Management personnel include employees who perform management functions or contribute to their implementation, i.e., professionally involved in the management process and included in the management apparatus.
There are various classifications of management personnel: by job description, levels (steps) in the management hierarchy, special education, industries, etc. However, the basic classification is the classification of employees in the process of making and implementing decisions. On this basis, management personnel are divided into three large groups: managers, specialists and support staff (technical performers). Each of these groups of management personnel occupies a specific place in the management system, is characterized by features professional activity, as well as the system vocational training.
Leaders
Managers are employees who lead the relevant team, direct and coordinate the work of the entire management apparatus or its individual links, monitor and regulate the activities of the team in fulfilling the tasks set and achieving goals. Managers are divided into line and functional. Line managers are persons acting on the basis of unity of command, responsible for the state and development of the organization or its separate, institutionalized part (association, enterprise, workshop, site, brigade). Functional managers include persons responsible for a specific functional area of work in the management system and heading units that perform specific management functions (committees, departments, bureaus, etc.). Managers are also classified by levels of management. For example, the leaders of the links are linear: grassroots (foremen, heads of sections, workshops, etc.), middle (heads of buildings, directors of enterprises, chief specialists of associations) and higher (heads of central departments, ministers, chairmen of committees, etc.) . The control hierarchy is schematically illustrated in fig. 8.4.
Specialists
Specialists are specialized workers who, on the basis of the information they have, develop options for solving individual specific, usually functional, issues of an industrial or managerial nature. Management specialists are classified according to management functions and their professional background. There are chief specialists, leading specialists, specialists of various categories and classes, etc. Specialists include engineers, economists, accountants, lawyers, psychologists, sociologists, etc.
Technical performers
Auxiliary technical personnel are employees who serve the activities of managers and specialists. As a rule, they are classified by control operations. Such workers include secretaries, typists, technicians, computer operators, archivists, draftsmen, laboratory assistants, etc. Technical performers have narrow and specific professional training, are designed to provide technical assistance managers and management specialists, in particular, in the development and implementation of management
Rice. 8.4.
decisions (collection, primary processing, storage and issuance of information, accounting, control, etc.).
This classification of management personnel makes it possible to clearly formulate the requirements for each employee depending on his belonging to a particular group and to organize the system of their selection, training and rational use. The difference in the functions of individual categories of management personnel determines the specifics of working with them, the need to set special tasks, use special forms and methods personnel work.
All categories of personnel are important, because everyone knows the fact that personnel is everything. Personnel is the main resource of any organization. The quality of services and products that the company supplies to the market depends on the work of employees. In order to avoid costs, it is important to understand what the composition and size of the organization's staff should be. These indicators are determined depending on the volume of consumer demand. The right approach to recruitment provides the company with high competitiveness.
Main categories of personnel and their characteristics
According to All-Russian classifier professions and positions all the personnel of the enterprise is divided into two main categories. Classification of personnel by categories:
- professions of workers;
- employee positions.
Working professions are not popular enough, especially among young people, but they are still very common. Representatives included in this group are mainly divided into the following types of workers:
- support staff. This division of the above classification of personnel includes those who serve the production (driver, cleaner, secretary, etc.).
- the main personnel are those who are directly involved in the production process (turner, seamstress, etc.).
Officials are also divided into types:
- managers (director, chief specialists, etc.);
- technical performers (secretaries, forwarders, etc.);
- specialists (engineers, lawyers, economists, etc.).
Additionally, there is a classifier of positions and professions, that is, both workers and employees are divided into different types of personnel.
Worker classification:
- types of production and work (production of cotton wool or drilling of wells);
- tariff categories (1-8);
- qualification classes (1-3);
- forms and systems of remuneration (simple, piecework, bonuses);
- working conditions (normal, difficult and harmful);
- the degree of mechanization of labor (manually, on machines);
- derivative professions (senior, assistant).
The positions of employees are classified according to the following criteria:
- category of positions (head, specialist);
- derivative position (chief, junior, second, district);
- qualification class (first, third, highest).
Of course, few people delve into such a thing as the classification of enterprise personnel. And, perhaps, for the first time you heard about the existence of the All-Russian classifier of professions and positions.
