Despite the fact that the Labor Code does not contain a mention of the job description, it is an important document, the content of which is not only the labor function of the employee, the circle official duties, limits of liability, but also qualification requirements applied to the position.
Since the procedure for compiling instructions is not regulated by regulatory legal acts, the employer independently decides how to issue it and make changes to it.
The job description can be an appendix to the employment contract, and can also be approved as an independent document.
Changes to the job description may be associated with a change in the mandatory conditions employment contract. In this case, the requirements for advance written notification of the employee must be observed. And only after the employee agreed to continue labor relations changes are made to the job description.
If the instruction is an annex to the employment contract, it is advisable to simultaneously amend the employment contract and the job description by preparing an additional agreement.
If the job description was approved as a separate document and at the same time making changes to it does not entail the need to change the mandatory terms of the employment contract, it is most convenient to approve the job description in a new edition by familiarizing the employee with it in writing. The job description, as a rule, is drawn up in two copies, one of which, at the request of the employee, can be handed to him.
When preparing a job description and making changes to it, one should take into account the requirements of the State Standard GOST R 6.30-2003 "Unified Documentation Systems. Unified System of Organizational and Administrative Documentation. Documentation Requirements", put into effect by Resolution of the State Standard of Russia dated 03.03.2003 N 65- Art.

The job description must be signed by the employee to whom it concerns.

EXAMPLE STRUCTURE
TEXT OF THE JOB INSTRUCTIONS FOR EMPLOYEES OF THE DOW SERVICE

The job description of an employee of the preschool educational institution service consists of the following sections: general provisions, functions, duties, rights of employees, relationships (connections by position), employee responsibility, work evaluation.
AT general provisions the following main tasks of the employee are established, for example:
the main task of the clerk is to receive, register incoming and send outgoing documents;
the procedure for filling a position, i.e. who appoints and dismisses this employee;
professional requirements for the employee (level of education, work experience, etc.);
the main documents and materials that the employee must be guided by in his activities.
In the "Employee's functions" section, the subject of reference or the area of ​​work assigned to the employee, the list of types of work that make up the performance of the assigned functions, for example, registration of documents may consist of such work - filling out cards, maintaining a file cabinet, issuing certificates by phone, etc. .d.
The section "Obligations of the employee" indicates the features:
related to the preparation of documents, the receipt, processing and issuance of information;
involving the mandatory use of certain forms and methods of work (for example, periodic control over the formation of cases in structural divisions, conducting briefings, etc.);
requiring compliance with the deadlines for the implementation of specific actions;
order of execution of orders;
ethical standards that must be observed in the team.
The section "Employee's rights" defines the rights of an employee for the implementation of the functions assigned to him and the performance of duties.
The "Relationships" section indicates the departments and employees from which the contractor receives and to whom it transfers information, its structure and terms of transmission, who is involved in the execution of certain documents, with whom they are coordinated, etc.
The "Evaluation of work" section lists criteria that allow assessing the degree to which an employee fulfills his functions and obligations, uses rights, etc. The main criteria are the quality of work and the timeliness of its implementation. The quality of work is determined primarily by the fulfillment of the duties assigned in the job description.

To form the content of the job description, use the following reference book.

According to Article 143 Labor Code In the Russian Federation, the tariffing of work and the assignment of tariff categories to employees are carried out taking into account the unified tariff and qualification directory of work and professions of workers, the unified qualification directory of positions of managers, specialists and employees.
Decree of the Government of the Russian Federation of October 31, 2002 N 787 established that the Unified qualification guide positions of managers, specialists and employees (hereinafter - EKS) consists of the qualification characteristics of the positions of managers, specialists and employees, containing job responsibilities and requirements for the level of knowledge and qualifications of managers, specialists and employees.

The development of labor relations has led to the fact that the terms of reference and competencies of each employee have received precise definition. Management sometimes forces its employees to go beyond their job responsibilities and perform functions that are unusual for them. A clear distinction between concepts will help employees of organizations to better understand their rights and, accordingly, defend them reasonably.

