Questions:

1. Division and cooperation of labor.

2. The principles of the organization of labor collectives.

3. Forms of organization of labor collectives.

4. Methodology for substantiating the size of labor collectives.

1 question. Division of labor.

The division of labor means that each worker performs a relatively narrow range of operations. The division of labor determines the division of workers by profession and specialty.

The economic significance of the division of labor is the parallelism of work, i.e. simultaneous execution of different types of work by different performers.

The condition for the division of labor is large volumes of production, which make it possible to provide work for each performer who performs a relatively small range of operations on a daily basis.

Thus, with an increase in production volumes, the need for specialized workers increases, the training of which requires less costs, and the quality of training improves (compared to multi-functional workers).

There are 3 types of division of labor:

1. General - the division of labor within society. For example, the national economy is divided into sectors: industry, agro-industrial complex, trade, construction, etc.

2. Private - division of labor within the industry. So, the agro-industrial complex (agro-industrial complex) is divided into 3 spheres: production of means of production, agricultural production, product processing.

3. Single - division of labor within the enterprise. This kind of division of labor has 4 forms.

a) Functional division of labor - the isolation of individual groups of workers depending on their role in production.

These are groups of workers:

Permanent, seasonal, temporary;

Engineering and technical workers, office workers, workers, junior service personnel;

The main workers involved in the technological process (for example, milkmaids, machine operators, locksmiths, drivers) and auxiliary workers who are not involved in the technological process, but contribute to its implementation (for example, storekeepers, workers at loading and unloading, quality control, etc. ).

b) Technological division of labor - the isolation of groups of workers depending on the technology of production. For example, workers serving a dairy herd, pigs, poultry, etc., or workers in vegetable growing, field cultivation, floriculture, etc.

c) Operational division of labor - individual groups of workers specialize in performing one or more related labor operations.

For example, in animal husbandry: milkmaids, feedmen, locksmiths, cattlemen.

d) Qualification division of labor - the separation of groups of workers depending on the level of their qualifications, which is characterized by class or wage category. The basis of this division is the different nature of the work and the level of knowledge and skills of the employee. For example, tractor drivers can have 1, 2 or 3 categories and, in addition, depending on the power of the tractor on which they work, they are paid for 6-9 categories of the unified tariff scale.

The division of labor increases the total output, because workers acquire the necessary skills faster and, therefore. Their labor productivity increases.

But, on the other hand, with an excessive division of labor, labor becomes monotonous, tk. short-term operations are performed.

Therefore, when choosing forms of division of labor, it is necessary to take into account the economic and social boundaries of the division of labor, the violation of which reduces efficiency and worsens working conditions.

Economic boundaries (rules):

The total time spent on manufacturing products should not increase with the division of labor;

Equal distribution of labor between employees for high-quality performance of work on time;

The use of personnel in the acquired specialties, work experience, t. To. this eliminates the need for professional reorientation);

Creation of conditions for advanced training, improvement of methods and techniques of labor, which leads to an increase in labor productivity.

Social boundaries:

Elimination of monotony to reduce fatigue, increase the content and productivity of labor;

The combination of professions, which brings variety to the content of labor, improves the use of working time, smooths out the seasonality of agricultural production.

Combining professions - additional work in a related profession. Combining duties (functions) - additional duties of another performer while preserving the profession. Significance: the efficiency of the use of labor resources increases.

The division of labor also presupposes its reasonable cooperation (unification). Labor cooperation - it is a form of organization of work of a certain number of workers who jointly carry out one or more interrelated labor processes.

There are 2 types of labor cooperation: simple and complex.

Simple cooperation is the process of combining the labor of a group of workers in order to perform homogeneous work. For example, weeding or picking seedlings of vegetable crops. A characteristic feature of simple cooperation is the use of manual, insufficiently specialized labor and a low level of mechanization of labor processes.

Complex cooperation is a higher level of labor organization, which is accompanied by a higher economic efficiency of such labor.

Cooperation of labor is carried out in various forms and corresponds to each type and form of division of labor. For example, such forms of cooperation as different branches of the national economy correspond to the general division of labor; private division of labor - various types of agricultural enterprises; to a single unit - subdivisions within the enterprise, for example, tractor and field-crop brigades, livestock farms, a car garage, a repair shop.

2 question. The principles of the organization of labor collectives.

Organization (enterprise) is a complex socio-technical system. In which there are three subsystems: technical (a set of jobs), economic (a set of financial and investment flows; costs, results, profit distribution) and a social subsystem (an association of workers who jointly produce goods and services).

An enterprise is a collection of people, which is understood as a work collective. The structure of the labor collective is certain socio-economic groups - as an association of workers according to any criteria: by the complexity of work, by profession, qualifications, etc. There are many types of groups in an organization: primary and secondary, small and large, formal and informal, real and conventional. As a result - the socio-demographic structure of the workforce (gender, age, marital status) and the professional and qualification structure of the workforce (education, length of service, qualifications). The structure of the labor collective affects the reserves for the growth of labor productivity, the placement of personnel and the training of workers

The primary labor collective is the collectives of the structural divisions of the enterprise (tractor-field, vegetable-growing brigades, brigades for servicing the dairy herd, fattening animals, a car garage brigade, a repair shop, etc.)

All primary labor collectives have a formal (strictly defined functions of each employee) and informal (personal relationships between people) environment. So that these two environments do not contradict each other (in relation to the implementation of labor processes and an increase in labor productivity), it is necessary to observe 4 principles of organizing work collectives:

1. Optimality of the size for a more rational use of the resource potential (land, workers and equipment) and the creation of a more favorable moral and psychological climate in the team. Regularity: the larger the team, the better the technique is used, but the more difficult it is with the psychological climate.

2. Voluntariness, i.e. teams should be formed on a voluntary basis as a guarantee of creating positive interpersonal relationships.

3. Constancy of the composition, i.e. personnel, fixed premises, equipment, machinery, land and animals. At present, when land and property are divided into shares in collective-share enterprises, it is desirable to form collectives on a share basis. That is, for example, the area of the brigade's fields should be equal to the sum of land shares of the members of this brigade plus rent from non-working pensioners, livestock workers, management staff, etc. And production assets - equal to the sum of property shares plus rent. This approach to the formation of collectives is of great psychological importance: a sense of the owner is developed, the common goal is that the land should not deteriorate, and the property share should increase, because dividends depend on its size. Thus, the overall motivation of employees for conscientious and productive work increases.

4. Production independence. Its limits depend on how much authority the management apparatus transfers to structural units. There are 2 options:

The subdivisions are informed of the production plan and the cost limit (the most common option);

Subdivisions are on self-financing, they are only informed about the norms of deductions from proceeds for production management, to the reserve fund, to the enterprise development fund. The rest of the proceeds remains at the disposal of the division and is distributed to cover material costs, wages and, at the decision of the team, to develop production in the division.

3 question. Forms of organization of labor collectives.

The main form of organization of labor collectives is a production team.

The classification of labor collectives can be based on 3 criteria:

1. by industry basis. Labor collectives can be crop, livestock, repair shops, etc.

2. on a temporary basis. Labor collectives can be permanent or temporary.

3. on a technological basis. Work collectives can be complex and specialized.

Forms of organization of labor collectives in plant growing.

All work collectives are subdivided into permanent and temporary. Permanent work groups can be complex or specialized.

Constants - i.e. functioning for a long time. These are tractor and field-crop brigades (TPB).

Complex TPB - are engaged in the cultivation of several agricultural products. crops, a crop rotation is assigned to them, therefore, the fields of such a brigade are large and a large number of workers (15-30 people or more).

Advantages of complex units:

Because a large team, then all work can be done on their own, without the involvement of temporary workers, which means they always work "for themselves";

There are not many complex teams at the enterprise (1-4), therefore, they have a high concentration of equipment, which is used more rationally and is more fully loaded;

The workload of machine operators with work in a complex brigade is high, up to 80% (100% does not happen due to the seasonality of production), and, therefore, they get the main income here and from a psychological point of view, work in such a brigade is considered the main one;

The machine operators work in the entire crop rotation and are therefore interested in improving the quality of all fields.

The disadvantage of complex units is a difficult psychological climate in the team due to the large number of workers, the frequency of conflicts is higher, the issues of advancing machine operators before receiving the products are more difficult to solve, payment should be based on the quality of field work.