What influences category membership?
For most people, the categories of personnel depend on the level of education. Therefore, one of the important criteria for the employer is the availability of a certain education from the employee. At the same time, an important indicator is the presence of experience in a particular direction. Of course, there are positions that you can take without having any work experience or education. Regardless of the classification of the employee, all categories of employees work in accordance with labor laws. At the same time, both management staff and workers have the same rights and obligations prescribed in the labor code.
We discussed various groups of personnel. Now it is important to consider the organizational structure of the enterprise.
Of course, it is important to understand that the structures of enterprises are completely different. For example, the structure of a manufacturing company metal doors, will be significantly different from the enterprise retail goods for children.
How to manage different categories of personnel?
There are several main types of organizational structures for managing an organization:
- linear;
- functional;
- linear - functional;
- divisional;
- matrix.
Each of the presented structures represents a clear system with its own rules.
Linear organizational structure of management
With linear management, there is a clear distinction - who and whose instructions performs and is responsible for what. To achieve a certain result, the manager gives a specific assignment to a specific employee. In turn, this employee transfers specific instructions to other employees, that is, he entrusts one task to one, another task to another, and so on. But in the end, one overall result should be obtained. Thus, each executor is responsible for the performance of work on a specific assignment of a specific superior employee.
With such a structure, there is a high risk that if somewhere someone incorrectly fulfills the order, then the result will not be the same. The responsibility for the correct formulation of the problem is very high. If suddenly someone gets sick, it will be difficult to immediately replace it without compromising the production process. The biggest disadvantage of such a system is that if it suddenly becomes necessary to make adjustments, then you will not have to rely on efficiency. This structure is useful in small organizations.
Functional and linear - functional organizational structure of management
The performance of individual tasks is assigned to a separate unit specializing in separate form activities. The headquarters, consisting of line and functional managers, coordinates instructions and transfers them to performers. This structure allows functional managers to take some of the burden off themselves. The line manager, on the contrary, is more loaded, since he has to take part in the interaction of functional managers with executive departments. At the same time, the performers carry out instructions from both the line manager and the functional one, which leads to difficulties in mutual coordination, that is, instructions may differ, for example, in terms of priority. There is a reduction in responsibility and the risk of delay in obtaining the final result. There are also difficulties in coordinating activities, and it is impossible to quickly resolve issues that arise in the course of work.
Under this system, the main figure is the head of the unit.
The line manager gives instructions to the functional one, and he, through his assistants, distributes the assignments between the performers. With this organizational structure personnel management increases responsibility for the result of the work of each unit, which entails a weakening of the relationship between these units. As a result, it is difficult to understand whether the organization's work will be done correctly and on time.
Divisional and matrix management structure
With this management structure, the decisive role is assigned to the heads of the unit. The head of the department is full responsibility for the performance of the work for which the department is responsible. At the same time, functional managers also report to the head of the production unit.
A project manager and responsible executors in each of the departments are also appointed. The line manager assigns a specific project to each project manager. The project manager determines who and in what time period must perform this or that work, which will lead to the fulfillment of the task set by the line manager regarding a specific project.
As you can see, there are a lot of organizational management structures, but they are not perfect. Therefore, organizations are forced to develop their structures by improving existing structures that will most beneficially contribute to development. The larger the organization, the more complex the structure and the more it needs to be constantly refined.
The advantages of this or that structure is necessarily the possibility of prompt decision-making and changes in the course of work. It is important that you can clearly trace the area of responsibility of each of the employees. 
You can clearly see all the complexity on the example of the Ministry of Health Russian Federation. Just think about the scale of the activity, how many people of various categories are involved so that we can receive quality medical care. Of course, changes will be constantly made to the work of the ministry, which we are observing. There are new diseases, new methods of treatment, new specialties. Take the composition of specialists working in polyclinics in 1980 and now, of course, we will notice that there are more of them.
For effective management The organization needs to understand that at different times in the development of the organization there are different periods. Either we can observe the greatest leap in development, then a slower one, then a period of stagnation may occur. It is during an increase in demand that we must not forget to review the management structure of the organization. Otherwise, there will be a chance to miss something, then the organization will begin to lose its competitiveness, and there will be a decline in demand.