What are functions and job responsibilities

Functions- a specific field of activity of the employee, the ideal result of his work, aimed at achieving corporate goals. These include, depending on the sphere of work, the execution of instructions from the management, personnel records management, technical and operational control, and much more. This is the expected result that the employee should bring as a result of successful activity.
Job Responsibilities- specific actions performed by an employee to perform functions and achieve assigned tasks. This is a comprehensive set of processes that an employee must perform within a set time frame and at an acceptable level of quality. Job responsibilities should be specific and outline the best way for the employee to perform the assigned tasks.

The difference between functions and job responsibilities

Thus, the key difference between these categories is the essence of the concepts. Functions - the predicted or expected result of the work of an employee of the enterprise. This concept is general and extremely broad. Job responsibilities - a process, both duties and recommendations to the employee. They are secondary to features and more detailed and specific.
Both functions and job responsibilities should be enshrined in regulations organizations. Going beyond the outlined framework is allowed only in special cases and, as a rule, not at the initiative of the employee.

.ru determined that the difference between functions and job responsibilities is as follows:

The scope of concepts. Functions are a general category, while duties are a particular one.
Hierarchy. Functions are primary, and job responsibilities are built on their basis.
Essence. Functions are the predicted result of activity, duties are a description of the process.
Detailing. Functions in general view reveal the tasks of the employee, and duties - as much as possible concretize them.

The article is devoted to the topic of creating an effective organization with a clear functional structure. The author argues that this is facilitated by coordinated actions, which are largely achieved through the formalization of the behavior of team members, if service (official, work) functions are defined and documented. The service function, or job function, should be part of a corporate purpose.

It is these service functions as the main tool that concretize the company's strategy at all levels. The solution of this problem allows laying a huge managerial resource.

Creating an effective organization with a well-functioning structure requires special attention to the design, or design, of individual job positions. A well-known American researcher in the field of management, organization researcher, Henry Mintzberg notes that one of the important parameters of job design is formalization of employee behavior. Moreover, the higher the need to coordinate the actions of workers, the higher should be the level of formalization of behavior.

For example, to quickly extinguish a fire, the actions of the members of the fire brigade must be clearly coordinated and everyone must know: who is driving the car, who is connecting the hose to the hydrant, who is climbing the fire escape. Such coherence of actions is achieved to a large extent due to the formalization of the behavior of the members of this team.

One of the main means of formalizing the work behavior of employees at all levels of the organization is the definition and documentation of official (official, work) functions.

Documents in which utility functions are fixed can be named differently: functional responsibilities , official duties, functional tasks etc. The official functions of the head are often fixed in the position of the unit he leads. They can be included in the job description, which, in addition to functions, usually fixes powers (rights), responsibilities, features of interaction with other departments, employees of the enterprise and its counterparties, as well as individual procedures (processes) of activity. In addition, well-formulated utility functions can be included in texts labor contracts with workers.

According to many experts, the definition of service functions is the main tool for concretizing the company's strategy at all its levels. The solution of this problem contains a huge managerial resource, which, however, is often underestimated in practice. A typical manifestation of such an underestimation is the following situation: job functions are developed, meticulously spelled out, filed in the appropriate folders and ... forgotten. Moreover, according to the observations of practitioners, about a third of managers are concerned about the uselessness of the significant efforts spent on writing these texts. They are not even aware of the opportunities for improving the manageability of the organization, which contains the development and implementation official functions.

At the same time, without sufficiently clearly defined functions, it is impossible to create effective systems of labor motivation, control, and evaluation of personnel. “The functions of departments and employees are one of the most capacious and grateful points in the development of an organization. Here, a more or less competent leader sees huge opportunities for increasing the manageability of the organization, for its integration. But, in addition, from this point there are very sensitive connections to a change in motivation, organizational culture, and innovation. German researchers of the organization Helmut Laux and Felix Liermann also emphasize that the determination of the functions of each individual employee that is adequate from the point of view of the organization is one of its central problems. The inconsistency of functions, especially the management vertical, can cause a functional crisis in the organization.

