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RUSSIAN ACADEMY OF CIVIL SERVICE

UNDER THE PRESIDENT OF THE RUSSIAN FEDERATION

Federal State Educational Institution

higher professional education

"VOLGA ACADEMY OF PUBLIC SERVICE

named after P.A. STOLYPIN"

BRANCH in ULYANOVSK

CHAIR OF HUMANITARIAN AND SOCIO-ECONOMIC DISCIPLINES

COURSE WORK

discipline: "Organization Theory"

on the topic: "Management of discipline in the work team"

Completed by: Vasechkin A.V.,

4th year student, group 405,

abbreviated part-time education,

specialties 080504.65

Scientific adviser: Svetunkov M.G.,

Candidate of Economics, Associate Professor of the Department

humanitarian and socio-economic disciplines

ULYANOVSK, 2005

Introduction

Main part

Chapter 1. Labor collectives of the organization

1.1. Definition and features labor collective

1.2. Formal and informal groups in the labor collective

1.3. Characteristics of informal groups

Chapter 2. Management of the labor collective of the organization

2.1. The specifics of workforce management in an organization

2.2. Management of the labor collective in the structure of the organization

Chapter 3. The process of managing discipline in the workforce

3.1. The concept and meaning of labor discipline

3.2. Methods of discipline management in the work team

3.3. The role of the organization's management in ensuring labor discipline

Conclusion

Bibliographic list

Appendix

Introduction

labor collectivemanagement discipline

Economic reforms in Russia have significantly changed the status of the enterprise. In addition to organizations based on state ownership, there appeared organizations with private, mixed and collective ownership.

The market puts commercial enterprises into fundamentally new relations with state organizations, with production and other partners, as well as with the labor collective. New economic and legal regulators are being established. The social orientation of economic reforms contributed to the increased attention of the management of organizations to the personnel. In this regard, the ways and mechanisms of managing the workforce within the organization are changing.

At present, the issue of managing discipline in the workforce of an organization is particularly acute, since the leaders of all organizations seek to maximize the productivity of personnel and the effectiveness of its labor activity. Therefore, the formation of a favorable socio-psychological climate in the workforce becomes a priority in personnel management and the entire organization as a whole.

The purpose of this work is to reveal and characterize managerial methods, through which the leaders of the enterprise influence the discipline in the workforce of the organization and the enterprise.

Chapter 1.Toressteamsorganizations

1.1. Definitionand characteristics of the workforce

The labor collective is the most important link in the work of the entire organization, since a person plays a decisive role and is the main factor in the activities of any enterprise. Therefore, it is necessary to reveal the concept and features of the labor collective as the main structural component of the enterprise.

The workforce is the totality of all human resources that the organization possesses and which jointly achieve the goals set for it. These are leaders and staff members organizations, as well as partners who are involved in the implementation of certain projects, experts who can be involved in research, strategy development, implementation of specific activities, etc.

It is the organization of the effective activity of the labor collective that is the main concern of the management of the organization. To achieve this goal, it is necessary to have a good idea of all the features of the workforce within the organization:

features of individual behavior;

features of group behavior;

Features of the behavior of leaders, members of the management team.

Features of individual behavior are determined by many parameters, including:

individual abilities, inclinations and giftedness - a predisposition to the implementation of any activity, an orientation towards its implementation;

The specifics of motivation - the specifics of human needs, the idea of goals professional activity;

individual values - common beliefs, faith, worldviews, ideas about the world;

demographic - gender and age characteristics;

· national and cultural characteristics - learned in the experience of methods, rules and norms of behavior that determine the specific reactions of a person in specific situations.

Features of group behavior are associated with many parameters, among which the main ones are:

Features of corporate culture - values, rules of conduct, characteristic of a particular workforce;

· Phenomena of group dynamics - the stage of development of the team, the characteristics of leadership, the way of behavior in a conflict situation.

Features of the behavior of managers and members of the management team are one of the most complex problems, since the leaders themselves can also be considered as:

entities that have individual characteristics;

members of a group who have corporate culture;

functionaries of a certain management technology(type of management), which has its own rules of conduct.

Thus, the labor collective is the most important structural link in the organization, and the successful achievement of the goals set for the organization and the enterprise largely depends on its effective functioning. To do this, it is necessary to understand all the individual and group characteristics within the work collective, as well as the behavior of the leaders and managers themselves. As a result of these features, formal and informal groups are formed within labor collectives.

1.2 Formal and informal groups in the workforce

In foreign management theory, labor collectives, their parts, subdivisions are called groups. Any enterprise, organization consists of several groups, a group is two or more persons who interact with each other in such a way that each person influences others and at the same time is influenced by others. There are two types of groups - formal and informal.