A.V. Solovyov
Deputy Head of the Department of Regulation and Labor Productivity
Management of payment, rationing and labor productivity
Ministry of Labor of Russia
Please explain who belongs to the AUP (administrative and managerial personnel), to the ITR (engineering and technical workers)?
O.A. Volkova,
Syzran, Samara region
Recently arose controversial issue, who do we still refer to as "administrative and managerial personnel"? Directors, heads of workshops and sections, foremen - this is understandable. And what about specialists (economists, accountants, engineers), other employees (secretaries, cashiers, etc.)? To be honest, what kind of managers are they? Maybe you can tell me and advise something interesting?
M. Dove,
Moscow city
The answer to the question about the content of the terms "administrative and managerial personnel" (AMP) and "engineering and technical workers" (ITR), as well as the legality of their use, must be sought in the Labor Code of the Russian Federation and other regulatory legal acts.
From article 15 Labor Code RF follows that the personnel of the organization may consist of employees performing labor function:
1) in a certain specialty;
2) for a certain qualification;
3) for a certain position.
Each of these categories requires additional commentary.
The number of employees performing a labor function in a particular specialty includes persons who have acquired the relevant specialty after completing training in the manner prescribed by the standards of the Ministry of Education of Russia.
At the conclusion employment contracts with the employer, persons with a certain specialty apply for a replacement vacancies this organization. The names of the positions of employees of a particular organization are determined according to the All-Russian Classifier of Professions of Workers, Positions of Employees and tariff categories(OKPDTR) and the Qualification Directory for the positions of managers, specialists and other employees.
Since a qualification is understood as both a profession and a specialty, according to the existing tradition, the number of workers performing a labor function according to a certain qualification includes only persons who have been trained to obtain the corresponding profession. In other words, this category of workers includes workers, and the names of their professions are determined based on the mentioned OKPDTR and the Unified Tariff and Qualification Reference Book of Works and Professions of Workers (the corresponding issue).
The number of employees performing a labor function in a certain position, logically, can include both persons who have a diploma of conferring the corresponding specialty, and persons who do not have vocational education or have a specific profession. But since the category of specialists has already been selected for persons who have a diploma of conferring the corresponding specialty, it is legitimate to include persons who do not have professional education or have a certain profession to the category of workers performing a labor function in a specific position.
The performed analysis does not yet provide answers to the questions posed. Therefore, we turn to OKPDTR. It consists of two sections: professions of workers and positions of employees.
The second section of OKPDTR (positions of employees) was developed on the basis of the Unified nomenclature of positions of employees, Qualification Handbook positions of managers, specialists and other employees, current regulatory legal acts and other normative documents on issues of remuneration, taking into account the names of positions used in the economy.
The category of employees in OKPDTR is represented by:
1) leaders;
2) specialists;
3) other employees.
However, reference to this document also does not provide answers to the questions posed. Therefore, we will try to find them in the Unified nomenclature of positions of employees (UNDS), approved back in 1967 by the USSR State Labor Committee (Decree No. 443 of 09.09.1967). It is based on the classification of employees according to the nature of their work. Based on this feature, the UNDS provided for the classification of workers into categories, and within each category into groups.
According to UNDS, managers are classified depending on the object of management:
- heads of organizations (in their legal concept provided for by the Civil Code of the Russian Federation);
- heads of services and departments in organizations.
The leaders include their deputies.
Specialists are classified depending on the nature of the functions they perform or the field of activity:
- specialists engaged in engineering, technical and economic work;
- specialists engaged in agricultural, zootechnical, fish breeding and reforestation work;
- professionals employed medical care, public education, as well as workers of science, art and culture;
- specialists employed in international relations;
- Legal professionals.
As can be seen, the number of specialists included workers engaged in both economic and engineering work. That is why, employees of this category are called engineering and technical workers (ITR).
Technical performers are classified depending on the types of work they perform:
- technical performers involved in accounting and control;
- technical performers involved in the preparation and execution of documentation;
- technical performers engaged in economic services.