In defining the concept of a service function, it is most convenient to start from the concept of a goal. The goal is the planned result of the activity. The purpose of an organization is what it plans to achieve.

in the course of its activity for a certain period. So the service function, or official function, is that part of the corporate goal that is assigned to a specific unit or employee. “... a function is the contribution of the unit and the employee to the achievement of the company's goals,” writes Arkady Prigogine. Eduard Smirnov gives a more extended definition of this concept: "... a function is a set of actions that are relatively homogeneous in some way, aimed at achieving a private goal and subordinate to the general goal of management" .

At present, there are at least three approaches to the development of utility functions: descriptive, productive and role-playing.

Descriptive approach

Currently, in the definition of utility functions, the most commonly used descriptive approach. It is focused on the processes that are the components of the activity. Keywords and phrases used in the description: “controls”, “coordinates”, “informs”, “supports”, “evaluates”, “keeps records”, “bears responsibility”, “participates”, “facilitates”, “makes suggestions” etc. reflect these processes. In other words, the descriptive approach in the definition of service functions gives a list of actions, and not the result to which these actions should lead. Moreover, the actions or tasks associated with a particular position are formulated, as a rule, in a sufficiently general form. Moreover, G. Lauks and F. Liermann believe that “a more accurate (detailed) job description is impossible / unnecessary, especially when these duties are poorly structured or vary greatly over time” . Often service functions are referred to here as a specific area of ​​work.

Due to the generalized description of job responsibilities, a range of tasks is determined, the clarification of which can occur over time by issuing additional instructions and instructions. Such a definition of service functions, of course, should be combined with sufficiently detailed and clear planning. At the same time, the employee may be given the right to independently specify the tasks facing him.

This approach has two significant drawbacks:

the description of the list of actions is rarely complete, therefore, it allows the employee to refuse important functions for the organization on the basis that “this is not part of his duties”;

the implementation of the prescribed actions does not at all mean obtaining a certain performance, i.e., such an approach fundamentally allows a situation where there is a process, but no result.

Product approach

The shortcomings of the descriptive approach, according to A. Prigogine, allows you to overcome product approach when the functions of an individual employee or an entire unit are determined through the required product of activity or the specific contribution of the employee to solving the problems of the organization. The product approach involves focusing on the “internal client”, to which each division and its employees must provide some service or conditional product. An “internal client” can be a senior manager or department of the organization. In this case, the internal client can accept the proposed "product" or require its modification. But he might as well give it up. Those departments and employees whose products of activity do not find their “internal client” are unnecessary for this organization.

The product approach in defining job functions, in fact, underlies the management system, which is called "goal management"(or "management for results"). The emergence of this term is most often associated

with the name of the famous "guru" of management, the American scientist Peter Drucker. In the "management by objectives" system, individual service functions appear as the goals of specific employees who contribute to the achievement of the goals of the unit and the organization as a whole.

The process of defining utility functions is easier to do from top to bottom. The first leader and the strategic top (management team) specify the purpose of the organization and formulate the functions of the main divisions of the organization in a product form. The heads of these departments, in turn, determine the functions of their subordinates, etc. It is possible to define functions in the opposite direction, when employees themselves formulate functions

in product terms, and then offer and coordinate them with the internal client. But such a process is more cumbersome, since it often leads to duplication of functions and their repeated revision.

Within the framework of the product approach, the so-called vector expression functions, when they define and fix the need to increase or decrease something in comparison with something. For example: “Reduction of downtime of equipment”, “Increase of overhaul periods of operation of equipment”. This ensures the concreteness and measurability of the results of actions to perform the function. In addition, A. Prigogine advises where one can try to formulate functions through competitive advantages.

Let's compare the descriptive and product approaches using the example of sales specialist functions ( Table 1). The product approach provides the ultimate specificity of the results (goals) that the employee in this position should achieve. At the same time, such specificity will require timely adjustment of the goals as they are achieved, which is not required when using a descriptive approach.