Specialized TPB (or links) are engaged in the cultivation of one agricultural plant. culture, therefore the area is not large and the number of employees is 3-5 people.

Advantages of specialized permanent divisions:

Higher skill and qualifications of workers (because fewer responsibilities) and, therefore, higher quality of field work, higher crop yields;

Better psychological climate, easier to find a small team of like-minded people, fewer conflicts, easier advance payments and remuneration.

Disadvantages of such units:

Temporary workers must be involved in harvesting, and they may be less conscientious;

There will be many specialized divisions at the enterprise and, therefore, the equipment will be scattered between them, the equipment loading will not be complete and it will not be used rationally;

The workload of machine operators in such a subdivision does not exceed 40% of the annual, i.e. most of the earnings are received in other jobs and the attitude to work is appropriate;

Machine operators are not interested in increasing soil fertility, because annually work in different fields due to crop rotation of agricultural products. cultures.

Thus, a reasonable combination of complex and specialized units is needed. The basis is made up of complex TPBs, and along with them, specialized links can exist for the cultivation of crops specific for technology.

Temporary labor collectives in crop production are formed for the periods of the most important field work, when the concentration of labor and equipment is required, which makes it possible to complete the work in a short time. Such temporary work collectives are called detachments. For example, a detachment for harvesting feed, harvesting grain.

These units include not only tractor drivers (combine operators), but also a transport group and a group (link) for maintenance and elimination of emergency breakdowns with the necessary equipment and spare parts.

Advantages of the detachment method:

Technique is better used;

Less transport required;

Short terms of work;

Better quality control.

Disadvantages of the detachment method:

The psychological climate of the temporary team;

Lower interest in increasing soil fertility, tk. harvesting is not in "their" fields. "

Forms of organization of labor collectives in animal husbandry.

In animal husbandry, brigades are created according to a technological principle. For example, a team for servicing a dairy herd, servicing young animals, servicing animals for fattening, etc. by sex and age groups of animals.

Links are formed within the brigade. The links can be specialized and mixed.

Specialized links consist of 1 category of workers. For example, a link of milkmaids, cattlemen, etc. They are used for large volumes of production and high mechanization of all labor processes, ie. compulsory mechanized feeding.

Mixed links consist of several categories of workers serving one group of livestock. For example, on a farm with 200 cows, 4 mixed units are created, each of which serves 50 cows. Each unit has milkmaids, cattlemen and feeders. Such links are created with small production volumes and low mechanization of labor processes (manual distribution of feed).

A feature of the organization of labor collectives in pig and poultry farming is that at such enterprises there is a large livestock of animals (thousands of heads), as a rule, a high degree of mechanization (in poultry farming - automation) and, therefore, specialized labor collectives are created.

Features of the organization of labor collectives in a repair shop.

The professional composition of the repair shop workers depends on the equipment available in the shop. These are locksmiths of various specializations, turners, grinders, welders, an engineer or a mechanic-controller, a normalizer, a head of a repair shop.

The forms of organization of the labor collective within the repair shop depend on the organization of the repair.

There are 2 ways to organize repairs: aggregate and in-line.

Aggregate repair method - individual components and assemblies begin to be repaired in parallel. With this method, there are specialized units or groups for the repair of components and assemblies inside the repair shop. The advantage of this method is that the duration of the stay of the equipment for repair is reduced. Application conditions - large repair areas in the workshop (the number of staging places is not less than 10), specialized equipment and a large number of workers.

In-line repair method - repairs are carried out sequentially, unit by unit. At the same time, there is no division of the collective within the workshop, the workers must have versatility. This repair method is used in small workshops. The disadvantage of this method is the prolonged stay of the equipment under repair.

4 question.Methodology for substantiating the size of labor collectives.

For the rational use of labor, it is necessary to carry out calculations to determine the number of employees in departments. For calculations, you need to know the planned volume of work and the standard of labor costs per person.

The method of substantiating the size in crop production

To determine the number of employees in TPB, you need to know:

1) planned labor costs in man-hours per hectare. These costs are taken from technological maps for the cultivation of each agricultural. culture. Labor costs in technocards are determined separately for machine operators and handymen. They depend on the technology of cultivation of the crop, the equipment used (its productivity and the number of service personnel), on the quality of the fields. The lower the labor input, the higher the productivity.

2) The area of fields for each crop assigned to the TPB.

3) Annual fund of working time for 1 employee in man-hours.

Let's say that the annual working time fund for 1 employee is 2000 hours per year.

The number of machine operators in TPB = 20,000: 2000 = 10 people.

The number of handymen in TPB = 14000: 2000 = 7 people.

In addition to the number of employees in TPB, the need for equipment is determined. For this, there are standards for the annual load for 1 machine in hectares:

In our example:

Number of tractors = 1200 ha: 74 ha / unit. = 16 units

Number of combines = 500 ha: 130 ha / unit. = 4 units etc.

Methodology for substantiating the size of labor collectives in animal husbandry.

The number of employees for each category of employees is determined by the ratio of the livestock population to the service rate (head / person).

The rate of service is determined, most often, according to reference books and depends on the technology, the equipment used, the duties of the employee and the productivity of the animals.

For example, a farm for 400 cows, the service rate for 1 milkmaid is 36 cows.

The number of milkmaids = 400: 36 = 11 people.

Introduction

Relevance of the topic: the modern level of development of the productive forces, characterized by the use of complex and diverse equipment and production technology, large scale production, multi-product cooperation, involves the joint work of a large number of people. Such work is inconceivable without labor organization, serving as an ordered system of interaction of workers with the means of production and arcs with another in a single production process. In all spheres of human activity and at all times, better organized work, all other things being equal, ensured the achievement of higher results.

At the enterprise level, the organization of labor is a system of rational interaction of workers with the means of production and with each other, based on a certain order of construction and sequence of implementation of the labor process, aimed at obtaining high final socio-economic results.

The division of labor in an enterprise is understood as the delimitation of the activities of workers in the process of joint labor, as well as their specialization in performing a certain part of the joint work.

The object of the research is collective systems of organization and labor stimulation. Collective labor is not a simple sum of partial work processes. Only the correct balance between partial labor processes, together with the correct arrangement of workers, ensuring their rational employment, leads to high labor productivity. Therefore, labor cooperation at an enterprise is an association of workers in the course of joint execution of a single process or a group of interrelated labor processes.

Purpose of the work: to consider the forms of collective organization of labor and their classification, labor discipline, forms and systems of remuneration for collective work.

The objectives of this work are:

1. Forms of collective labor organization and their classification.

2. Discipline of work.

3. Forms and systems of remuneration for collective work.

Forms of labor organization and their classification

The forms of labor organization are its varieties, differing from each other in the peculiarities of resolving issues on individual elements of labor organization. Forms are determined by formative features. There are several such signs.

By methods of establishing planned targets and accounting for work performed it is possible to distinguish individual and collective (joint) forms of labor organization.

The concept of a collective (joint) form of labor organization

Collective (joint) they call the form of labor organization, in which the production task is established as a whole for any division of the enterprise, the work performed is recorded according to the final results of the work of the employees of this division, wages are also initially charged to the entire division, and only then it is divided among the employees.

Collective forms of labor organization, in turn, also have varieties.

Depending on the place of the department in the management hierarchy in the enterprise collective forms of labor organization can be link, district, group, separate, shop and others (by type of subdivision), when work planning, accounting and payroll are carried out as a whole, respectively, for the production link, brigade, site, etc.

Depending on the method of division and cooperation of labor with collective forms of labor organization, there may be subdivisions:

With a complete division of labor, when each employee is engaged only in performing work strictly in his specialty and at one workplace;

With partial interchangeability, when employees own two or more professions (specialties) and can perform work not only in their main profession (specialty), but also in combined or combined;

With full interchangeability, when each employee of a division (link, group, brigade, etc.) can work at any workplace in this division, as well as change jobs according to a previously thought out scheme with other employees of the division.

Depending on the method of managing the department there are divisions:

With full self-government, when a production task is set for a unit, and all other issues of organizing production, labor and management are decided by the primary collective itself, for example, by the foreman and the council of the brigade;

With partial self-government, when part of the management functions is centralized, and the other part is delegated to a subdivision;

Without self-government, when all management functions of the unit are centralized.