Formal groups create leadership when they produce a division of labor horizontally (divisions) and vertically (levels of management), to organize the production or trade process. Them main function is the performance of specific tasks and the achievement of certain goals.

There are three main types of formal groups. The leader's group (team) consists of the leader and his immediate subordinates, who, in turn, can also be leaders. A typical team group is a company president and vice presidents. The same group is formed by the director of the store and the heads of its departments. The working (target) group consists of people working together on a common task.

The third type of group is a committee (commission, council) within an organization, to which powers are delegated to perform a task. His distinctive feature is group decision-making and implementation of actions. There are 2 main types of committees: ad hoc and permanent. The first is a temporary group formed to fulfill a specific purpose. The second is a permanent group within the organization with a specific purpose. They are often used to provide organizations with advice on important issues. These are boards of directors (boards of firms), audit commissions, planning groups, pay review committees.

The effectiveness of the activities of formal groups depends on the size and composition of formal groups, group norms, cohesion of people, the degree of conflict, status and functional roles of group members. Effective group is a group whose size corresponds to its tasks, which includes people with similar character traits, whose norms contribute to the achievement of the goals of the organization and the creation of a team spirit, where there is a healthy level of conflict, good role playing, and where high-status members of the group do not dominate.

In every formal organization there is a complex web of informal groups. An informal group is a spontaneously formed group of people who interact regularly to achieve certain non-functional goals. As with formal organizations, these goals are the reason for the existence of informal organizations. Moreover, in a large organization there is not one, but several informal organizations. Most of them are loosely connected in some kind of network.

In informal groups there are also rules or norms of behavior, but unwritten. They are supported by a system of rewards and sanctions. The difference is that the formal group, its structure and type are built by management consciously according to a premeditated plan. The informal group is rather a spontaneous reaction to unsatisfactory individual needs, its structure and type arise as a result of social interaction.

The reasons why people join informal groups are as follows. The first is the satisfaction of people's need for a sense of belonging to a given group. The second reason is the help that workers receive from informal groups, without feeling it from their immediate supervisors - managers.

The third reason is the mutual protection of workers from a number of factors, including harmful conditions labor. Moreover, the protective function becomes most important when the authorities are not trusted. The fourth reason is the need for people to communicate. People want to know what's going on around them. However, in many formal groups the information is poorly delivered. Moreover, managers sometimes deliberately hide it from employees.

The fifth reason is the mutual sympathy of people. They often join informal groups in order to be closer to those they sympathize with. Thus, people join groups to find belonging, help, protection, and companionship.

Thus, in labor collectives, along with working functional groups, there are also informal groups, which are formed on the basis of the commonality of personal interests of ordinary employees, as well as managers. These groups can cause a slowdown in labor productivity, violations of labor discipline, and even interpersonal conflicts within labor collectives. Therefore, it is necessary to characterize informal groups in order to prevent negative results of labor activity for the organization.

1.3 Characteristics of informalgroups

The process of development of informal groups and the reasons why people join them contribute to the formation in these groups of properties that make them both similar and different from formal organizations. The following is short description the main characteristics of informal organizations that are directly related to management, as they have a strong influence on the effectiveness of a formal organization.

social control. Informal groups establish and reinforce norms - group standards of acceptable and unacceptable behavior. To reinforce compliance with these norms, the group can impose fairly severe sanctions, and those who violate them can face exclusion. It is a powerful and effective punishment when a person depends on an informal group for their social needs.

The social control exercised by the informal group can influence and direct towards the achievement of the goals of the formal group. It can also affect the opinion of the leader and the fairness of their decisions.

Resistance to change. People can use the informal group to bring about proposed or actual changes in their department or organization. In informal groups, there is a tendency to resist changes that may further threaten the existence of an informal group, or to reduce opportunities for interaction and satisfaction of social needs. Sometimes such changes can enable specific groups to achieve position and power.

Resistance will arise whenever group members see change as a threat to the continued existence of their group as such, their shared experience, social needs, shared interests, or positive emotions. Management can ease resistance by allowing and encouraging subordinates to participate in decision making.

Informal groups create a number of problems: reducing the efficiency of the enterprise, spreading false rumors and resistance to progressive change. At the same time, if group norms exceed the officially established ones, informal organizations bring some potential benefits, namely: greater commitment to the enterprise, high team spirit and higher labor productivity.

In order to cope with the potential problems and capture the benefits of an informal group, management must acknowledge and work with the organization, listen to opinions of opinion leaders and group members, take into account the effectiveness of the decisions of informal organizations, allow informal groups to participate in decision-making, and extinguish rumors through prompt action. providing official information.

