name of organization, its ________________________________

organizational and legal form) (director; other person authorized

approve job description)

The head of the information technology department organizes the work of the IT department, solving a variety of technological and personnel issues, making tactical decisions and carrying out strategic planning. This position is held by an experienced IT professional who receives digital service requests from all employees, determines the scheme for their satisfaction, issues orders to performers and monitors the final results.

In some firms, the CIO reports to the Deputy General Manager for IT or another top manager.

And sometimes the same person can combine the leadership of the IT department and the status of deputy CEO. Until recently, the goal of IT professionals was to implement digital technologies in an enterprise that previously operated virtually without the use of computers.

Chief operating officer: job description

Job Responsibilities of the Chief Operating Officer Typically, the Chief Operating Officer is the 2nd person in a company who manages and controls the operations of the company and later of the group of companies. In some companies, the COO is subordinate to the CEO.

In others, the COO reports to the founders/shareholders of the company. I am also familiar with companies where the COO is the Deputy General Director.

Job Description Director for Operations

Professionally important qualities: [list qualities].

The article was written based on materials from sites: prom-nadzor.ru, law-uradres.ru, kvizroom.ru.

The COO is charged with the day-to-day administration and operation of the business. Typically, the COO reports directly to the Chief Executive Officer (CEO) and is considered second in command. In some corporations, the chief operating officer is also known as the executive vice president of operations.

BREAKING DOWN "COO - COO"

While the CEO is concerned with the long-term business goals and prospects for the company, the COO's primary task is to execute the company's business plans in line with its business model. In other words, the CEO makes the plans and the COO implements them. For example, a CEO might look at declining market share and decide that the company needs to focus more on quality control and building the reputation of its customer base. Similarly, in order to improve quality control, the COO may task the labor resources hire better supervisory personnel. The CEO determines the specifics needed to carry out the CEO's master plan. Where the CEO may be more closely tied to a long-term focus, the COO is more likely to be responsible for daily, quarterly, or other periodic results. He is also involved in strategic planning for the future and may create initiatives to expand the organization's product lines or markets.

Role of the COO

The specific role of the COO depends on the strengths and preferences of the company's CEO. Sometimes the COO does it all internal affairs of the company, while the CEO focuses on being the public face of the company. In this case, the COO may be responsible for production, research and development, and even marketing. In many cases, the COO is chosen specifically to complement the strengths and weaknesses CEO or working with a CEO who prefers to function as a member of the leadership team.

The main operators are responsible for implementing the strategies proposed by the CEO and the rest of the company's management. In an entrepreneurial situation, the COO may have significantly more experience than the CEO, who may be the founder of the company. In this case, the COO is expected to remind the CEO in the early stages of business development.

If you were to categorize the general day-to-day responsibilities of the COO, they would include overseeing the day-to-day operations of the company, communicating with the CEO on a daily basis, developing strategies and policies for operations, communicating operating strategies to employees, aligning employees with company goals (and vice versa), and also overseeing the development of human resources.

As mentioned earlier, the main reason why the day-to-day responsibilities of the COO can be so ambiguous is because the COO role is primarily based on the needs of the CEO. With this in mind, there are usually seven types of COOs that fill specific needs within companies:

An executive who leads the implementation of the company's strategies.

A change agent who is hired to lead a new initiative, such as organizational change.

A mentor who came on board to mentor junior or new team members in the company.

MVP COO who has been promoted internally to ensure they are not lost to a competitor.

Other common types of COO hired specifically to help the CEO:

A COO who has been declared a fall or addition to the CEO.

A partner operator assigned to an executive director.

An heir who becomes chief operator who must learn from the CEO, with the expectation that he will eventually take the position of CEO.

Chief Operating Officer VS. Chief operating officer

In general, the chief executive officer (CEO) is considered the highest officer in the company, with the president second in command. However, many variations can take place in corporate governance and corporate structure, so the roles of president and president may differ from firm to firm. For this reason, it is important to have general idea about the corporate environment and how different positions ultimately fit into it.

First of all, the board of directors is elected by the shareholders of the company and usually consists of internal directors (senior officers of the company) and external directors ( individuals regardless of the company). Board sets policy corporate governance and makes decisions on corporate "big picture" matters. Because the board is responsible for executive functions and the CEO is responsible for integrating company policy into day-to-day operations, the CEO often (but not always) fills the role of chairman of the board.

Another factor that determines the positions of company officials is corporate structure. For example, a corporation with many different businesses (a conglomerate) may have one CEO who oversees many presidents, each of whom manages a different conglomerate business and reports to one CEO. In company with subsidiaries it would be unusual for a single person to serve as president and president. Presidents often hold the position of Chief Operating Officer (COO).

Keep in mind that these are examples of common scenarios. The CEO is not always the chairman of the board, and the president is not always the chief operating officer. The ultimate goal of corporate governance is effective management relationships between owners and decision makers, and increasing shareholder value.

Qualifications for the position of Chief Operating Officer

The chief operating officer usually has great experience work in the field in which the company operates, and often worked his way through the ranks for at least 15 years. He or she has both business and management experience, as well as extensive experience in practices, policies, and procedures in their field. Since she is responsible for leading the work of departments and personnel below her, the COO position typically requires strong leadership skills as well as the ability to approach to situations from a creative point of view. COOs typically hold a bachelor's degree and often hold other relevant degrees and certifications.