By the method of generating funds for the implementation of activities different forms of labor organization, characteristic of individual labor activity, for contracting and rental collectives, for cooperatives and small enterprises 55.

By methods of payment and material incentives for labor distinguish between the organization of labor:

Individual wages;

Collectively charged based on a tariff system;

With collective wages based on a tariff system with the use of

different coefficients for the distribution of earnings (KTU - coefficient

labor participation, KTV coefficient of labor contribution, KKT - coefficient

quality of work, etc.);

With tariff-free wages;

With commission wages.

By ways of interaction with higher management it is possible to distinguish forms of labor organization based on direct subordination, on a work contract, on a lease, on a contract.

All these (and there may be other) forms of labor organization and their varieties are interconnected in various combinations, for example, a brigade form of labor organization with full interchangeability of workers and with the distribution of collective earnings with the help of KTU, etc.

The forms of labor organization include various solutions to issues in individual labor areas. Each form has its own characteristics, which distinguish it from others.
Each form of work organization is designed to address the issues of a specific direction of work by the employee.

Forms of labor organization are classified in the following areas:

by the method of establishing tasks according to the plan, as well as by accounting for the work performed;
according to the principles of the formation of funds that are necessary for the implementation of labor activities;
by methods of payment and labor incentives;
according to the methods and principles of interaction of employees with the top management of the enterprise.

By the method of establishing tasks according to the plan, as well as by taking into account the work performed, the following forms are distinguished:

individual - this is a personal approach to the accounting of working time at the enterprise, as well as to payroll and distribution of tasks;
collective - a massive approach to the above production processes. This form of labor is also shared:
- depending on the method of division and cooperation of labor - with complete division, with partial and complete interchangeability;
- depending on the method of management - with full and partial self-government, as well as without self-government.

According to the second classification criterion, the following forms of labor organization can be distinguished:

implementation of individual labor activity;
teams that work under a contract or lease agreement;
cooperatives;
enterprises that are economically small;
joint ventures.

By methods of payment and labor incentives, the following forms of labor organization can be distinguished:

individual form of remuneration;
collective form, using tariff rates;
collective form, with the use of various incentive coefficients;
tariff-free payment system;
commission payment system.

According to the methods and principles of interaction of employees with the top management of the enterprise, the following forms are distinguished:

direct subordination of employees to management;
work contract relations;
relations under a lease agreement;
contractual relationship.

In the process of carrying out labor activities, a specific form of labor organization is not singled out, since all the work and operations performed are closely related to each other.

The concept of the form of organization of labor, their varieties and the main conditions for effective use

In the modern organization of labor, two basic principles of functioning can be distinguished, namely, division and cooperation. In any company, cooperation will depend on the nature and immediate depth of the division of labor. Consequently, these two concepts are adjacent and cannot exist without each other.

The need to unite employees among themselves into various groups, as one of the methods of organizing there, has been identified for a long time. In most cases, it is due to the performance of some special types of work. The most common ones include the following:

use and proper maintenance of various units and equipment that can be found in factories and other enterprises. As you know, often for the smooth functioning of such equipment, first of all, the coordinated work of a certain group of people is required. That is why employees are often combined into one team, shift, etc .;
performing work that requires large physical or mental costs. This can include, for example, assembling equipment, preparing serious projects, etc. Modern practice shows that such work is much faster and easier to perform with the help of team efforts;
execution of large-scale works, which simultaneously include a huge number of tasks. The most striking example in this case may be the renovation of a large building or, for example, large equipment. In such a situation, several employees must simultaneously perform the functions assigned to them;
the emergence of the need to reduce the previously established deadlines for the implementation of the assigned tasks. Naturally, an increase in the number of people involved allows you to get the job done much faster. Here the principle of cooperation can be the main reason for the appearance of excellent results in the work performed;
lack of permanent jobs for employees. This can include such types of work as, for example, loading or unloading, some transport work, etc. In this case, employees will have a certain range of professional obligations. However, they can constantly change, depending on the conditions of the tasks being performed.

For the most efficient performance of all of the above work, these forms of labor organization should be based on the following principles:

Consistency principle. It consists in the following: all joint efforts that employees make to perform certain professional tasks must first be coordinated with each other. This will avoid confusion and will significantly improve performance indicators.
The principle of interchangeability. In this case, each employee will have their own workplace, however, if such a need arises, employees will be able to replace each other for a certain time.
The principle of specialization. The workplace that an employee has can be both specialized and non-specialized. It depends, first of all, on the nature of the work performed by the employee, as well as on other additional factors.
The principle of threading. It consists in observing a certain sequence of work performed. This, in turn, will help ensure a seamless workflow and higher efficiency rates.

Features of the organization of labor at the enterprise

At any enterprise, the organization of labor is a rather complex and laborious process, which always includes a whole range of various activities. The main goal of all these activities is the distribution of the total working time between the main areas of activity.

All tasks of the effective organization of labor in an enterprise can be divided into several main categories:

Economic tasks. They consist in the most efficient and optimal distribution of working time, as well as material resources possessed by this or that enterprise.
Organizational tasks. They can include the definition of an effective order and sequence of work, the creation of the most favorable conditions for these work to be carried out without any interruptions and too frequent stops. In addition, this section can include the creation of an effective incentive system for employees to achieve high individual results in their professional activities.
Psychophysiological tasks. This includes the creation of comfortable conditions by the employer that would have the most positive impact on the performance of all team members.
Social tasks. They include the efforts of employers, which should be aimed at developing the employee's personality, fostering a responsible attitude to his work, etc.

If we talk about the main types of division of labor, these include the following:

general division of labor. This or that activity is divided, depending on its specific type and some important characteristics;
private division of labor. This can include the process of separating various types of activities within one economic direction, depending on the individual characteristics of the work, etc .;
single division. Separation of certain types of work within one enterprise, taking into account the direction of these works, their distribution among different performers, etc.

Each employer has the right to develop his own labor organization system, which will show the highest possible results in his institution. Once established, such a system may be subject to additional adjustments.

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COURSE WORK

COLLECTIVE FORM LABOR ORGANIZATION

Introduction

1. Theoretical part

1.4 Types of brigades

Conclusion

Literature

Introduction

In market conditions, the requirements for the level of organization and labor rationing are significantly increasing. When profit becomes the main generalizing indicator of the result of an enterprise's activities, the importance of all types of norms and standards, primarily labor standards, increases.

The regulation of labor and its organization play a decisive role in increasing labor productivity - the most important factor in reducing the cost of production and increasing the mass of profit.

In conditions of fierce competition, the enterprise wins, where the organization of labor and production reaches a higher level.

A form of work organization that is capable of maintaining high rates of socio-economic development of the team, ensuring the acceleration of innovation processes, and optimal coordination of the interests of the individual and the team is considered to be progressive.

In this course work, the authors will consider the collective form of the organization of work. The collective organization of labor meets many modern market requirements, contributes to the development of democratic management methods at the enterprise, the solution of a set of economic and social problems in labor collectives.

It creates organizational opportunities for increasing the content and productivity of labor, full and effective use of limited economic resources, improving product quality and ensuring its competitiveness in the domestic and world markets.

The purpose of this work is to consider the collective form of labor organization, to get acquainted with its practical application. To achieve this goal, the following tasks have been implemented:

Reveal the features and prerequisites for the use of the collective form of labor organization;

Get acquainted with the brigade form of labor organization and the principles of its formation;

Determine the advantages and disadvantages of the collective organization of labor;

Consider the use of a collective form of labor organization on the example of an enterprise.

An object is a collective form of labor organization.

The subject is the preconditions and principles for the application of the collective form of labor organization.

1. Theoretical part

1.1 The concept of a collective form of labor organization

According to the methods of establishing planned targets and accounting for work performed, individual and collective (joint) forms of labor organization are distinguished. An individual form of labor organization is called when the production task, accounting of work performed and payroll at the enterprise are carried out for each employee personally.

Collective (joint) is a form of work organization, in which the production task is set as a whole to any division of the enterprise, the work performed is recorded according to the final results of the work of the employees of this division, wages are also initially charged to the entire division, and only then it is divided between the employees ...