As a result, informal groups can not only cause losses and increased costs for the organization, but can also lead to an increase in the efficiency of the workforce, an increase in labor productivity and the overall efficiency of the organization. It is only necessary to direct informal groups in the right direction, which is an important and difficult task for leaders in the management of labor collectives. As a result, the management of the labor collectives of the organization becomes the most important function for the management of the organization, and in particular for the HR department and the personnel department.

Chapter 2. Management of the labor collective of the organization

2.1 The specifics of workforce managementinorganizations

Until recently, the very concept of "management of the workforce of an organization" was absent in domestic management practice. True, the management system of each organization had a functional subsystem of personnel management and social development team, but most of the work on personnel management was performed by line managers of departments.

The basis of the concept of personnel management of the organization is currently the growing role of the personality of each employee of the labor collective, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization.

The current situation in Russia, which has changed the economic and political system, at the same time brings both great opportunities and serious threats to each individual, the stability of his existence, and introduces a significant degree of uncertainty into the life of almost every person.

The management of the labor collective in such a situation is of particular importance: it allows you to generalize and implement a whole range of issues of adapting an individual to external conditions, taking into account the personal factor in building an organization's personnel management system. There are three factors that affect the employees of the labor collective in the organization.

The first is the hierarchical structure of the organization, where the main means of influence are relations of power-subordination, pressure on a person from above with the help of coercion, control over the distribution of material wealth.

The second is culture, i.e. developed by society, organization, group of people, joint values, social norms, attitudes of behavior that regulate the actions of the individual, force the individual to behave this way and not otherwise without visible coercion.

The third is the market, i.e. a network of equal relations based on the purchase and sale of products and services, property relations, the balance of interests of the seller and the buyer.

These factors of influence are quite complex concepts and in practice are rarely implemented separately. The nature of the economic situation in the organization depends on which of them is given priority.

As a result, the specifics of managing the workforce in an organization in a market economy largely depends on the personal factor within the organization, which is influenced by the hierarchical structure of the organization, culture and the market. Hence, the management of the labor collective in the organizational structure of the enterprise is of great importance.

2 . 2 Management of the labor collective in the structure of the organization

The main structural unit for managing the workforce in the organization is the personnel department, which is entrusted with the functions of hiring and dismissing employees, as well as organizing their training, advanced training and retraining. To carry out the latter functions, training departments or technical training departments are often created.

HR departments are neither a methodological, nor an information, nor a coordinating center personnel work. They are structurally separated from the departments of labor organization and wages, health and safety departments, legal departments and other departments that perform human resources functions. For solutions social problems social research and service services are being created in organizations. The scheme of the current organizational structure of the organization's personnel management system is shown in Figure 1 (Appendix).

New personnel management services are created, as a rule, on the basis of traditional services: the personnel department, the labor organization and wages department, the labor protection and safety department, etc. The tasks of the new services are to implement personnel policy and coordination of workforce management activities in the organization. In this regard, they begin to expand the range of their functions and move from purely personnel issues to the development of systems for stimulating labor activity and discipline, managing professional advancement, conflict prevention, and market research. labor resources etc.

Of course, the structure of the personnel management service is largely determined by the nature and size of organizations, the characteristics of products. In small and medium-sized organizations, many functions of managing the workforce are performed mainly by line managers. On the large enterprises independent structural units for the implementation of personnel management functions.

Personnel management services perform a number of tasks to manage the workforce and ensure normal working conditions for it. Among them are such important ones as: socio-psychological diagnostics; analysis and regulation of group and personal relationships, relations between the leader and subordinates; management of industrial and social conflicts and stresses; information support of the system personnel management; employment management; evaluation and selection of candidates for vacant positions; analysis of human resources and staffing needs; personnel marketing; planning and control business career; professional and socio-psychological adaptation of employees; management of labor motivation and discipline; regulation of legal issues labor relations; compliance with the requirements of psychophysiology, ergonomics and aesthetics of labor.

If earlier, under the conditions of the command-administrative system, these tasks were considered as secondary, then during the transition to the market they came to the fore, and every organization is interested in their solution.

During the transition to the market, there is also a slow departure from hierarchical management, a rigid system of administrative influence, practically unlimited executive power to market relations, property relations based on economic methods. Therefore, it is necessary to develop fundamentally new approaches to the priority of values. The main thing inside the organization is the employees of the labor collective, and outside - the consumers of the products. It is necessary to turn the consciousness of the worker to the consumer, and not to the boss, to profit, and not to waste, to the initiator, and not to the thoughtless performer; go to social norms based on common economic sense, without forgetting about morality. Hierarchy will fade into the background, giving way to culture and the market.

