Regulations on the Department of Organizational Work and Paperwork of the Organizational Department of the Ministry of Culture of the Moscow Region. Structural subdivision of the organization Types of structural subdivisions of the organization

KRASNOPOLSKY VLADISLAV IVANOVICH

Doctor medical sciences, Professor of the Russian Academy of Sciences

In 1961 he graduated from the 2nd Moscow State Medical Institute named after N.I. Pirogov. From August 1961 to the present he has been working at MONIAG. From 1961 to 1963 studied in clinical residency in obstetrics and gynecology, after which he worked as a junior researcher, since 1967 - senior researcher, since 1973 - head of the gynecological clinic. Since 1985 he has been the director of GBUZ MO MONIIAG. On the Academic Council of the Institute on March 16, 2017, he was elected as the President of MORIAH.

Since 1990, V.I. Krasnopolsky is the head of the Department of Obstetrics and Gynecology of the Faculty of Advanced Training of Doctors of the Moscow Region at the M.F. Vladimirsky.

Labor activity of V.I. Krasnopolsky is multifaceted and combines medical, research, organizational and methodological work. In 1967, Vladislav Ivanovich defended his Ph.D. thesis on the topic "Caesarean section after the outflow of water", in 1978 - his doctoral dissertation on the topic "Modern aspects of diagnosis, surgical treatment and prevention of purulent formations of the uterine appendages."

In the field of gynecology, scientific research by V.I. Krasnopolsky made it possible to form the concept of connective tissue failure in case of prolapse of internal genital organs. He proposed original methods of surgical treatment of stress urinary incontinence, ureteral transplantation, correction of pelvic floor muscle failure, prolapse and prolapse of the uterus and vaginal walls, methods of preventing severe postoperative complications in purulent lesions of the pelvic organs, peritonitis, with extensive endometriosis, for which the author's certificates and patents.

In the field of obstetrics under the guidance of V.I. Krasnopolsky developed the problems of diagnosis, treatment and prevention of postpartum purulent-septic complications, as well as various aspects of the caesarean section. Held fundamental research at diabetes in pregnant women, diabetic fetopathy, the cellular-molecular and pathophysiological bases of dysmetabolism and angiopathy, methods for their prevention and correction have been developed.

IN AND. Krasnopolsky and his students developed and presented scientific data on the management of pregnancy, childbirth and the postpartum period in women in ecologically unfavorable areas exposed to radioactive contamination as a result of the Chernobyl accident. We proposed a scheme for organizing obstetric care for women in these regions, providing for the prevention of complications in the mother, fetus and newborn, as well as the rehabilitation of the reproductive health of the female population.

IN AND. Krasnopolsky created a school of obstetrician-gynecologists, which develops not only topical issues of gynecological and laparoscopic operations, cesarean section, but also critical issues spontaneous childbirth in high-risk women.

Author 350 scientific works, including 14 monographs, sets guidelines and allowances for practical doctors. Under his leadership, 16 doctoral and 32 master's theses were completed and defended.

In 2012 V.I. Krasnopolsky was elected Academician of the Russian Academy of Sciences.

Member of the Interdepartmental Scientific Council of the Russian Academy of Medical Sciences (1993), member of the bureau of the Academic Medical Council of the Ministry of Health of the Russian Federation (1993), chairman of the section and member of the expert council on obstetrics and gynecology of the Problematic Scientific Center of the Ministry of Health of the Russian Federation (1993), chairman of the scientific council of MONIIAG (1995), chairman of the dissertation Council at MONIIAG (1990), Vice-President of the Russian Association of Obstetricians and Gynecologists (1993), member of the Coordinating Council for Health under the President of the Russian Federation in the Central federal district(2001), Bureau member of the Branch clinical medicine RAS (2002), member of the scientific and expert council under the chairman of the Council of the Federal Assembly of the Russian Federation (2002), member of the editorial board of the journal Obstetrics and Gynecology (1989), member of the editorial board of the journal Bulletin of the Russian Association of Obstetricians and Gynecologists (1994-2000), editor-in-chief of the journal "Russian Bulletin of the Obstetrician-Gynecologist" (2001), member of the editorial board of the journal "Obstetrics and Women's Diseases" (1997), head of the Department of Obstetrics and Gynecology of the Federal University of Education at the M.F. Vladimirsky (1990).