Collective forms of labor organization, in turn, also have varieties:

1. Depending on the place of the subdivision in the management hierarchy at the enterprise, collective forms of labor organization can be link, brigade, district, etc. (by type of subdivision);

2. By the level of specialization, there are specialized and complex subdivisions. The former unite workers of the same profession, the latter - workers of different professions;

3. Depending on the method of division and cooperation of labor in complex subdivisions, subdivisions are distinguished: with a complete division of labor, when each employee is engaged only in performing work strictly in his specialty and at one workplace;

Partial interchangeability, when employees own two or more professions (specialties) and can perform work not only in their main profession (specialty), but also in combined or combined;

Full interchangeability, when each employee of the unit (link, group, brigade, etc.) can work at any workplace in this unit, as well as change jobs according to a previously thought out scheme with other employees of the unit;

4. According to the methods of planning and accounting for the costs of performing work, the subdivisions can be self-supporting, with elements of cost accounting and without cost accounting. Self-supporting units are those that keep records of the costs of raw materials, materials, semi-finished products, energy, labor when fulfilling planned targets;

5. Depending on the method of management, subdivisions are distinguished:

With partial self-government, when part of the management functions are centralized, and the other part is delegated to the unit;

Without self-government, with the management of the unit is centralized.

All these and other forms of labor organization and their varieties are interconnected in various combinations, for example, the brigade form of labor organization with full interchangeability of workers and with the distribution of collective earnings using the labor participation rate (KTU), etc.

One of the most common forms of labor organization is the brigade, with its varieties. Complex subdivisions (brigades) with full interchangeability have the greatest opportunities for solving economic and social problems.

In such units, it is possible to organize work with a change of labor, that is, with the alternation of work in different professions, or with the execution of work sequentially at different workplaces, each of which differs in its own set of production operations. This measure is especially effective in jobs with great monotony of work.

In the transition from individual forms of labor organization to collective forms, a direct connection between isolated individual workers is formed on the basis of the unification of primary labor collectives of a new type.

The result of such a combination is a radical change in the content and organization of work.

Collective labor, if properly organized, contributes to the fullest use of equipment, material and labor resources, and an increase in the quality of products.

Noting the advantages of the collective organization of labor, K. Marx wrote that the number of workers united in collectives "... is always less than the number of those workers who, working alone, would have done the same work during the same time."

The expansion of the scope of collective labor is influenced not only by scientific and technological progress, but also by the objective requirements of creating a collective interest in improving the final results of production. In all links of production (regardless of the degree of mechanization), where a large number of workers are involved in the manufacture of the same product, both the organization of labor and its stimulation are practically expedient to carry out on a collective basis. Under these conditions, the assessment of the performance of individual workers becomes either insufficient or simply impossible. Collective forms of labor organization have potential efficiency, but this does not mean that any transition from individual to collective labor organization will certainly guarantee the effect.

1.2 Features and prerequisites for the use of the collective form of labor organization

The need to use collective forms of labor organization is dictated by the following reasons:

Technical;

Organizational;

Economic;

Social.

The unification of people into groups was predetermined by the technical features of the performance of certain types of work.

So, if it was impossible to lift a heavy load for one person, a group of workers took on this work, if it was impossible or impractical to schedule the work for each individual worker for the installation of a construction object, then an installation team was created, which decided on the spot what to do and to whom, etc. .d.

Thus, in production and in other types of activity, some technological features existed and continue to exist, which predetermine the need for collective forms of labor organization. The main technological and organizational conditions for the implementation of the collective labor organization include the following:

Performing a complex task, each part of which cannot be accurately distributed among individual workers;

The volume and scope of homogeneous work is such that the production task cannot be completed within the specified time by one employee;

The need to ensure collective responsibility for achieving high performance indicators;

The need for coordinated work when servicing large and complex units (such as an open-hearth furnace, a process unit for oil refining, etc.);

The need for joint work of performers with different professions, etc.

At present, that is, in the conditions of the transition to market relations, to the technological prerequisites for the transition to a collective organization and remuneration of labor is added the need to ensure the competitiveness of the enterprise, which, in turn, can be ensured only by joint efforts and the focus of all employees of the enterprise on achievement of clearly defined concrete results. In addition to technical and organizational, the need to use collective labor processes is also dictated by economic reasons. So, under certain conditions, the use of a collective form of labor organization leads to an increase in labor productivity, a decrease in production costs, an improvement in the quality of work performed, an economical use of material resources, a more complete and efficient use of equipment, working time, etc.

There are also social prerequisites for the spread of the collective form of labor organization.

The brigade (site) is the primary link in production management, in which such human properties as collectivism, mutual responsibility, mutual assistance, mutual control, and creative activity are most fully manifested. The expediency of collective labor is also determined by psychophysiological factors.

The brigades create conditions that make it possible to reduce the monotony of labor by periodically moving workers from one workplace to another, performing a variety of technological operations, and combining various functions. The collective form of labor organization is characterized by the association of workers for planned and joint participation in one or different, but interrelated labor processes. The historical experience of the development of labor organization indicates that the more differentiated the labor process by type and performer, the more it needs cooperation to complete the common task of any technological or production process aimed at making goods or providing services. Divided labor presupposes the specialization of individual performers to perform a certain part of joint work, which cannot be carried out without a clear coordination of the actions of individual workers or groups, that is, without the cooperation of labor. Thus, collective labor can be considered a universal form of labor organization aimed at increasing its productivity.

1.3 Team: principles and conditions of formation

The closest cooperation of members of the labor collective is achieved with the brigade form of labor organization.

A production team is a primary labor collective of workers of the same or different professions, specialties, qualifications, jointly performing a single production task and united by a common economic assessment of labor results.

The objective prerequisite for such a combination is the organizational and technical conditions of production, that is, such conditions when outside the brigade form of the production process is either impossible or ineffective. The necessary organizational and technical conditions are created for the brigade to fulfill the plan.

The production area and equipment are assigned to it, the team is provided with technical documentation, tools, raw materials and semi-finished products. However, the technical conditions of production do not determine the unambiguous choice of the organizational form of labor. For certain types of work under the same technical conditions, it is possible to use both brigade and individual forms. In these conditions, it should be borne in mind that the brigade form creates economic prerequisites for highly productive labor on the basis of intra-brigade cooperation of labor, leading to a decrease in the loss of working time, an increase in the time of using equipment.

The brigades are organized primarily for:

Maintenance of large and complex production units (powerful presses, rotary lathes, smelting furnaces, when the labor of two or more workers is required);

Performing certain work in strictly limited terms, which one worker with a given volume of work cannot withstand;

Performing a production task that cannot be divided into parts for individual workers to perform (for example, assembly, commissioning and testing of complex units);

Organization of clear and well-coordinated work of the main and auxiliary workers, if the labor productivity of the main workers largely depends on the work of auxiliary workers (for example, crane operators and molders in foundries);

Workers who do not have a permanent place of work or clearly defined duties (for example, when performing loading and unloading operations);

Joint labor of a group of workers with elements of interchangeability and combination of professions, since it becomes difficult to identify the individual production of each, and the consolidation of operations is undesirable due to the unequal workload of workers;

Production lines, assembly lines when there is no production need to create reserves at individual workplaces, although they are possible due to the different development of performers, and only an increase in the output from the final operation is required;

Maintenance of equipment when the processing cycle exceeds the duration of one shift (mechanical processing on large and unique metal-cutting equipment, forging and stamping works with a long heating duration of workpieces, etc.);

Servicing multi-station complexes on machining, when the shift transfer on the go significantly increases labor productivity and the utilization rate of equipment (teams of milling machines, boring machines, teams of workers servicing the complex of gear processing equipment).

The main tasks performed by the production team:

1. fulfillment of production assignments on time;

2. production of high quality products;

3. systematic increase in labor productivity;

4. Reducing the labor intensity of products.

The main prerequisites for the organization of team work are the need for collective, simultaneous efforts of workers to ensure the normal performance of technological processes and to obtain an additional effect in comparison with the individual organization of labor. If the first condition is largely predetermined by the technical and technological features of production processes, then the second refers to the socio-economic and organizational aspects of labor.

The production and socio-economic characteristics of production make it necessary and possible to create teams of various types.

It is advisable to create a brigade division of labor in the following cases: when servicing large and complex production units;

On production lines to maintain the rhythm of work (a team on assembly lines);

Performing complex works that cannot be taken into account separately (subassembly and general assembly of a product in the absence of a cooperative assembly process).