A good example of the subsequent classification of categories of employees is the Decree of the Government of the Russian Federation of October 14, 1992 No. 785 “On differentiation in the levels of remuneration of workers public sector based on the Unified tariff scale"(as amended on December 20, 2003). Thus, the following positions belong to the category of "leaders" in accordance with the above-mentioned resolution:
1) managers: a storage room, an archive, a pass office, a photocopying office, a photographic laboratory, an economy, an expedition, an office, a typewriting bureau, a warehouse;
2) site foreman (including senior);
3) chiefs: department, section (shift), shop;
4) chief specialist;
5) the head of the organization.
The category "technical executor" includes: an on-duty pass office, a copyist, an orderly, a timekeeper, an accountant, a freight forwarder, an agent, a clerk, a secretary, a typist secretary, an accountant, a draftsman, a cashier (including a senior), a typist, a freight forwarder, a collector (including senior), secretary-stenographer, statistician, others.
The emphasis on these two categories is not accidental. The fact is that the terms denoting categories of personnel are haphazardly applied not only by personnel managers, but also by the legislator himself. Thus, the term "technical and managerial personnel" is used without any explanation in article 264 (subparagraph 19 of paragraph 1) tax code RF and in other acts of tax legislation. Based on the foregoing, in order to apply the mentioned norm of the Tax Code of the Russian Federation, “technical and managerial personnel” should be understood as employees who are employed in the relevant positions from the above categories - “managers” and “technical performers”. Naturally, this is not an exhaustive list of persons related to technical and managerial personnel.
Based on the foregoing, it can be concluded that the distribution of employees by categories of personnel should be carried out in accordance with OKPDTR and UNDS.
As for the term "administrative and managerial personnel" (AMP), it was used during the period of organizing and conducting a one-time accounting of the number and distribution of persons working in their positions as of September 15, 1990 (directive letter of the Goskomstat of the RSFSR dated July 17, 1990 No. 6- 7-107). In order to carry out this accounting, on 06/03/1988 the USSR State Labor Committee, the USSR State Statistics Committee and the USSR Ministry of Finance approved the Nomenclature of positions management personnel enterprises, institutions and organizations to develop accounting forms for this personnel. At present, the State Statistics Committee of Russia does not use this Nomenclature. Therefore, based on legal aspect problems of terminology in personnel management, the use of the term "administrative and managerial personnel" is currently unreasonable.
The term "engineers and technical workers" is also somewhat outdated, and the legitimacy of its use is the same as that of the regulatory legal act that approved the UNDS in 1967.
Human Resources - this is the part of the population of working age that has the necessary physical development, knowledge and practical experience to work in the national economy. To labor resources include both employed and potential workers.
The personnel of the enterprise (personnel, labor collective)- This is the totality of employees included in its payroll.
All employees of the enterprise are divided into two groups:
- industrial and production personnel engaged in production and its service;
- non-industrial personnel
, employed mainly in the social sphere of the enterprise.
By the nature of the functions performed, industrial production personnel (PPP) are divided into four categories: workers, managers, specialists and technical performers (employees).
workers - these are employees directly involved in the production of products (services), repairs, movement of goods, etc. They also include cleaners, janitors, cloakroom attendants, security guards.
Depending on the nature of participation in manufacturing process workers, in turn, are divided into main (producing products) and auxiliary (serving the technological process).
Leaders - workers holding positions of heads of enterprises and their structural divisions(functional services), as well as their deputies.
Specialists - employees performing engineering, economic and other functions. These include engineers, economists, accountants, sociologists, legal advisers, raters, technicians, etc.
Technical performers (employees) - employees involved in the preparation and execution of documents, economic services (clerks, secretaries-typists, timekeepers, draftsmen, copyists, archivists, agents, etc.).
Profession - a certain type of activity (occupation) of a person, due to the totality of knowledge and labor skills acquired as a result of special training.
Speciality - a type of activity within a particular profession that has specific features and requires additional special knowledge and skills from employees. For example: an economist-planner, an economist-accountant, an economist-financier, an economist-labor worker within the framework of the profession of an economist. Or: fitter, fitter, plumber within the framework of the working profession of a locksmith.
Qualification - the degree and type of professional training of an employee, his knowledge, skills and abilities necessary to perform work or functions of a certain complexity, which is displayed in qualification (tariff) categories and categories.