Despite the fact that the Labor Code does not make references to the job instruction, it is an important document, the content of which is not only the labor function of the employee, a circle official duties, liability limits, but also qualification requirementspresented to the post office.
Since the procedure for drawing up the instructions with regulatory legal acts is not resolved, the employer independently decides how to make it changes and make changes to it.
The job instruction may be an application to the employment contract, as well as approved as an independent document.
Amendments to the job description may be associated with a change in mandatory conditions. labor contract. In this case, the requirements for the advanced written notice of the employee should be followed. And only after the employee agreed to continue labor relationshipThe changes are made to the job description.
If the instruction is an application to the employment contract, it is advisable to make simultaneously amendments to an employment contract and job description by preparing an additional agreement.
If the job instruction was approved as a separate document and the introduction of changes to it does not entail the need to change the mandatory conditions of the employment contract, most convenient to approve the job description in the new edition, writing an employee with it in writing. The job instruction is usually drawn up in two copies, one of which at the request of the employee can be handed him.
When preparing the job instructions and introducing changes to it, the requirements of the State Standard GOST R 6.30-2003 should be taken into account Art.

The job instruction should sign the employee whom it concerns.

Approximate structure
Text of the job instruction for service workers

The job description of the service of the Dow service consists of the following sections: General provisions, functions, duties, employee rights, relationships (positions by position), employee responsibility, work assessment.
IN general provisions The following main tasks of the employee are established, for example:
the main task of the clerk - reception, registration of incoming and sending outgoing documents;
the procedure for replacing the post, i.e. who is appointed and exempt from office this worker;
professional requirements for the employee (level of education, work experience, etc.);
the main documents and materials that are obliged to be guided by an employee in its activities.
In the "Employee Functions" section, the subject of reference or a plot of work, enshrined behind the employee, a list of types of work, which make up the execution of assigned functions, for example, the registration of documents can be made from such works - filling cards, making a card file, issuing certificates by phone and t ..
In the "Responsibilities of the employee" indicate features:
associated with the preparation of documents, receipt, processing and issuing information;
implying mandatory use of certain forms and working methods (for example, periodic control over the formation of cases in structural units, briefing, etc.);
requiring compliance with the timing of concrete actions;
order of execution of orders;
ethical standards that must be followed in the team.
In the "Employee Rights" section, the rights of the employee are determined to implement the functions entrusted to it and fulfill the duties.
In the section "Relationship", divisions and employees are indicated, from which the Contractor receives and transfers information, its structure and terms of transmission, who are attracted to the execution of certain documents with whom they are coordinated, etc.
In the section "Evaluation of work", criteria are transferred to estimate the degree of execution by the employee of their functions and the obligations of the use of rights, etc. The main criteria are the quality of work and timeliness of its implementation. The quality of work is determined primarily by the fulfillment of responsibilities assigned to the job description.

To form the content of the job instruction, use the reference book below.

In accordance with Article 143 Labor Code RF Tariffation of works and assignment of tariff divisions to employees are manufactured taking into account the unified tariff-qualification reference book of works and professions of workers, a single qualifying reference book of managers, specialists and employees.
Decree of the Government of the Russian Federation of 31.10.2002 N 787 found that one qualification directory The positions of managers, specialists and employees (hereinafter - the EKS) consists of the qualifying characteristics of managers, specialists and employees containing job duties and requirements for the level of knowledge and qualifications of managers, specialists and employees.

The development of labor relations led to the fact that the terms of reference and competences of each employee received precise definition. The leadership is sometimes forces its employees to go beyond job duties and carry out unusual functions. Accurate delimitation of concepts will help employees of organizations better understand their rights and, accordingly, argued to defend them.

What is functions and job responsibilities

Functions - A specific field of employee activity, the ideal result of its work aimed at achieving corporate goals. These include, depending on the scope of labor, the execution of guidelines, personnel office work, technical and operational control and much more. This is an expected result that an employee must bring as a result of successful activities.
Official duties - specific actions performed by the employee for the execution of functions and achieve the tasks. This is an exhaustive set of processes that an employee must fulfill on time and at an acceptable level of quality. Official duties must be concrete and outline the optimal way to fulfill the employee of the tasks.