Table 1. Functions of a Sales Specialist

Descriptive approach	Product approach
Conclude contracts for the supply of products	Increase the amount of contracts by 10%
Manage inventory of finished products	Reduce inventory to 1/3 of a day's supply
Organize storage, marketing and transportation of finished products	Automate 70% of operations
Control the receipt of funds for products sold	Bring prepayment up to 30% of the amount of contracts
Promptly take into account the shipment of products under the contract	Have daily data on the shipment of products

If the HR manager acts as a consultant in determining the functions, then he can use the auxiliary questionnaire proposed by A. Prigogine ( table 2). He can fill it out with the words of the heads of departments. It is advisable to discuss the processed answers in the process of group work to determine the service functions of this unit in the presence of the heads of the "client" units.

Table 2. Questionnaire for determining service functions

№	Questions	Answers
	How would you define the main contribution of this unit to the success of the organization as a whole?
	What does this unit do in the organization that no one here does? What is it expressed in?
	What is the main result of the work of the head of this unit?
	When will the performance of its functions be considered the most effective?
	What is the product of the work of this unit the management of the organization according to "buy"? ( Short name and in what form it can be presented)
	Who personally should be the main "buyer" of the product produced by this division?
	What would your organization lose if it did not have this unit?
	By what parameters does the company's management evaluate the main results of the work of this unit? List these options in order of priority.

“The main thing that gives such a method of determining job functions,” writes A. Prigogine, “is consistency in setting and transferring corporate goals to all levels of the organizational hierarchy, as well as horizontally, i.e. between interconnected departments and employees. At the same time, in this way, maximum convergence, matching of the goals and actions of employees and departments with the goals of the organization and its leaders is achieved. In addition, such functions become controllable, and their execution is verifiable”.

The formulation of functions in a product form makes it possible to overcome such dangerous pathologies organizations, as uncontrollability, lack of subjectivity, dispersion of goals. An important property of this technique, as noted by A. Prigogine, also lies in the fact that it reveals the trouble and disorder of organizational goals. Sometimes managers only in the process of working on functions think about their managerial priorities.

But in the process of implementing a product approach, difficulties can arise. They are primarily related to the fact that such a technique will be much less comfortable for some employees than the traditional, descriptive one. Most people feel more confident, more secure, when their functions are formulated as a list of actions without a rigid link to the result. The consequence of this may be a certain resistance to the use of this approach, attempts to move to the previous formulations. To overcome these difficulties, you can use the help of an external specialist consultant.

Role approach

Actually, role approach is applicable not so much to the definition of job functions, but in general to the design of individual positions of employees in the structure of the organization. However, the definition of job functions in this approach differs significantly from the previous two. The role approach is presented in detail in the work of the modern classic of personnel management Michael Armstrong.

The activities of some organizations are characterized by the promotion of teamwork. The importance of working in teams and the need to have multiple skills sometimes conflicts with rigid job modeling. Under these conditions, according to M. Armstrong, the concept role better reflects new realities than the concept job title. He believes that the role can be defined broadly, and its definition should not be prescriptive. Attention here is focused on the behavior of the employee, "playing the role", in the process of achieving the goal of the activity. "The concept of a role is much broader because it is focused on people and their behavior - it has to do with what people do and how they do it, and not with close attention to the content of the work". Depending on the situation, some workers may be given some leeway in applying their skills.

Implementation of this approach begins from role analysis, involving the collection of information about the role played by the employee. In the process of this work, psychological models for describing roles and appropriate psychodiagnostic techniques can be used. Based on the results of such work, as well as taking into account the analysis of skills and competencies, a brief role profile, or defining the role an employee must play in order to meet the requirements of their job. In the role profile, as a rule, the general purpose of the role, the scope of key results are disclosed, and a list of core competencies is given. It is sometimes difficult to detail the role in writing, therefore, it is additionally explained to the employee by the head of the unit in personal communication.