Considering the high importance of the personal factor in managing the workforce of an organization in a market economy, it is necessary to focus the attention of the personnel management department on each employee, on his possible problems, as well as maintaining a positive psychological climate within the workforce, which is achieved largely through the management of labor discipline in the organization.

Chapter3 . Processdiscipline management in the work team

3.1 The concept and meaning of labor discipline

Labor discipline is a set of moral norms and legal rules established for personnel in the course of production activities enterprises and organizations, in order to properly comply with the goals. These rules include: internal labor regulations, regulations and charters on discipline.

It is necessary to distinguish between objective and subjective aspects of the concept of labor discipline. The objective aspects of labor discipline find expression in the internal labor regulations established in organizations, which fix the labor duties of employees and the employer, and the modes of their implementation. The subjective aspects of the concept of labor discipline are the conscientious fulfillment by employees and the employer of the duties established by local regulations.

Labor discipline is a means and function of ensuring the most effective achievement of political, social, economic, technical and other goals. production process. Labor discipline is an integral part of economic and legal relations in the organization.

The importance of labor discipline is determined by the need to:

1) maintaining law and order in labor collectives;

2) instilling self-discipline among workers, the natural need for conscientious creative fulfillment job duties;

3) creation at the enterprise of such working conditions under which the requirements of labor discipline would be placed above their own interests;

4) mobilization of the labor collective to combat the emergence of mismanagement, bureaucracy and disregard for the interests of society and the state;

5) creation in the labor collective and in the relationship between the employer and the employee of a normal moral and psychological climate based on respect for human labor, its honor and dignity.

The concept of labor discipline and labor discipline are used as synonyms. Labor discipline is impossible without a number of factors. Those factors are:

a) working conditions;

b) the level of organization of the production process;

c) material and technical support of employees of the labor collective;

d) the amount of wages;

e) timeliness of remuneration, etc.

The head of the organization must create the conditions and take the necessary measures necessary for the employees to fulfill labor discipline.

The labor schedule in the organization is determined by the internal labor regulations. The internal labor schedule is the order of relations between employees, as well as with the management of the enterprise and organization.

The internal labor regulations are approved by the employer, taking into account the opinion of the representative body of employees and, as a rule, an annex to the collective agreement.

In addition to the internal labor regulations, the employer must have such documents regulating labor discipline as staffing, job descriptions, shift schedules, vacation schedules, occupational health and safety rules and instructions, and so on. All employees of the organization must be familiar with the internal labor regulations. The employer must post the rules internal regulations in a conspicuous place for general information.

Thus, labor discipline is prerequisite work of the labor collective of the organization and enterprise, as well as a condition for the growth of production results and a positive moral and psychological climate in the labor collective. Labor discipline as a set of moral norms and legal rules allows the organization to achieve economic, technical and other goals of the production process. The importance of labor discipline is determined by the need for numerous factors, at the same time, labor discipline is impossible without proper working conditions and wages, the level of organization of the production process and the material and technical supply of employees of the labor collective. As a result, the management of labor discipline becomes the most important and necessary function of management activities at the enterprise, the personnel management department in particular, which have a certain set of methods and tools for influencing labor discipline.

3 . 2 Methods of discipline management in the work team

The existing methods of labor discipline management can be divided into 3 groups: economic, psychological, legal.

Economic methods of stimulating labor discipline are carried out through a system of methods for calculating wages. The system of organization of remuneration at the enterprise, as a rule, includes the following elements: labor rationing, tariff system, forms and systems of wages. Each of the elements of the system performs a specific function: with the help of labor rationing, the amount of labor expended is taken into account; the tariff system makes it possible to commensurate a variety of specific types of work, take into account their complexity, execution conditions, etc. The forms and systems of wages make it possible to link the earnings of an employee of the labor collective with his discipline and efficiency, and, consequently, with the quantitative and qualitative results of labor.

The real wage index is an indicator of material remuneration actually received in accordance with the recalculation to the existing consumer price index.

There are three main forms of remuneration: piecework, time and premium. The first two forms are built on the basis of the tariff system and labor rationing.

Labor rationing is a common method for determining the measure of labor, since according to the norms it is possible to take into account the amount of labor expended, which determines the amount of remuneration. This approach also requires taking into account the quality of labor (forming elements: the level of qualification of the employee, severity, complexity, working conditions, etc.).

Psychological methods of labor discipline management. The stable work of the labor collective largely depends on the psychological climate in it. The socio-psychological climate is characterized by contradictory intergroup and interpersonal processes aimed, on the one hand, at adapting to activities in significantly changed, both external and internal conditions, and, on the other hand, at striving to preserve the usual stereotypes of relationships and the style of work formed on over the previous long period.