The difference between features and official duties

Thus, the key difference between the specified categories is the essence of concepts. Functions - the projected or expected result of the work of the employee of the enterprise. This concept is common and extremely wide. Official duties are the process, both duties, and the recommendations of the employee. They are secondary to features, as well as more detailed and specific.
Both functions and job responsibilities must be fixed in regulatory acts Organizations. The output of 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 official duties is as follows:

The volume of concepts. Functions - a general category, while duties are private.
Hierarchy. Functions are primary, and official duties are based on them.
Essence. Functions are predicted result of activity, duties - process description.
Detailing. Functions B. general Reveal the tasks of the employee, and the duties - the extremely specify them.

The article is devoted to the topic of creating an effective organization with a clear functional structure. The author claims that well-coordinated actions contribute to this, which are largely achieved due to the formalization of the behavior of the team members, if official (official, working) functions are identified and documented. A service function, or a job function, should be part of the corporate goal.

It is the indicated service functions as the main tool specify the company's strategy at all levels. The solution to this task allows you to lay a huge management resource.

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

For example, to quickly extinguish the fire of the fire team members should be clearly coordinated and everyone should know: who manages the car, who connects the sleeve of the branded to the hydrant, who rises along the fire staircase. Such a coherence of actions is achieved largely due to the formalization of the behavior of the members of this team.

One of the main means of formalizing the working behavior of employees at all levels of the organization is the definition and documentary consolidation of service (official, working) functions.

Documents in which service functions are recorded may be called differently: functional responsibilities , official duties, functional tasks etc. The official functions of the head are often recorded in the Regulations on the division he managed. They may be included in the job description in which, in addition to functions, the powers (rights), responsibility, features of interaction with other divisions, employees of the enterprise and its counterparties are usually recorded, as well as individual procedures (processes) of activity. In addition, correctly formulated service features can be included in texts. labor contracts with employees.

According to many specialists, the definition of service functions is the main tool for concretizing the company's strategy at all levels. The solution of this task contains a huge management resource, which, however, is often underestimated in practice. A typical manifestation of such an underestimation is the following situation: Official functions are designed, pedantically spelled out, are listed in the appropriate folders and ... forgotten. Moreover, according to the observations of practitioners, about a third of the managers are concerned about the uselessness of significant efforts spent on writing these texts. They do not even realize the possibilities of improving the controllability of the organization, which contains the development and implementation official functions.

At the same time, without quite well defined functions, the creation of effective systems of labor motivation, control, staff assessment is impossible. "Functions of units and workers are one of the most capacious and grateful points of development of the organization. Here, more or less competent leader sees huge opportunities to improve the management of the organization, for its integration. But, in addition, there are very sensitive links to change the motivation, organizational culture, to innovations from this point. German research researchers Helmut Lauss and Felix Lirmann also emphasize that the definition of the functions of each individual employee adequate from the point of view of organizing the functions of each individual employee is one of its central problems. The inconsistency of functions, especially managerial vertical, can cause the organization's functional crisis.

In determining the concept of service function, it is more convenient to repel from the concept of purpose. The goal is the planned result of the activity. The purpose of the organization is what it plans to achieve

in the process of its activities for some period. So here's a service function, or a job function, there is a part of the corporate goal, which is assigned to a specific unit or employee. "... The function is the contribution of the unit and the employee to achieve the goals of the company," writes Arkady Prigogin. Eduard Smirnov gives a more advanced definition of this concept: "... The function is a totality of actions, relatively homogeneous on some basis aimed at achieving a private purpose and subordinate to the overall goal of management."

Now you can allocate at least three approaches to the development of service functions: descriptive, product and role.