The tailor's principle in the definition of functions

Based on an idealized view of the organization, it is clear that the functions of the position are described, and not the specific person holding this position. Actually, the task of personnel departments (again, ideally) is to select a person who is most suitable for the given job functions. However, it must be acknowledged that individual characteristics workers are different. With formal compliance with job requirements, each person has strengths and weaknesses. From the point of view of the organization, it would be wasteful not to use the strengths of the employee, even if they go beyond the scope of the job, and not to take into account the weaknesses. Therefore, A. Prigogine, in defining official functions, proposes to be guided by the so-called tailor's principle. It consists in not only selecting a person for a certain function, but also building a function for a person. “If we learn to use each worker with the most forte, then he will work in accordance with his inclinations, will be more satisfied with the work and will perform it as efficiently as possible. The firm and the employee win mutually.

Opponents of this principle consider it too laborious. For example, if an employee leaves, then the functions need to be rebuilt. And they, as a rule, are interconnected among the employees of the organization - a change in one function requires a change in others. On this occasion, A. Prigogine emphasizes that building an organization is a laborious and constant process. Managers have to choose: they need stability and certainty or efficiency. In addition, firstly, this principle is not suitable for all positions, but only for creative ones, and secondly, it is with this approach that staff turnover is minimal.

In general, the content of service functions should be influenced not only by the individual characteristics of the performers, their personal potential, but also by the conditions of performance (location, layout, technical equipment, etc.), the specifics of the structural unit of the organization (composition of employees, their experience and length of service). work, reputation with customers). Therefore, for example, the heads of territorial branches of the same enterprise may have functions that differ from each other.

Function parameters

The development of a coordinated system of job functions requires taking into account their parameters. Eduard Smirnov distinguishes four function parameters: laboriousness, complexity, compatibility and price.

Labor intensity characterizes the actual costs of working time required to perform this function, and is determined in hours.

Complexity related to the nature of the operations performed. There are four difficulty levels:

zero level - characterized by the absence of rules, instructions and documentation for their implementation;

low level - characterized by the predominance of technical operations;

middle level - the predominance of logical operations;

high level - the predominance of creative activity, including actions based on the adoption of non-standard decisions.

Compatibility functions are the same, the same type and different types. To the same E. Smirnov relates the functions performed different people according to the same rules (for example, the functions of salespeople on the trading floor). To of the same type includes functions performed by different rules, but related to the same field of activity. For example, in the accounting department of an enterprise there may be employees who specialize in wages, taxes, etc. heterogeneous are functions performed according to different rules and related to different areas of activity.

Price is determined on the basis of the calculation of all types of operations that make up a specific function.

The list of function parameters given by E. Smirnov should be supplemented with one more - level of specialization . It can be high when the worker specializes in one operation, medium, involving the performance of several operations, and low when the worker performs many operations. In general, the concept of specialization is multifaceted and deserves separate consideration.

Function types

To date, there are various approaches to the classification of types of functions. G. Lauks and F. Liermann distinguish:

object functions related to the implementation of operational activities (labor processes) and / or the adoption of object decisions;

organizational functions which include both the implementation of operational activities and the adoption of organizational decisions;

communicative functions involving the implementation of operational activities and the adoption of communicative decisions.

E. Smirnov adheres to a different view on the types of functions. He divides the functions performed by employees of the organization into three large groups:

production, which include the functions of the main, auxiliary and servicing production of goods, services, information or knowledge;

production function management, this type or group includes the functions of planning, forecasting, organizing, coordinating, stimulating and controlling the activities of workers performing production functions;

business management- this view covers functions strategic management, external representation and consulting activities.

Such a classification seems to be more complete and systematic. In general, it is assumed that the same employee can perform both functions of the same type, and a combination of functions. various kinds. Achieving the optimal combination of functions of various types, taking into account their complexity, complexity and compatibility, is an important task in determining job functions.

LITERATURE

Mintzberg G. Structure in a fist: creating an effective organization / Per. from English. ed. Yu. P. Kapturevsky. - St. Petersburg: Peter, 2004. - 512 p.