Government Award Winner Russian Federation(2002) for the development and implementation of endoscopic methods in gynecology, Honored Doctor of Russia (1995). He was awarded the Order "For Merit to the Fatherland" IV degree (1998), the Order "For Merit to the Fatherland" III degree (2007). Honorary Citizen of the Moscow Region (2003).

A structural subdivision of an organization is a certain part of an enterprise that is focused on performing individual tasks in accordance with job descriptions, charter and other local regulations. About what a structural unit of an organization is, why they are needed and how they are provided legal regulation, should be known to every employer and specialist.

What is a structural unit of an organization - legal regulation

The concept of a structural unit of an enterprise defines it as a separate unit that combines certain jobs and employees occupying them, which has a certain independence within the organization. The division into structural units allows for effective delegation of labor, simplifies the management of personnel and the entire enterprise as a whole. That is why, without division into structural units, effective conduct of activities is possible only in organizations related to small businesses.

Legislation, in turn, does not regulate the activities of individual structural divisions, does not highlight their features and does not provide any legal mechanisms related to this aspect of labor relations. Therefore, employers have the right to independently organize the separation of various teams and structures within the enterprise, without unnecessary restrictions in regulatory and procedural matters.

Branches and affiliated companies are not considered structural units of the organization. The key feature of structural divisions lies precisely in the fact that they stand out strictly within the company, are not independent and cannot exist in isolation from the economic entity as a whole.

Accordingly, the structural divisions of the organization cannot have the characteristics of an independent business entity. That is, certain principles must be observed in relation to them:

  • The employer must not notify the regulatory authorities or trade unions about the creation or disbandment of structural units, their reformatting, until changes are made in the actual workplaces.
  • Structural divisions are not registered with tax authorities and insurance funds.
  • Separate financial statements in relation to the structural divisions of the enterprise is not carried out. Also, they are not assigned separate statistical codes. The activity of structural divisions is reflected in the general balance sheet of the enterprise.

The legislation does not provide for and does not allow the possibility of opening separate bank accounts for individual structural divisions of the company.

Types of structural divisions of the organization

Since the concept of structural divisions of an organization is not enshrined in legislation, the questions of the name, as well as the specific goals and objectives facing these divisions, may have different answers. But in most cases in personnel office work established main names are used, which can greatly simplify the creation of an effective system for the distribution of duties and personnel management in the enterprise. So, examples of the names of the structural divisions of the organization, along with their main tasks and functions, may look like this:

In addition, other types of structural units within the enterprise can also be distinguished. So, for production, there is often a division into separate workshops. There is also a division into sectors, sections and groups - these structural units determine specific work and areas of work, as well as the areas of responsibility of employees.

The division into structural divisions in an enterprise implies that many employees can simultaneously be included in various divisions and at the same time be members of several of them. So, for example, a builder-repairer may belong to the overhaul department, which, in turn, will be included in the economic department of the enterprise. At the same time, a colleague of this builder, in a similar position, can work at the first service site with one team, and the builder himself - at another site with other responsible persons.

How to create a structural unit - procedure

The employer, as mentioned earlier, independently decides on the introduction of various structural units and on the regulation of their activities. At the same time, the main document on the basis of which the this system personnel management is a regulation on a structural unit or another internal document similar in meaning. The content of this provision is not regulated, but traditionally includes:

  • General information about the enterprise and the planned actions, the purpose of creating organizational structures.
  • Specific information on the number of employees - both for the enterprise as a whole and for the planned divisions.
  • Tasks and functions of the created structural divisions.
  • Direct appointment of leadership in them or the creation of mechanisms for appointing leadership.
  • The order in which the relationship between different units is carried out.
  • Determination of the collective responsibility and responsibility of the heads of departments within the organization.
  • The procedure for liquidation, merger and other actions that change structural divisions.

The regulation on a structural subdivision can be created either one-time, when introducing this system, or supplemented later or adopted anew when creating additional subdivisions. The most convenient way will be when the main document contains only the main principles of the system of structural divisions, and each individual division is put into operation and regulated within the enterprise by separate local acts .