Descriptive approach

Currently, the definition of service functions is most often used. descriptive approach. It is focused on processes that make up activities. Key words and turnover that are used in the description: "Controls", "coordinates", "informs", "supports", "assesses", "leads accounting," "is responsible", "participates", "promotes", "contributions" etc., reflect these processes. In other words, a descriptive approach in defining service functions gives a list of actions, and not the result to which these actions should lead. Moreover, the action or tasks associated with a certain position are formulated, as a rule, general form. Moreover, G. Laaks and F. Lirmann believe that "more accurate (detailed) description of official duties is impossible / unnecessary, especially when these duties are poorly structured or vary greatly in time." Often, service functions here are referred to as a specific area of \u200b\u200bwork.

Due to the generalized description of official duties, the range of tasks is determined, the clarification of which can occur with the time by publishing additional instructions and instructions. Such a definition of service functions will certainly be combined with sufficiently detailed and clear planning. At the same time, the employee may be provided with the right to independently specify the tasks facing it.

This approach has two essential drawbacks:

the description of the list of action is rarely complete, therefore it makes it possible to refuse to organize functions based on the fact that "this is not included in his duties";

the implementation of the prescribed actions does not mean receipt of certain performance, i.e., such an approach fundamentally admits the situation when there is a process, but there is no result.

Product approach

Disadvantages of the descriptive approach, according to A. Prigogina, allows you to overcome product approachWhen the functions of a separate employee or a whole unit are determined through the required product of the activity or the specific contribution of the employee into solving the tasks of the organization. A product approach implies an orientation on the "internal client", which each unit and its employees must provide some service or conditional product. As an "internal client", a higher head or division of the organization can speak. In this case, the internal client can accept the "product" offered or require its modification. But can give up him. Those units and employees whose products do not find their "internal client" are unnecessary for this organization.

Product approach in determining official functions, in fact, underlies the control system, which was named "Management for targets" (or "Management aimed at the results"). The appearance of this term is most often associated

with the name of the famous "Guru" management, American scientist Peter Drucera. In the management system for targets, individual official functions appear as the purpose of specific workers who contribute to the achievement of the objectives of the unit and the organization as a whole.

The process of determining the service functions is easier to exercise from top to bottom. The first leader and the strategic vertex (management team) specify the purpose of the organization and in the product formulates the functions of the main divisions of the organization. The leaders of these divisions, in turn, determine the functions of their subordinates, etc. It is possible to define functions and in the opposite direction when employees themselves formulate functions

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

As part of a product approach, the so-called vector expression functions when they are determined and the need to increase or decrease something in comparison with something. For instance: "Reducing the time of equipment downtime", "Increasing the interremary terms of operation of the equipment". This ensures the specificity and measurement of the results of action to perform the function. In addition, A. Prigogin advises where you can try to formulate functions through competitive advantages.

Compare descriptive and productive approaches on the example of the Functions of the Sales Specialist ( table 1). A product approach provides the limiting specificity of the results (goals), which the employee should achieve in this position. At the same time, such concreteness will require timely adjustment of the goals as they are achieved, which is not required when using a descriptive approach.

Table 1. Sales specialist functions

Descriptive approach	Product approach
Enter into product contracts	Increase the amount of contracts by 10%
Manage finished product reserves	Reduce stocks up to 1/3 day arrival
Organize storage, sales and transportation of finished products	Automate 70% of operations
Control the receipt of funds for implemented products	Bring prepayment to 30% of the amount of contracts
Promptly take into account shipment of products under the contract	Have Daily Product Shipment Data

If the personnel manager acts as a consultant as a consultant, then it can take advantage of a subsidiary questionnaire who proposed A. Prigogin ( table 2). It can fill it out by the heads of departments. Processed answers It is advisable to discuss in the process of group work to determine the official functions of this unit in the presence of customer departments.