The sources of moral and psychological illnesses of the labor collective, negative behavior are the thoughts and feelings of workers. The only way to change behavior is the leader's knowledge of the inner world of a person and mastering the ways of restructuring it into positive mood. Therefore, high psychological competence of leading personnel is of great importance.

First, knowledge is needed for self-esteem and self-improvement of the individual. Secondly, you should have a complex of knowledge and skills of communicating with people. Thirdly, psychological and pedagogical competence is necessary, associated with the implementation of the function of the educator of subordinates.

Fourthly, knowledge of the psychological patterns of the functioning of the team is needed, since the leader must accurately assess interpersonal and group relations in the organization and be able to harmonize them.

The ability to skillfully build business relationships, regulate the psychological climate - one of the main signs of the professional suitability of managers.

Methods of legal influence. The Labor Code (Labor Code) distinguishes four methods: persuasion, encouragement, coercion, labor organization. Their practice dates back thousands of years. Over the centuries, it is not the methods that change, but their content and combination.

For example, the types of punishments, rewards, and beliefs are changing. Persuasion is the main method of managing work discipline. This is education, the impact on the mind of an employee in order to induce him to useful activities or prevent unwanted actions.

The most commonly used methods of labor discipline management are encouragement and coercion.

Encouragement is the recognition of the merits of an employee by providing him with benefits, advantages, public honor, and increasing his prestige. Every person has needs for recognition, for material values. Their implementation is encouraged. However, using encouragement, you can get a double result: to lead the team to conflicts up to its collapse and, on the contrary, to unite and rally it.

Encouragement is carried out with the help of rewards. Reward is the receipt of what a person considers valuable for himself. The concept of value different people differs. For one person in some conditions, several hours sincerely friendly relations may be more valuable than a large sum of money. In an organization, we usually deal with two main types of rewards: intrinsic and extrinsic.

The internal reward comes from the work itself. These are such values as self-respect, the significance of the work performed, its content, awareness of the result obtained, etc. task.

There are certain rules for the effectiveness of promotion:

encouragement should be applied at each manifestation of the employee's labor activity with a positive result;

It is expedient to use the whole range of incentive measures;

· Encouragement should be significant, raise the prestige of conscientious work.

Opportunity to receive promotion in close terms, for example, in a week. If an employee knows that he will receive an incentive, but only after a year or several years, the effectiveness of this type of incentive is sharply reduced.

Encouragement publicity. Any encouragement raises prestige, respect for the employee and is often valued by people much higher than material goods.

Promotion availability. Incentives should be established not only for strong workers, but also for weak ones.

The use of incentives is a right, not a duty, of management. The employee is not entitled to these types of incentives. However, such a right may appear provided that the organization has adopted a provision on bonuses that establishes indicators, the achievement of which entitles the employee to certain incentives. In this case, the administration is obliged to apply the incentive measures specified in the provision on bonuses.

Performance indicators that give the right to promotion can also be set in employment contract. In addition, it can also set the amount of the bonus that the employee will receive upon reaching these indicators.

Article 131 of the Labor Code of the Russian Federation names only five types of achievement in labor for which an employee must be encouraged:

exemplary performance of labor duties;

increase in labor productivity;

Improving the quality of products;

Long-term and flawless work;

innovation in work.

In addition to the indicated cases of encouragement, others can be provided for in the internal labor regulations or the provision on bonuses. In the internal labor regulations of organizations, there are often up to 30 additional incentives, for example, medical insurance, life insurance, material assistance, additional leave, free food, use of a company car, rest in sanatoriums, additional payment, unusual titles, promotion, giving a special status. All of the above types of incentives have proven their effectiveness in practice.

Encouragement and rewards for success in work are announced in the order (instruction) of the head of the organization, brought to the attention of the entire team and entered in the work book.

The incentive system should convince the employee that there is a clear relationship in the organization between his activity, performance results and the incentives he receives.

The practice of applying incentive measures has proved the feasibility of combining different measures (for example, moral and material - giving gratitude with the payment of a bonus). In this case, their efficiency increases.

coercion method. The basis of disciplinary liability is a disciplinary offense, that is, a guilty, unlawful failure to perform or improper performance by an employee of his labor duties. For the commission of such an offense, the employer applies coercion to the employee. Coercion is understood as an external influence on the behavior of an employee within the framework established by labor legislation.