The main task of the employer when creating structural units at the enterprise is the most accurate and clear indication of the functions of this structure. So, when specifying functions, you should pay attention to the following nuances:

To avoid the most common mistakes, it would not be superfluous to pay the attention of employers to the main requirements for structural divisions:

  • Each division should have a clearly defined hierarchical structure that provides subordination in the enterprise.
  • The legal basis for the activities of the unit should provide this unit with the opportunity to act flexibly and not be fixed in a rigid framework - otherwise there will be no point in the division of labor.
  • The size of the units should correspond to the capabilities of the leader. At the same time, it is necessary to understand that the optimal size in most cases is the size of structural units from 5 to 20 people, but no more, and no less.

POSITION

on the department of organizational work and office work of the Organizational Department of the Ministry of Culture of the Moscow Region

1. General Provisions

1.1. Regulations on the department of organizational work and office work of the Organizational Department of the Ministry of Culture of the Moscow Region

The Ministry of Culture of the Moscow Region (hereinafter referred to as the "Regulations") determines the main tasks of the Department and the functions of its activities.

1.2. The Department of Organizational Work and Paperwork (hereinafter referred to as the "Department") is a structural unit that is part of the Organizational Department (hereinafter referred to as the "Department") of the Ministry of Culture of the Moscow Region (hereinafter referred to as the Ministry).

1.3. The department organizes and carries out its activities in the interests of the Ministry and its subordinate organizations.

1.4. The Department in its activities is guided by the Constitution of the Russian Federation, the legislation of the Russian Federation and the Moscow Region, the Charter of the Moscow Region, the Regulations on the Ministry, the Regulations on the Administration and this Regulation, as well as local acts in force in the Ministry.

1.5. Regulations, changes and additions to it are approved by the order of the Ministry of Culture of the Moscow Region.

2. Main tasks of the Department

2. The main tasks of the Department are:

2.1. Organizational support of the activities of the Ministry;

2.2. Documentation, control-analytical and technical support activities of the Ministry.

3. Functions of the Department

3. In accordance with the assigned tasks, the Department performs the following functions:

3.1. Preparation of work plans of the Ministry for a month and a half year in accordance with the proposals of structural divisions and control over the progress of their implementation;

3.2. Preparation of proposals of the Ministry in the calendar plan of the main events of the Government of the Moscow Region for half a year, month, week and in the plan of meetings of the Government of the Moscow Region for a month, half a year and monitoring the progress of their implementation;

3.3. Preparation of congratulatory correspondence for anniversaries and memorable dates established in the Russian Federation and the Moscow Region;

3.4. Ensuring the activities of the collegium of the Ministry, coordinating the preparation of documents and materials necessary for the meeting by the structural divisions of the Ministry, issuing final documents and monitoring the implementation of decisions made;

3.5. Organizational support of events held by the Ministry, including with the participation of the Governor of the Moscow Region;

3.6. Organization and provision unified system office work and document flow in the Ministry;

3.7. Participation in monitoring compliance by the structural divisions of the Ministry with the requirements of the Instruction of the Ministry on office work, the Regulations of the Ministry, the administrative regulations for the execution of the state function of considering citizens' appeals in the Ministry in the preparation of regulatory legal acts of the Ministry, responses to appeals government agencies, local self-government bodies, subordinate organizations, legal entities and citizens.

3.8. Control over the execution of resolutions and orders of the Governor of the Moscow Region, resolutions of the Government of the Moscow Region, protocol instructions of the Governor of the Moscow Region and the Government of the Moscow Region, orders and orders of the Ministry;

Coordinates the work of the Department with other departments of the Ministry and subordinate organizations;

Carries out control over the execution of instructions from the leadership of the Ministry and the Office, the passage of documentation, record keeping in the Department;

Endorses the orders of the Ministry and the orders of the Minister of Culture of the Government of the Moscow Region, local acts on issues within the competence of the Department;

Participates in meetings of the Collegium of the Ministry;

Exercises other powers referred to its competence by the official regulations.

The head of the department bears personal responsibility for the performance of the tasks assigned to the Department and the performance of its functions.

5.3. The department is staffed from among specialists with higher education and meeting the qualification requirements approved by the order of the Minister.

5.4. Job Responsibilities, qualification requirements and requirements for personal qualities specialists of the Department are determined by their job regulations.

5.5. Material and technical, documentation and information support for the activities of the Department for the implementation of the functions provided for by this Regulation is carried out in the manner prescribed by the Ministry.

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