The principle of coordinated joint efforts in teams ensures a close and constant relationship between employees, synchronization in time and space of their labor actions, and the performance of various labor functions. This principle allows creating more favorable working conditions for team members and increasing its efficiency. The consistency of the labor process in space determines the nature of the location of individual workplaces, their definite connection with each other within the framework of a collective workplace.

When deciding on the organization of teams, it should be borne in mind that they are most effective in the following cases:

1.if a certain finished part of the technological process cannot be performed by one performer and requires the parallel work of a group of workers;

2. if a group of workplaces is connected by a common rhythm of work (for example, on production lines and assembly lines);

3. when servicing large units and automatic lines, flexible production systems (FPS);

4. when performing repair and installation work requiring the simultaneous participation of several performers.

The introduction of a brigade form of labor organization requires a preliminary thorough study of production conditions and the nature of production ties. At the same time, the formation and functioning of brigades should be based on the principles:

Technological or subject-closed specialization of the brigade with the assignment of operations, the nomenclature of parts and assemblies to it;

Assigning a certain production area, equipment, etc. to the team;

Bringing to the brigade a production assignment reflecting the end results of collective labor, which is the focus of economic indicators and the system of organizing remuneration and labor incentives.

These principles can be implemented in the best way if, when organizing teams, an organizational project is developed, which addresses the issues of labor regulation and remuneration, optimization of the number, planning, accounting and cost accounting.

1.4 Types of brigades

The production brigade - the primary link of the labor collective of the enterprise - unites workers for the joint and most effective implementation of the production (technological) process or task on the basis of comradely mutual assistance, common interest and responsibility for the results of work. The production and socio-economic characteristics of production make it necessary and possible to create teams of various types. The classification of types of brigades is based on organizational, technical, technological and economic characteristics. The most numerous and representative group of organizational characteristics, the effectiveness of the functioning of the brigades depends on their correct accounting.

Organizationally, the following teams are distinguished:

a) depending on the forms of division and cooperation of labor:

Professional - specialized and complex teams;

Functional - engineers and workers, only basic and auxiliary workers, only basic workers, only auxiliary workers;

Qualifying - workers of the same qualification, workers of different qualifications;

b) according to the degree of division and cooperation of labor - with a complete division of labor, a partial division of labor, full interchangeability of workers;

c) numerical strength - small (up to five people), medium size (6-20 people), enlarged (from 20 to 50 people);

d) the mode of work in time - shift (all members of the team work in one shift), end-to-end (team members work in two or more shifts).

Technologically, the following teams are distinguished:

a) depending on the nature of the processes being serviced - serving machine, hardware (machine and hardware), assembly processes;

b) according to the degree of continuity of the serviced technological and labor processes - serving continuous, discontinuous (periodic or cyclical) processes;

c) technological division and cooperation of labor - performing a separate operation, a complex of operations, a separate stage, redistribution, several stages, redistributions, a complete production cycle (a single or end-to-end team in the technological process);

d) the duration of the technological cycle of the work performed - with a cycle duration longer than the duration of the shift, less than the duration of the shift, multiple of the duration of the shift, multiple duration of the shift.

On a technical basis, brigades are distinguished:

a) by the type of the serviced brigade equipment - serving the same type, specialized or universal equipment, different types of equipment;

b) the degree of mechanization and automation of work - performing work only manually, performing work partly by hand, partly with the help of machines and mechanisms (machine-manual);

c) equipment maintenance - carrying out maintenance only mechanized, partially mechanized, partially automated, comprehensively mechanized, automated, comprehensively automated.

On an economic basis, brigades are distinguished that are in full or partial self-sufficiency, depending on the powers and responsibilities of the brigade, the choice of forms of ownership, the method of calculating earnings, etc.

The listed organizational, technological, technical and economic features are of great importance in the formation of teams, influencing their type, composition, structure.

The professional composition of workers, determined by the nature (degree of technological homogeneity) of the production process, involves the division of teams into specialized and complex.

Specialized teams are organized from workers of the same profession or specialty to perform homogeneous technological operations, most often for fitting and assembly, assembly, commissioning, loading and unloading operations.

Their advantage over the individual organization of labor is that in these teams, intra-shift losses of working time are reduced through a more organized provision of tools, adaptations, an organic combination of highly qualified workers with workers of lower qualifications, exchange of experience and strengthening labor discipline.

Complex brigades are organized from workers of various professions and specialties to perform a complex of technologically diverse, but interrelated works. The advantage of such brigades is the possibility of optimal cooperation between the labor of the main and auxiliary workers, the application of the principle of combining professions and specialties, flexibility in resolving issues of the placement of workers.

The degree of division of labor, the amount of work combined in other professions and specialties make it possible to single out the following teams:

With a complete division of labor, where each worker performs only his own operation;

With a partial division of labor, where individual workers periodically perform work that does not correspond to their main specialty;

With full interchangeability, where each member of the team masters the operations that are part of the production process assigned to the team.

Both in a complex and in a specialized brigade, one or another degree of division of labor may be present.

A complete division of labor, without combining professions or performing any auxiliary work, leads to the acquisition of high professional skills by workers and an increase in labor productivity (up to certain limits). The division of labor in mass production based on synchronization of production lines and automatic lines with a regulated cycle is typical.

The advantages of a complete division of labor should be considered wages based on the final result and a high level of mechanization. However, this form of organization also leads to negative consequences: a decrease in the content of labor, its monotony, limited opportunities to improve skills and, as a result, to staff turnover.

Therefore, it is more effective to organize labor with partial division, mastering related operations, episodic combination of professions, and performing a number of auxiliary works.

Full interchangeability of workers in brigades is ensured in the conditions of specialized brigades, but it is much more difficult in complex brigades. According to the shift of work, there are shift and through brigades. Shift teams work in one shift and do not transfer their tasks to other shifts. This form of labor organization is ineffective, although it facilitates production accounting and operational-production planning. Through brigades are formed from workers employed in several shifts. They provide a reduction in the time between shift breaks, changeover of equipment, preparation of work for the shiftman. Therefore, through teams, despite the complexity of assessing the results of work in shifts, are much more efficient than shift teams. Determining the number of workers in the brigade is a complex production, technological and socio-economic task. In the recommendations, for example, for mechanical engineering and metalworking, a team with more than 10 people is considered large, where there can be teams (at least 5 people) headed by a team leader (senior worker). Practice shows that teams can be small (3-5 people), medium (6-9 people), large (20 people or more).

At some machine-building enterprises there is a tendency to enlargement of brigades up to 50-70 people.

This is due to the desire to focus on the final results, to ensure the unity of the production structure and forms of labor organization, to reduce the whole and intra-shift losses and rejects.

However, the management of such a team becomes more difficult and the level of direct contacts in work decreases, and, consequently, cohesion and synergistic effect (an additional effect arising from the interaction of system elements) decrease.

This contradiction can be resolved in two ways: by creating brigade-production complexes, that is, by combining brigades of different workshops engaged in the release of one type of product (truly through), by calculating some optimal number of workers in the brigade. The size of the brigade should be determined not only taking into account the organizational and economic conditions of production, but also socio-psychological requirements.

Estimated boundaries of the number of the production team:

The lower limit is 10 people;

Upper - 30.

All these conditions and features must be taken into account when researching.

1.5 Advantages and disadvantages of the collective form of labor organization, its effectiveness

Under certain conditions, the use of a collective form of labor organization leads to an increase in labor productivity, a decrease in production costs, an improvement in the quality of work performed, an economical use of material resources, a more complete and efficient use of equipment, working time, etc.

Its advantage in comparison with the individual organization of labor is that in these teams, intra-shift losses of working time are reduced through a more organized provision of tools, adaptations, an organic combination of highly qualified workers with workers of lower qualifications, exchange of experience and strengthening labor discipline.

Another advantage of the collective form of labor organization is the possibility of optimal cooperation between the labor of the main and auxiliary workers, the application of the principle of combining professions and specialties, flexibility in resolving the issues of the placement of workers.