Violations of labor discipline, in particular, include:

the absence of an employee good reasons at work within three or more hours during the working day, being not at his workplace, but in the premises of another or the same department or on the territory of the organization where this worker should not perform labor functions;

refusal of the employee without good reason to perform labor duties in connection with a change in the established order of labor standards, since by virtue of the employment contract the employee is obliged to perform conditional work in compliance with the rules of internal labor regulations. At the same time, it should be borne in mind that the refusal to continue work due to a change in essential working conditions is not a violation of labor discipline, but serves as a basis for terminating labor relations under paragraph 6 of Article 29 of the Labor Code of the Russian Federation in compliance with the procedure provided for by Part 3 of Article 25 of the Labor Code of the Russian Federation ;

Refusal or evasion without good reason from medical examination of workers of certain professions, as well as refusal of an employee to pass in work time special training and passing exams in safety and operating rules, if this condition is mandatory for admission to work.

In order to determine whether a disciplinary offense was committed by an employee, it is advisable to analyze its composition. It includes four elements: subject, subjective side, object, objective side.

The subject of a disciplinary offense is an employee who is in labor relations with the organization. Not considered subject to disciplinary offense individual working under a civil law contract (for example, under a work contract).

The subjective side is the employee's attitude to his misconduct in the form of guilt. Responsibility arises if his fault is expressed in the form of intent - the employee was aware that he was committing a violation, and wished to commit it - or through negligence the employee foresaw the possibility of a violation, but arrogantly, without sufficient reason, expected not to commit it - negligently - the employee did not foresee, that he will commit a violation, although he could have foreseen the consequences of his actions (inactions).

The object of a disciplinary offense is what the violator encroaches on. The objects include the rights and obligations of the parties to the labor relationship, the interests of the organization, the property of the organization, the employee, the internal labor regulations.

The objective side is a form of misconduct, which may take the form of action or inaction. On the objective side, it is necessary to establish a connection between misconduct and harmful consequences. The objective side includes time, place, environment, means of committing an offense.

It is the combination of all four elements that determines whether a disciplinary offense has been committed or not.

As a result, the methods of discipline management in the labor collective include numerous and diverse tools. Economic instruments consist of the system of remuneration at the enterprise: tariff, bonus, piecework and other systems. Psychological methods include all the ways by which the head of the labor collective and the personnel manager, through communication, culture and other moral and psychological measures, influence the employees of the labor collective. A large set of tools for influencing labor discipline include methods of a legal nature: persuasion, encouragement, coercion, labor organization. Among the latter, the main one is the method of persuasion, since labor discipline must be observed on the basis of the awareness by the workers of the labor collective of the need for conscientious work. The incentive method also has a considerable influence on the employees of the labor collective, through financial reward as well as methods of coercion and punishment. These methods should always be in the arsenal of the organization's management, whose role in the management of labor discipline is especially high.

3. 3 . The role of the managerorganizationandinensuring labor discipline

In the conditions of developing market relations in the sphere of labor, managers no longer act as a destabilizing factor of production. At the present time, on the contrary, they are called upon to play a constructive role.

It is the creative initiative of the leadership, in particular, that creates an organization, establishes production, provides jobs for workers and conditions for improving their well-being. It is by the power of the employer that the observance of labor discipline, so necessary for the production process, is achieved.

Ensuring labor discipline is aimed, firstly, at creating the necessary conditions for highly productive labor of workers, and secondly, at instilling in them a conscientious attitude to work. These conditions are achieved through the introduction of internal labor regulations and other local regulations governing relations in the field of labor discipline.

Modern norms labor law support the power of the employer in the interests of ensuring labor discipline in organizations, giving the employer the authority to apply not only incentives, but also disciplinary sanctions.

The first group includes the norms prescribing the strict execution by the employee of the regime technical process production, rules for the operation of machine tools, machinery equipment, rules and instructions for labor protection, industrial sanitation, safety, and so on. These norms should be called legal norms with technical content, since they relate to the regulation of labor duties of employees in relation to objects of labor and other material components of production. They are contained in the Labor Code and various legal acts: Unified Tariff and Classification Guide, technical instructions, rules of labor protection and technical safety, job descriptions and other.

Another group includes legal regulations governing relations of management and subordination that arise between employees and the employer in connection with maintaining proper labor regulations, stimulating labor, encouraging a conscientious attitude to work and punishing violators of labor discipline.

In the second group of norms in legal form what distinguishes this social method of maintaining labor discipline from other social methods is expressed. These norms are connected with the actual side of the activity of workers who coordinate their behavior with the rules of conduct established in the legal order.

Ensuring labor discipline involves the impact of the above groups of norms on the will and actual behavior of the participants in the labor collective, since labor discipline as a social and legal category acts as a discipline of employees' behavior.