Prigogine A. I. Methods for the development of organizations. - M.: MTsFER, 2003. - 864 p.

Lauks G., Liermann F. Fundamentals of organization: decision-making management / Per. with him. - M.: Business and Service, 2006. - 600 p.

Smirnov E. A. Fundamentals of the theory of organization: Proc. allowance for universities. - M.: UNITI, 2000. - 375 p.

Vikhansky O. S., Naumov A. I. Management: A Textbook for Economy. specialist. universities. - M.: Higher. school, 1994. - 224 p.

Armstrong M. The practice of human resource management. 8th ed. / Per. from English. ed. S. K. Mordovina. - St. Petersburg: Peter, 2004. - 832 p.

• HR and Labor Law

When developing job descriptions, sometimes not only official, but also functional responsibilities are provided. And what is their difference? What is the difference between a job description and a job description?

What is the difference between functional duties and job duties?

Labor legislation does not distinguish between the concepts of functional and official duties and does not define them. It is believed that the functional duties of an employee characterize the purpose or functions of a particular employee, that is, the result that is achieved as a result of the employee's performance of his duties. And the immediate duties that the employee performs to achieve such goals are called official duties. For example, in accordance with the professional standard "Accountant" (approved by Order of the Ministry of Labor of December 22, 2014 No. 1061n), one of the labor functions of the chief accountant is the preparation of accounting (financial) statements. This can be attributed to functional responsibilities. And the direct labor actions that an employee needs to perform to achieve this function, that is, in fact, his official duties, are, for example:

• counting and logical verification of the correctness of the formation of numerical indicators of reports included in the accounting (financial) statements;
• formation of explanations to the balance sheet and income statement;
• ensuring that the head of the economic entity signs the accounting (financial) statements;
• ensuring the safety of accounting (financial) statements before their transfer to the archive.

Often the terms "job responsibilities" and "functional responsibilities" are considered as synonyms. And it does not matter how the duties of the employee will be named in the job description. It is important that their content clearly implies what specific work the employee will need to perform, taking into account the peculiarities of the organization of production, labor and management at the enterprise.

The difference between job description and production

When managers, specialists and other employees are hired, the instructions developed for them are called job descriptions. And for the professions of workers, on the basis, as a rule, of unified tariff-qualification reference books of work and professions of workers in the relevant industries, manufacturing instructions, which are also sometimes called work instructions. Thus, the difference between a job description and a work instruction is only in the category of employees for whom such an instruction is being developed. Although such a division is rather arbitrary, after all, both job and work instructions should give the employee an unambiguous understanding of what work he has to do.

Section 3. Liability. This section lists the types of responsibility that an employee bears for the quality and timeliness of his work, violations of labor discipline, loss or damage to material assets and documents entrusted to him in accordance with labor legislation and local acts.

Financially responsible employees without fail conclude an agreement on full individual or collective (team) liability.

In accordance with the current legislation of the Russian Federation, an employee is responsible for:

1) dissemination of confidential information, loss of documents containing such information, violation of the established rules for handling confidential information (Article 13.11 of the Code of Administrative Offenses of the Russian Federation (CAO RF), Article 137 of the Criminal Code Russian Federation(Criminal Code of the Russian Federation));

2) collecting information constituting a commercial secret by stealing documents, bribery or threats, as well as in any other illegal way (Article 183 of the Criminal Code of the Russian Federation);

3) the use by a person performing managerial functions in a commercial organization of his powers contrary to the legitimate interests of this organization and for the purpose of deriving benefits and advantages for himself or other persons or causing harm to other persons, if this act caused significant harm to the rights and legitimate interests of citizens or organizations (clause 1, article 201 of the Criminal Code of the Russian Federation);

4) illegal access to legally protected computer information, i.e. information on a machine medium, in an electronic computer (computer), computer system or their network, if this act entailed the destruction, blocking, modification or copying of information, disruption of the computer , computer systems or their networks (Article 272 of the Criminal Code of the Russian Federation).