The social advantages of the collective form of labor organization are: the possibility of creating more favorable working conditions, reducing the monotony of work, increasing its content, diversity, ensuring a change in work, expanding the professional profile of workers and improving their qualifications, increasing the interest and responsibility of each member of the team for the final results of work , development of self-government and self-organization, and so on. Among the shortcomings of the collective form of labor organization, one can single out the fact that it is not always possible to staff the brigade in exact accordance with the amount of work in individual specialties, since they change significantly over time.

Full interchangeability between team members is achieved when each team member masters all the operations included in this technological process.

However, it is very difficult to achieve full correspondence between the qualifications of workers and the qualification level of work, therefore, individual workers perform work that does not correspond to their qualifications. The effectiveness of such a collective form of labor organization, as you know, is characterized mainly by an increase in productivity due to an improvement in the placement of personnel in jobs and shifts, a decrease in the loss of working time, an increase in the content of work, an improvement in its planning and other production reserves.

The conditions for the effectiveness of collective forms of organization and labor incentives are:

First, the introduction of any organizational innovation in the enterprise must be preceded by an economic and social justification of its necessity. It is necessary to understand well the peculiarities of certain forms of labor organization, to calculate the options for possible solutions, the expected costs and the effect of using the innovation. If the case is completely new and there is no experience in using it, you should first conduct an experimental test of the new idea in one of the departments, analyze the results, and only then, if the economic and social feasibility of using this idea is confirmed, begin its widespread implementation;

Secondly, after justifying the feasibility and effectiveness of introducing an organizational innovation, it is necessary to design it - the development of an organizational project, in which all issues related to the use of new forms of labor organization should be worked out;

Thirdly, in the work to improve the organization of labor, one should widely rely on the participation of personnel, holding competitions among them to solve various organizational issues, morally and materially encouraging the creative initiative of employees.

2. Practical application of the collective form of labor organization

2.1 The use of a collective form of labor organization on the example of AvtoVAZ

The Volga Automobile Plant produces 2/3 of all passenger cars in the country and is the main supplier of this equipment for export, including to capitalist countries with a traditionally developed automotive industry. Today AvtoVaz is the largest plant in Europe, with a production capacity of up to eight hundred thousand cars a year and 67 thousand jobs. The area occupied by the plant is more than 600 hectares, and the length of the main conveyor is more than one and a half kilometers.

One of the objective prerequisites for the widespread use of brigade uniforms at VAZ was the deep operational division of labor characteristic of mass-flow production, in which most jobs in the main production units are links of conveyor production lines or automatic lines. The technological flow and the regulated rhythm of the conveyor, as the most effective form of organization of production at the present stage, require such an organization of workers' labor that ensures the given rhythm of the production process and, ultimately, the stable fulfillment of the daily program for the release of finished products.

The required result could be achieved only on the basis of the widespread use of collective forms of organization and labor stimulation at all levels of production.

Regardless of the nature of the work, all brigades are organized according to the end-to-end principle, in which one team includes workers of two, and, if necessary, three shifts.

The advantage of such an organization lies primarily in the creation of a collective interest in the implementation of the production program by the brigade as a whole. The result is better utilization of labor time and equipment, reduced overhead and waste, and improved overall work organization.

Each worker is interested in the transfer of the shift on the go, i.e., in the transfer of his workplace in such a state that the shift worker does not waste time preparing it for work.

Within production teams using the core technology, workers are not permanently assigned to jobs.

In the brigade, conditions are created for each worker to master related operations and professions and to periodically move them to different workplaces, which ensures the maintenance of a given rhythm of production, reduces the monotony of labor on conveyor works, and allows to provide an equally intense and varied workload for each worker of the team.

Brigades that are not engaged in the main technology, for example, in transport and unloading operations, are assigned to strictly defined work zones and are responsible for the uninterrupted and high-quality provision of blanks, materials and components for production teams included in this work zone.

Repair maintenance of the technological equipment assigned to production sites is carried out by repair teams by type of repair. The number of workers in a team to perform a specific amount of work is determined without the planned coefficient of overfulfillment of production standards, since the system of labor organization is built on technically sound standards, which overfulfillment with full staffing of the team with workers is impractical. When the norm is met, the daily production schedule is also met.

The performance of the standardized task takes into account the actual time spent only on the work provided for by the technology, which stimulates the reduction of losses of working time. The main distinguishing feature of the brigade work organization at VAZ is the creation of such an environment at the enterprise, in which the increased readiness of the entire system of organizing and servicing workplaces for a continuous production cycle is ensured.

At the Volzhsky Automobile Plant, for the first time, such new organizational principles of the brigade organization of personnel labor were applied, as the full coverage of workers of the entire enterprise in collective forms, the end-to-end nature of the recruitment of teams in shifts, the refusal of the permanent assignment of workers within the brigade, the stimulation of the development of related professions and operations by all members of the brigade, interchangeability and alternation of personnel reshuffle, billing of workers, taking into account the quality of work, payment for the output of each employee according to the final results of team work, the use of collective forms of incentives for workers to fulfill, and not overfulfill, production targets.

In addition, the centralization of functional services in the enterprise management apparatus made it possible to remove all auxiliary workers from the production shops, who, in turn, were concentrated in large specialized shops:

Service;

Production support;

Equipment repair;

Therefore, the workers of all workshops, both main and auxiliary, are united in teams, taking into account the nature of the work performed.

Brigades in the main shops include from 30 to 100 people, in auxiliary ones - up to 40 workers.

2.2 The use of specialized teams on the example of the Central Automobile Repair Plant, Voronezh

The enterprise "172 Central Automobile Repair Plant" OJSC is engaged in the production, development, utilization and repair of automobile and special equipment, as well as metalworking using high-tech equipment available at the enterprise. The enterprise replaces engines and installs diesel engines on GAZ and Ural trucks.

One of the company's divisions provides service for KamAZ vehicles.

The main advantages of the enterprise are the availability of modern equipment and extensive experience in the repair of vehicles.

Specialized brigades are used at the JSC “172 TsARZ” enterprise for the repair and maintenance of cars.

The most important factors influencing the choice of the method of labor organization are:

The scope of work, depending on the number, type and operating conditions of vehicles;

Stability of the scope of work over the periods of the year;

The number of auto repair workers;

The level of cooperation in the implementation of these works in the central repair shop;

The amount of work performed at car service stations;

Availability and condition of the production and technical base.

But the main requirement for the choice of the method of labor organization is to ensure the improvement of the main indicators.

Such indicators for the maintenance and repair of cars are:

Decrease in vehicle downtime during maintenance and repair;

Reduced maintenance and repair costs.

But these indicators depend on the quality of work and the level of use of working time. So, improving the quality of work and improving the use of working time should also be considered when evaluating the method of organizing work.

To improve the main indicators, it is necessary to evaluate and stimulate the performance of workers on these indicators. Therefore, the best method of labor organization should be considered one in which the fulfillment of these basic indicators depends on the workers and can be evaluated by objective values.

Depending on the form of organization of production for the maintenance of machines, repair and maintenance workers combine the dependences on the nature of the work into groups, create teams.

Specialized teams are formed from workers of various professions, where each performs specific operations.

Each team specializes in one type of maintenance and repair, i.e., there is a division of labor and the productivity of the robots increases. The following specialized brigades (groups of workers) are created at "172 TsARZ":

A daily maintenance team (only if there are more than 60 cars or at a service station);

A team to perform the first maintenance;

A team to perform the second maintenance;

A team for the production of routine repairs at the positions of maintenance and repair of cars (while the units removed from the car, usually the repair is a separate group of workers).

A specialized brigade may include workers of various specialties: a locksmith, a regulator, an electrician, a tire worker, a repairer, a lubricator. In small fleets, all these works can be performed by one station wagon worker. If there is a sufficient amount of work, workers of specialized teams are assigned to certain maintenance work: fastening, adjusting, lubricating and cleaning, no electrical, bodywork, etc.

The size of a specialized brigade is determined based on the labor intensity of the corresponding type of maintenance and repair. A specialized team is usually managed by a mechanic, foreman, or the most skilled worker. It should be borne in mind that the specialized brigade method has significant drawbacks. With such an organization of labor, responsibility for the quality of maintenance and repair is depersonalized, since in this case one worker fixes and adjusts the unit, another lubricates it, the third repairs it at the service and repair stations of the car, and the fourth repairs the unit removed from the car. In addition, when performing the first and second maintenance, such work can be performed by different workers, and therefore, in the event of a failure of the unit in operation, it is difficult to establish the cause and culprit of the marriage.