The security function of the norms of labor legislation is designed to regulate three interrelated aspects of the employee's behavior: a) in relation to the management of the organization; b) in relation to the labor collective; c) in relation to the state. And in all these aspects of behavior, the employee acts as a subject obliged to observe labor discipline.

As for management, in the conditions of the market nature of labor relations, it, as the bearer of power in the organization, is endowed with a sufficient set of rights and obligations in order to ensure proper labor discipline among employees.

In exercising its rights and obligations to ensure labor discipline, management should not abuse its power, but rely in its behavior on the opinion and support of the workforce.

Article 189 of the Labor Code, speaking about the obligations of the employer and the administration, focuses on their actions to proper organization the labor of workers and the creation of conditions for the growth of labor productivity. Thus, it emphasizes that these factors are decisive in their duties and it is they who, first of all, ensure proper labor and production discipline, that is, they give the employee an attitude to work.

Of no small importance among the responsibilities of the management of the organization is their activity related to the steadfast observance of labor legislation and labor protection rules, as well as taking care of the needs of employees. These responsibilities stem from the need to streamline and limit the power of management in the enterprise, to prevent the employer's power from degenerating into arbitrariness.

The legal mechanism for ensuring normal labor discipline in an organization is based on two interdependent methods: rewards for conscientious work and punishment for violations of labor discipline. There is a third method, the method of conducting educational work, but this method is almost never used at present. The same methods are inherent in the legal mechanism for the implementation of disciplinary control by the leadership.

According to the Labor Code of the Russian Federation, the employer encourages the employee for success in production activities and conscientious work and punishes unscrupulous employees who violate labor discipline. At the same time, the application of incentives and punishments specified in the relevant articles of the Labor Code refers, as a rule, to the exclusive competence of management as the owner of the main power in the organization. This emphasizes the need for the leadership of the organization to establish labor discipline and its leading role in comparison with the labor collective and public associations operating in the organization. This situation is quite consistent with the market relations that are taking shape in Russia.

Thus, the leadership of the organization plays a decisive role in the management of labor discipline, in comparison with the state and the personnel of the enterprise itself. With the help of an extensive toolkit for stimulating discipline in the work collective, managers should strive not only to improve production indicators at the enterprise, but also to a qualitative improvement in working conditions for employees of the workforce of the organization, compliance with all moral values and cultural needs of the staff.

Conclusion

Due to the great importance of the labor collective in the structure of the organization, as one of the direct executors of the production process, along with management and material and technical equipment, compliance with labor discipline becomes essential condition effective functioning of the organization as a whole.

As a result, the management of discipline in the workforce of the organization becomes the most important function for the management of the enterprise, and in particular for the department of personnel management and the personnel department. Labor discipline as a set of moral norms and legal rules allows the organization to achieve economic, technical and other goals of the production process.

The methods of managing discipline in the work team include tools of an economic, psychological and legal nature. Economic instruments consist of the wage system in the enterprise. Psychological methods include all the ways by which the leaders of the organization stimulate a positive psychological climate in the workforce. A large set of tools for influencing labor discipline include methods of a legal nature, which include persuasion, encouragement, coercion and punishment.

These methods should always be in the arsenal of the management of the organization, whose role in the management of labor discipline is especially high. The management of the organization plays a decisive role in the management of labor discipline, in comparison with the state and the personnel of the enterprise itself. With the help of extensive tools to stimulate discipline in the workforce, managers should strive not only to improve production performance at the enterprise, but also to improve the quality of working conditions for employees of the workforce of the organization, the observance of all moral values and cultural personnel of the organization.

Bibliographic list

1) A.M. Smolkin. Management: foundations of the organization. Textbook. - M.: INFRA-M, 2001

2) Andreeva G.M. foreign social Psychology 20th century. M., 2001.

3) Bandurka and others. Psychology of management. Kharkov. "Fortuna-Express", 1998.

4) Bern E. Leader and group. Yekaterinburg. Litur. 2000.

5) Golubinskaya T. Methods of labor discipline management // Staff Mix. 2001. No. 2.

6) Gubina N. Social tension in the team // Sociological research. 1998. No. 11. S. 17-25.

7) Dyatlov V.A., Kibanov A.Ya., Pikhalo V.T. Personnel Management. M.: PRIOR, 1998.

8) Commentary on the Labor Code of the Russian Federation / Edited by K.Ya. Ananyeva. - M.: IKF OMEGA-L, 2002.

9) Starobinsky E.E. How to manage a team. M. 1995

10) Labor Code Russian Federation from 01.02.2002.

11) Personnel management of the organization / Ed. AND I. Kibanova. - M., 1997.

12) Personnel management: Textbook for universities / Ed. T.Yu. Bazarova, B.L. Eremin. - M., 1998.