Concerning qualification requirements, then this section specifies the requirements for education, knowledge, skills, and professional training. Knowledge can be both general and specific (for example, knowledge of a foreign language, knowledge of certain regulatory documents of an external and internal nature, the ability to work with people, skills in working with organizational equipment for various purposes, including on a PC, organizational and analytical skills, communication skills ).

To working conditions may include business trips, provision of communication facilities, requirements for workplace equipment, the need to install software and other conditions related to the performance of labor duties.

Job descriptions are drawn up in a single graphic style in accordance with the requirements established by the organization.

Let's take an example of a job description.

Sample job description for a hotel manager

The manager shapes the work and ensures the economic efficiency of the hotel.

General provisions:

1) subordination. The hotel manager reports directly to the hotel owner;

2) substitution. The manager of the hotel is replaced by the deputy manager;

3) admission and dismissal. The hotel manager is appointed and dismissed by order of the hotel owner. Job Responsibilities

1. Manages, in accordance with applicable law, the production, economic and financial and economic activities of the hotel, bearing full responsibility for the consequences of the decisions made, the safety and efficient use of the hotel's property, as well as the financial and economic results of its activities.

2. Organizes the work and effective interaction of all structural divisions and production units, directs their activities to:

1) improving the efficiency of the hotel;

2) growth in sales of services;

3) increase profits, improve quality and competitiveness;

4) compliance of the services provided with world standards in order to conquer the domestic and foreign markets;

5) ensuring the safety and maintenance of premises and property in good condition in accordance with the rules and regulations of operation, uninterrupted operation of equipment, landscaping and comfort;

6) compliance with sanitary and fire safety requirements.

3. Carries out control over the quality of customer service in accordance with the class of the hotel, accounting, distribution and proper use of residential rooms and vacant places, as well as compliance with the passport regime.

4. Ensures that the hotel fulfills all obligations to the regional and local budget, suppliers, customers and creditors, including bank institutions, as well as economic and labor agreements (contracts) and business plans.

5. Organizes production and economic activities based on the widespread use of the latest technology and technology, progressive forms of management and organization of labor, reasonable standards for material, financial and labor costs, market research and best practices (domestic and foreign) in order to improve the technical level in every possible way and the quality of services, the economic efficiency of their production, the economical use of all types of resources.

6. Takes measures to provide the hotel with qualified personnel, rational use and development of their professional knowledge and experience, creation of safe and favorable working conditions for life and health.

7. Provides the right combination of economic and administrative methods of leadership, unity of command and collegiality in discussing and resolving issues, material and moral incentives to improve production efficiency, the application of the principle of material interest and responsibility of each employee for the work entrusted to him and the results of the work of the entire team, payment of wages in deadlines.

8. Resolves issues related to the financial, economic and production and economic activities of the hotel, within the rights granted to it by law, entrusts the conduct of certain areas of activity to other officials - the deputy manager, manager, chef of the restaurant.

9. Ensures the maintenance and timely submission of reports on the economic and financial activities of the hotel.

10. Ensures compliance with the law in the activities of the hotel and the implementation of its economic and economic relations, the use of legal means for financial management and functioning in market conditions, strengthening contractual and financial discipline, regulating social and labor relations.

11. Protects the property interests of the hotel in court, arbitration, state authorities and administration.

Requirements for the qualification of a hotel manager A hotel manager needs to know:

1) legislative and regulatory legal acts, regulating the production, economic and financial and economic activities of the enterprise, resolutions of federal, regional and local government authorities and management, defining priority areas for the development of the economy and the relevant industry;

2) the prospects for the technical, economic and social development of the industry and the hotel, the production capacity and human resources of the hotel;

3) technology for the provision of hotel services, rules for the provision of hotel services in the Russian Federation;

4) market methods of managing and managing the hotel;

5) a system of economic indicators that allow the enterprise to determine its position in the market and develop programs for entering new sales markets;

6) the procedure for concluding and executing economic and financial contracts;

7) market conditions;

8) forms and systems of remuneration.