This method does not allow evaluating the performance of teams (groups) of workers by the main indicators, that is, by the number of downtime and the cost of maintenance and repair of cars.

As you know, about car repair shops during maintenance usually correspond to the accepted standards, during the second maintenance, an increase in downtime is due to the performance of current repairs. So, in the brigades of the first and second technical services, idle cars are almost constant, therefore, they cannot be used to evaluate the results of the brigade's work.

Therefore, with this method of labor organization, the results of the work of the brigades are assessed by the number of performance of maintenance and repairs, which contradicts the rule - the fewer repairs and maintenance per unit run, the higher the quality of work, the better the brigades work. A specialized team is responsible for timely and high-quality performance of maintenance or repairs of the appropriate type of all vehicles in the auto industry and timely preparation of vehicles for production on the line. Consequently, the most important indicator is the quality of work, which should be assessed by the amount of vehicle mileage without repair.

Conclusion

To choose an effective form of labor organization, it is necessary, first of all, to analyze the achieved socio-economic results, working conditions and its organization in the shops, the technical level of individual workplaces and their complexes, the organization of wages and material incentives for the final results.

Collective forms of labor organization have proven their effectiveness and vitality in both planned and market economies. In brigades, the growth of production qualifications is accelerated, and new professional skills are acquired by all employees, their active participation and production management is ensured, the most full employment, rational placement and operational interchangeability of personnel are achieved. At the same time, for their further widespread dissemination in modern production, joint efforts of scientists, managers, technologists, economists, sociologists, psychologists are required in the development of new market requirements for the formation of teams, their quantitative composition, management mechanisms, peculiarities of organization and regulation of labor, and many others. ... If in the old days the requirements of production technology were the determining factors in the manning of brigades, then at the present stage economic and social factors, the requirements of organizational, managerial and psychological interaction of the members of the brigade are beginning to play an increasing role. This means that the formation of teams in the new market relations should be preceded by a whole range of technical, economic, organizational, psychophysiological and managerial decisions, during the implementation of which not only the employees themselves, but also their employers came to the firm conviction of great economic advantages and an urgent need introduction of collective forms of labor.

Literature

1. Labor economics: textbook for universities / A.I. Rofe. - 3rd ed., Add. and revised - Moscow: MIK, 2013 .-- 534 p.

2. Development of collective forms of labor organization (Electronic resource).

3. Bukhalkov M.I. Organization and regulation of labor: Textbook for universities. - 3rd ed., Rev. and add. - M .: INFRA-M, 2009 .-- 424 p.

4. Pashuto, Valery Petrovich. Workshop on the organization, regulation and remuneration of labor at the enterprise: textbook. manual for university students / V.P. Pashuto. - 2nd ed., Erased. - M .: KnoRus, 2010 .-- 239 p .: ill., Tab. - ISBN 978-5-406-00491-3: 110-00. labor working personnel

5. Byakova, Ekaterina Olegovna. Organization, regulation and remuneration of labor at the enterprise: practical. allowance / E.O. Byakova, N.A. Pogodin. - M .: Examination, 2008 .-- 149 p .: tab. - (Series "Documents & Comments"). - Bibliography: p. 148-149 (35 titles) and interlinear. note. - ISBN 978-5-377-01177-4: 88-64.

6. Sosna, BI, Brigade form of organization and stimulation of labor, Text of the scientific article Economic library (Electronic resource).

7. Forms of labor organization and their efficiency (Electronic resource).

8. Classification and numerical strength of brigades (Electronic resource).

9. The concept of the forms of labor organization and their classification (Electronic resource).

10. Karyakin AM, Collective forms of labor organization in Russia (Electronic resource).

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Depending on the division and cooperation of labor, two forms of its organization in the enterprise are distinguished:

Individual - each worker at his workplace performs permanently assigned to him either one or several homogeneous operations, or a complex of heterogeneous operations, or all operations for the manufacture of a specific type of product (product);

Collective - a group of workers unites for the joint and most effective implementation of a complex of heterogeneous and a group of homogeneous labor operations.

The most effective collective form of labor organization is the team. At domestic industrial enterprises, depending on the content of the work performed, various types of production teams are used:

Specialized, carrying out technologically homogeneous types of work or operations and uniting workers of the same profession or specialty;

Complex, performing a complex of technologically diverse, but interrelated types of work and operations and uniting workers of various professions and specialties. These brigades can be either with a full, partial distribution of labor, or without a division of labor.

Depending on the mode of work, shift teams are organized, uniting workers of one shift, and through teams, including workers of several shifts. These teams can be both specialized and complex.

At industrial enterprises, production teams are created in the following cases:

1) for servicing large units, automatic lines, flexible production systems;

2) when a group of workplaces is connected by a common rhythm of work (for example, production lines);

3) when performing a certain amount of homogeneous work requiring the simultaneous participation of several performers;

4) if a certain finished part of the technological process cannot be performed by one worker and requires the parallel work of a group of workers;

5) to perform certain work in order to increase responsibility for the final results of work and ensure material interest in high-quality and efficient work.

The formation of teams in a production environment requires adherence to a number of principles:

Technical isolation, which consists in assigning certain operations to the brigade, the nomenclature of parts and assemblies;

Territorial integrity, meaning the assignment of a certain production area to the brigade, where the corresponding jobs are located;

Volunteering, which provides for the creation of a brigade and the pooling of jobs based on the personal interest of workers, and not only on production necessity;

Equivalence, assuming that workers of all shifts, employed on the same equipment, are included in one end-to-end brigade while maintaining the necessary organizational independence of each shift;

The reliability of the accounting, which determines the need and the possibility of ensuring the correct and reliable reception of the results of the work team;

Efficiency of planning, providing for bringing to the brigade a production task that reflects the content of its activities and the system of material incentives;

The optimal number, characterizing the number and composition of workers in the brigade in accordance with the current controllability standards.

The indicated principles of organizing brigades can be successfully implemented if, during their formation, a thorough analysis of the working conditions, the nature and content of industrial relations is carried out, the issues of labor regulation and remuneration, optimization of the number, planning, accounting and cost accounting are considered and resolved.

Improvement of equipment and technology, the growth of the cultural and technical level, qualifications and skills of workers create the preconditions for the introduction of advanced forms and methods of labor organization. This has not only economic but also social significance; contributes to the elimination of the monotony of labor, increasing its attractiveness and content, raising the qualifications of workers and expanding their labor profile. These forms of labor include the combination of professions and functions, multi-station service.

The combination of professions is the performance by one worker of functions and work related to different professions. This means that the worker, during the normal length of the working day, along with his main job, performs work in another profession or specialty. You can combine various functions, but on condition that labor productivity does not decrease. A related profession is one that has a technological or organizational commonality with the main one and is carried out at the workplace in the main profession (for example, a machine tool operator). Performing work in a related profession is called combining. The combination also includes the worker's mastery of a second specialty (profession), the labor functions of which have no features in common with the functions of the main profession. The combination can be complete if the worker performs all the labor functions of a worker in another specialty, or partial, if only a part of the functions of a worker in one specialty is transferred to the worker. As a result, the workload of workers increases and the total number of workers decreases, and labor productivity increases.

The combination of professions is possible subject to the following conditions:

1) part-time work of a worker in the main profession;

2) the uniformity of the performance of the combined functions;

3) the absence of a negative effect of the combination of work on the accuracy, quality and productivity of labor;

4) a worker's qualification level sufficient for mastering a second profession (specialty).

The combination of professions is most effective when professions (specialties) are combined, related by the content and course of the technological process, the unity of the processed objects of labor, ensuring the growth of labor productivity and improving its quality.

The essence of combining professions in the fact that the employee, during the length of the working day established by law, along with his main job, performs additional work of another employee, usually attributed to a related profession. This leads to the complete release of workers who previously carried out work in the combined profession (if the combination is carried out constantly).

When combining functions, the employee, while maintaining the previous profile of his work, partially fulfills the duties of another performer. This combination of functions is accompanied by the partial release of workers.

Expansion of service areas differs from combining professions in that in this case, jobs are combined within the same profession. By this measure, you can achieve an improvement in the use of working time, the release of workers.