13) Frolov S.S. Sociology of organizations. M., 2001

14) Shatalova N. The system of labor potential of an employee // Sociological study. 1999. No. 3. S. 51-54.

15) Labor Economics and Social and Labor Relations / Ed. G.G. Melikyan and R.P. Kolosova. - M., 1996.

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Appendix

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conflict in labor collective

Abstract >> Psychology

In dealing with people. Chapter II. Control conflicts in labor collective. 2.1.Characteristics of the concept of "team" The team ... employees, reduction disciplines, deterioration of the socio-psychological climate in collective Rallying team organizations at...

Control collective

Thesis >> Psychology

... management conflicts in the pedagogical collective 1.1 Study of the problem management conflicts in the pedagogical collective 1.2 Types and features of conflicts in the pedagogical collective... performing discipline, ... and labor collective subject of controversy...

Discipline labor (4)

Abstract >> State and law

... ; 3) relations on the organization of labor and management work, participation in management organization; 4) social relations ... the time of each employee and everything labor team. Provision methods labor disciplines required to create organizational...

You need this course if...

	You are already tired of the constant questions of your employees for any even the most insignificant reasons
	You are insanely short of time, due to the fact that your subordinates keep interrupting you from work
	You regularly have to deal with employee sabotage- they do not want to do the tasks that you set for them (either the way you require it, or they do not understand why it is so). And you have to explain for a long time why you need to do it this way ... and why you need to do it at all ...
	You do not understand very well what your employees really do every day
	The discipline of your employees is far from ideal
	You are tired of hiring new people, because it eats up a lot of time, but there is little use - good employees in the daytime with fire you will not find

How not to get overwhelmed

Unfortunately, in most companies, and in government agencies, it’s completely common, employees are primarily worried not about the quality of work and customer satisfaction, but about how not to overwork. And if the work for the employee is tedious, and the big brother is not standing with a whip behind his back, the work is likely to be done poorly, at the wrong time, "for show", or even completely ignored.

Naturally, the level of customer service in such companies discourages any desire to work with them. Approximately 68% of customers leave you because of the dismissive or boorish attitude of the staff, and by no means because of what they found best product or dissatisfied with yours. Again You lose 2 out of 3 customers because of the poor quality work of your employees!

The biggest mistake leaders make is...

… lack of clear control over the activities of the staff. Unwillingness to introduce accounting of working hours, monitor violations of labor discipline, and publicly punish malicious violators of labor regulations.

Usually the manager is sure that his employees are already disciplined, responsible and give themselves entirely to work, like himself.

In fact, if in your head, as a business leader, while working, thoughts are constantly spinning about how to improve the work of the company and earn more money, then in the head of employees, completely different thoughts usually flash. When and what bonus will be given, how the boss treats me, how to pay the next installment on the loan, where to go on Friday evening with colleagues, who slept with whom, etc.

At the same time, the introduction of such systems due to the forced discipline of employees leads to a sharp increase in the efficiency of their work. Naturally, they will actively resist the introduction of any systems for monitoring their activities - it's more difficult to freebie that way. This sabotage must be overcome.

I will give detailed specific tools for real motivation, control and personnel management in the course

Feedback from one of the training participants

So I signed up for a training and thought, well, what else can Nikolai tell me something new? Well, what for this training for me, I have been training with him for a whole year.
However, there were also discoveries.

Of course, I was struck by the calculation of the real cost of an employee. Now I have become tougher to demand from employees the performance of duties. I really liked the task on the 1st day with three answers. When they run up to me and ask: “Aleksey Anatolyevich! And what is the best way to do it?”, I simply answer: “You are a specialist! You know better than me how to do it better!”.
And it works.

I'm also trying to implement daily reports, but it's not working yet. Of course, employees reported in writing, but not every day, but according to the results of the month, but daily in words. But it takes a lot of time to talk to them. And with the report everything is simpler and more transparent, besides, it will be on paper, everything is clear.

Your employees and solitaire, classmates, icq

Don't underestimate this problem. This is the mistake of many managers who think that their employees are the most conscientious and that they just sit in classmates just because this moment they have no work, and as soon as the work appears, they will immediately begin to do it.

Perhaps I will upset you, but in most cases this is not at all the case.

Do not rely on the consciousness of your staff - accept as a fact, your employees on their own - without your control - undisciplined and irresponsible creatures

Even if this is not the case, such a premise helps to avoid a lot of problems. Well, rare exceptions to this rule, which certainly occur, may only please you :)

Trainer - Nikolai Mrochkovsky

He was trained by many leading marketing and sales experts in Russia and the world

Workshop format in a box

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5000 rubles

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