Rights of the hotel manager

1. The hotel manager has the right to give instructions to subordinate employees and services, tasks on a range of issues that are part of their functional duties.

2. The hotel manager has the right to control the fulfillment of production tasks, the timely execution of individual orders by his subordinate services and divisions.

3. The hotel manager has the right to request and receive the necessary materials and documents related to the issues of his activities and the activities of his subordinate services and divisions.

4. The hotel manager has the right to interact with other enterprises, organizations and institutions on production and other issues that are part of his functional duties.

5. The Hotel Manager has the right to get acquainted with the draft decisions of the Hotel Owner relating to the activities of the Hotel.

6. The hotel manager has the right to propose to the Owner for consideration proposals for improving the work related to the duties provided for in this Job Description.

7. The hotel manager has the right to submit proposals for the appointment, transfer and dismissal of hotel employees, proposals for rewarding distinguished employees, imposing penalties on violators of production and labor discipline for consideration by the Owner.

8. The hotel manager has the right to report to the Owner about all identified violations and shortcomings in connection with the work performed.

9. The hotel manager has the right to communicate with the press, transfer official information to other organizations as a hotel employee within the framework of the functions performed by position.

A responsibility

The hotel manager is liable for improper performance or non-performance of his official duties provided for by this job description, to the extent determined by the labor legislation of the Russian Federation.

1. The hotel manager is liable for violation of the rules and regulations governing the operation of the hotel.

2. When transferring to another job or dismissal, the hotel manager is responsible for the proper and timely transfer of cases to the person entering this position, and in the absence of such, to the person replacing him or directly to the Owner.

3. The hotel manager is responsible for offenses committed in the course of his activities, to the extent determined by the current administrative, criminal and civil legislation of the Russian Federation.

4. The hotel manager is responsible for causing material damage within the limits determined by the current labor and civil legislation of the Russian Federation.

5. The hotel manager is responsible for complying with applicable instructions, orders and orders for the preservation of trade secrets and confidential information.

6. The hotel manager is responsible for the implementation of the internal regulations, technical and fire safety.

Regulations on divisions and job descriptions begin to operate from the moment they are approved by the heads of the enterprise (organization) and cease to be valid from the moment of approval of new versions of these documents or an order (instruction) to abolish, reorganize an existing unit, or reduce staff units. Familiarization of employees of the organization with the named documents is carried out against signature. The original signatures of employees on familiarization with the regulations on subdivisions and job descriptions are sent by the head of the subdivision to the personnel department of the organization or enterprise within three working days from the date of approval of the order (instruction), which are stored in the subdivision during the entire existence of this position in this subdivision.

Regulations on subdivisions and job descriptions that have lost their effect are stored in the archive for the period established by the nomenclature of affairs of the organization or enterprise. Together with these documents, signatures of employees on familiarization with the above documents are stored.

When a new subdivision is created, the regulation on the subdivision and job descriptions are approved and put into effect by the order of the head of the organization or enterprise.

If a small number of employees are involved in the work of a newly created division, a description of the activities, tasks and functions of the divisions and functional duties of employees should be attached to the job descriptions and regulations on the division being created by a separate order of the head. At the same time, the order on the creation of the unit must indicate the time period for the development and submission for approval of the regulation on the unit and job descriptions (no more than three months after creation).

If the newly created subdivision has a complex internal structure, then the order to create a new subdivision of an organization or enterprise must also be accompanied by provisions on all structural subdivisions as part of this newly created subdivision.

When the staff of an organization (subdivision) is increased by all newly hired employees and employees transferred from other positions, job descriptions are drawn up. Job descriptions for all employees are approved and put into effect by a special order (instruction) of the head of the organization or structural unit. The development and approval of job descriptions take place in accordance with the internal rules established in each organization.

In practice, situations often arise when, with a constant number of staff, the duties of employees and the competence of departments change. In such cases, new job descriptions and regulations will not be accepted. It would be more expedient to make a number of changes to existing documents.

A job description is considered a valid document only if it reflects the existing work process in the organization.