The combination of professions (functions), the expansion of service areas are caused by the need for more rational use of working time, more complete loading of equipment, increased maneuverability in the use of personnel, and ensuring interchangeability.

The combination of professions (functions) expands the worker's production profile, contributes to an increase in professional and qualification mobility, meaningful work, and eliminates monotony in work.

The main conditions under which it is possible and economically justified to combine professions:

Employees have unused working hours due to production technology or equipment used;

The generality of the content of labor for the combined professions, their technological and functional interdependence;

Territorial proximity of workplaces;

The timing of the performance of the combined functions;

Absence of a negative impact of the combination of work on the accuracy, quality and productivity of labor;

Sufficient professional level of the employee or the possibility of raising it.

Varieties of combining professions

I. By types of combined professions, jobs, functions:

Combining basic functions with basic ones;

Combining basic functions with auxiliary ones;

Combining basic functions with equipment maintenance functions;

Combination of a number of auxiliary (or service) functions;

Combining auxiliary functions (or serving) with the main ones.

II. By the number of combined professions (specialties):

One profession (simple combination);

Several professions (combined combination).

III. By the degree of alignment:

Complete (with the implementation of the entire scope of work in the combined profession);

Partial (with the performance of part of the functions in the combined profession).

IV. Align order: parallel; consistent.

V. By the complexity of the combined work in comparison with work in the main profession:

Lowest grade;

A similar discharge;

Higher grade.

Vi. Alignment stability:

Temporary;

Permanent.

The specific form of combination is chosen in specific production conditions, depending on the production technology, composition and location of equipment, forms and depth of division of labor, qualifications of workers, etc.

Multi-station service is a form of work organization in which a worker (or a group of workers) serves simultaneously several machines (units), performing manual elements of the operation on each of them, as well as all or part of the functions of servicing the workplace during the machine-automatic operation of each machine ...

Multi-station service is organized in areas where the active work of the worker on the machines alternates with the automatic operation of the machine, in which the role of the worker is reduced to observation.

The technical prerequisites for the development of multi-station service are an increase in the level of equipment automation, an improvement in the equipment control system and the design of technological equipment, due to which the share of manual labor is reduced and the share of its automatic work increases.

Conditions for organizing multi-station service:

1) rational layout of equipment, ensuring ease of maintenance;

2) the shortest routes of transition from machine to machine;

3) effective organization of service of workplaces.

Economic feasibility of multi-station service

lies in the possibility of ensuring the full employment of workers and in increasing the efficiency of the use of equipment.

The basis for calculating multi-station service is the duration and structure of the cycle of multi-station work (TC). The multi-station service cycle is the time during which all regularly repeating elements of operational work on the serviced machines are fully carried out. If the multi-station service fully uses the working time, then

Тц = ZT3 (ZТ3 - busy time on all machines).

If the worker has free time (Tsw), then

TC = Sum ZT3 + Tsv

If there is equipment downtime, then

Tts = Tm.s. + Sum ZT3 + Tp.s.

where Tm.s. - free computer time, i.e. the time of machine-automatic operation of the machine, during which the worker is not busy performing manual work and active monitoring of the technological process on this machine;

TP.s. - the time of interruptions in the work of machines due to waiting for service, referred to one cycle.

It is necessary to strive to ensure the equality Тп = ZТ3. It depends on the selection of machines and the definition of the work performed by the worker.

When determining the optimal service area, the degree of employment of the worker is taken into account by calculating the employment ratio (K3), which is determined as the quotient of dividing the busy time (T3) by the amount of operational time of a separate machine (Top)

Under optimal conditions, the sum of the occupancy rates for all serviced machines should not exceed one, otherwise there may be equipment downtime.

The calculation of the number of machines included in the multi-station service (p) in the simplest case, when all machines are the same and perform the same operations (such service is called cyclical), is made according to the formula

n = 1 + Tma * Kp / T3

where: Кп - coefficient that takes into account the time for transitions from machine to machine and micro-pauses in work; 1 - the first machine; TMA - machine-automatic time.

With non-cyclical maintenance, when the machines perform different operations of unequal duration, the number of serviced machines is determined by the formula: n = Tma * Kp / T3

where: Tgm is the maximum time a worker is busy on one machine.

The most widespread in the industry are 3 methods of multi-station service: guard (duty), route and route-guard.

Division and cooperation of labor of managers, specialists and employees

Each industrial enterprise has a certain organizational structure of management, the basis of which is the forms of division and cooperation of labor of management personnel: managers, specialists and employees.

The functional division of labor of managers, specialists and employees is due to the content of the management functions they perform and consists in the isolation of homogeneous jobs that require a certain set of knowledge, training and skills. So, managers perform general management functions: they organize, direct, coordinate and regulate the activities of subordinate links and persons, make decisions and bear responsibility for them.

Specialists are workers who carry out certain management functions that require special technical knowledge, an appropriate level of professional training, skills and experience (technologists, mechanics, rationers, economists, etc.). They carry out engineering, economic, financial work, organize production and labor.

Employees are employees performing management functions that do not require special knowledge. They carry out the preparation and execution of documentation, accounting and control. These are clerks, secretaries, cashiers, etc. When forming the organizational structure of enterprise management, functions and, accordingly, employees are distributed by departments and services of the management apparatus, regulations are developed on these divisions, where tasks, labor content, functions performed and relationships with other services and divisions are clearly formulated ...

The technological division of labor consists in the specialization of workers in the performance of work related by the commonality of technological processes. Based on this, managers and specialists are divided into administrative and managerial and shop personnel. In addition, stereotyped and formalized operations are distinguished from various types of their activities, which are carried out by specialized technical services. These services provide functional units and managers with the information they need to make management decisions.

The professional and qualification division of labor of managers, specialists and employees provides for the distribution of duties and the division of responsibility between employees, taking into account the position held, the degree of complexity of the assigned work, the level of professional knowledge required for their implementation and replacement of positions, specialty and qualifications to ensure the effectiveness of the work of each employee. The professional and qualification division of labor of managers, specialists and employees at enterprises is carried out on the basis of the Unified Qualification Handbook of Employee Positions, which defines the terms of reference for each position, specifies what the employee should know, and establish qualification requirements (education, practical skills). The list of professions (specialties) of specialists and employees, the level of their professional training (qualifications) are determined by the content of the production and economic activity of the enterprise, the composition of the production process, the level of technical equipment, the organization of production and labor, the range and characteristics of the products, and the scale of production.

The division of labor of managers, specialists and employees is inextricably linked with its cooperation, which is a system of stable production relationships between functional units, subordination systems within them. Thus, the functional division of labor necessitates cooperation between structural units and services in the performance of their assigned functions. With the technological division of labor, cooperation is possible both between individual employees and between structural divisions, and the professionally qualified division of labor basically corresponds to cooperation between employees within each division.

To implement in practice the forms of division and cooperation of labor of managers, specialists and employees at the enterprise, they develop regulations on structural divisions, in which they clearly delineate and fix the tasks, functions and rights of each division, define relationships with other divisions of the enterprise. On the basis of these provisions, instructions are drawn up, which indicate the organizational and legal provisions of each employee: functions, rights, duties, relationships, assessment criteria and responsibilities. These documents are used for the organization of labor and management of managers, specialists and employees.

Questions for self-control

1. What is the division of labor in the enterprise?

2. What types of division of labor take place in the enterprise? Give their characteristics.

3. What boundaries characterize the division of labor? What are they?

4. What is meant by the cooperation of labor at the enterprise? How does it relate to the division of labor?

5. What types of industrial cooperation of labor are used at the enterprise?

6. What criteria characterize the rational boundaries of labor cooperation?

7. What forms of labor organization are used at the enterprise? Describe them.

8. What are the conditions for creating teams at the enterprise?

9. What principles are followed when forming teams in a production environment?

10. What is the combination of professions? In what conditions is it possible?

11. Describe the multi-station service and the conditions for its use.

12. What forms of division of labor of management personnel are used at enterprises?

13. What is the cooperation of labor of management personnel and how is it implemented at the enterprise?

Introduction

Forms of labor organization and their classification

The concept of a collective (joint) form of labor organization

The concept of the form of organization of labor, their varieties and the main conditions for effective use

Features of the organization of labor at the enterprise

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