Table 2. Questionnaire to determine service functions

№	Questions	Answers
	How do you determine the main contribution of this unit into the success of the organization as a whole?
	What makes this unit in the organization such that no one does not do here? What is it expressed?
	What is the main result of the work of the head of this unit?
	When will the execution of its functions be considered the most effective?
	What product of this unit is the leadership 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 unit?
	What would your organization lose if it did not have this unit?
	What are the parameters of the company's management assesses the main results of the work of this unit? List these parameters in the order of their priority

"The main thing is that it gives such a method for determining official functions - writes A. Prigogin, the sequence in the formulation and transfer of enterprise goals for all levels of the organizational hierarchy, as well as horizontally, that is, between the interconnected divisions and employees. At the same time, the maximum rapprochement is achieved, the reaches of the goals and actions of workers and units with the objectives of the organization and its leaders. In addition, such functions become controlled, and their execution is verifiable. "

Formulation of functions in a product allows you to overcome such dangerous pathology organizations like uncontrollability, prisons, dispersion of goals. An important property of this technique, as noted by A. Prigogin, is also the fact that it reveals the disadvantage and disorders of organizational purposes. Sometimes leaders only in the process of working on functions are thinking about their management priorities.

But in the process of introducing a product of a product, difficulties may occur. They are primarily connected with the fact that such a technique will be much less comfortable for some employees than traditional, descriptive. Most people feel more confident, more protected when their functions are formulated as a list of actions without tight binding to the result. The consequence of this may be a certain resistance to the use of this approach, attempts to transition to previous formulations. In order to overcome these difficulties, you can use the help of an external consultant specialist.

Role approach

Actually, role approach Apply not so much to the definition of official functions as in general, the design of individual positions of workers in the structure of the organization. However, the definition of working functions within the framework of this approach is significantly different from the two previous ones. The role-playing approach is presented in detail in the work of the modern classic management of Michael Armstrong staff.

The activities of some organizations are characterized by nomination to the first team work. The importance of working in teams and the need to have many skills sometimes confesses with tough position modeling. Under these conditions, according to M. Armstrong, the concept role better reflects new realities than the concept position. He believes that the role can be determined widely, and its definition should not be directive. Attention here is focused on the behavior of the employee, the "role execution", in the process of achieving the goal of activities. "The concept of role is much wider, because it is focused on people and their behavior - it is due to the fact that people do and how they do it, and not with close attention to the content of the work." Depending on the situation, some employees may be given a certain freedom of action in the application of their skills.

The introduction of this approach begins from role analysisinvolving the collection of information about the role played by the worker. In the process of this work, psychological models of the role description can be used and the corresponding psychodiagnostic techniques. According to the results of such work, as well as taking into account the analysis of skills and competencies, a brief role profile, or identify the role that the worker should play to meet the demands of his work. In the role profile, as a rule, the overall target of the role is revealed, the sphere of key results is given a list of major competencies. Sometimes it is difficult to reflect the role in detail in detail writingSo it additionally explains the employee the head of the department in personal communication.

Portnovsky principle in determining functions

If we proceed from an idealized look at the organization, it is clear that the positions of the position are described, and not a specific person who occupies this position. Actually the task of personnel units (again ideally) is to choose a person as suitable for specified official functions. But still you need to admit that individual characteristics Workers have different. With formal compliance, every person has strengths and weaknesses. From the point of view of the organization, it would be waste not to use the strengths of the employee, even if they go beyond the framework of service functions, and not take into account the weaknesses. Therefore, A. Prigogin in determining official functions proposes to be guided by the so-called portnovo principle . It is that not only a person to select under a specific function, but also to build a function under a person. "If we learn to use each employee with the most strong side, it will work in accordance with his inconsistencies, will be more satisfied with the work and the most effectively will fulfill it. The firm and employee mutually won. "

Opponents of such a principle consider it too time consuming. For example, if an employee is dismissed, then functions need to be rebuilt. And they, as a rule, among employees of the organization are interconnected - a change in one function requires changes to others. On this occasion, A. Prigogin emphasizes that the construction of the organization is a laborious and constant process. Heads need to choose: they need stability and certainty or efficiency. In addition, firstly, such a principle is not suitable for all positions, but only for creative, secondly, it is with this approach to the fluidity of personnel minimal.

In general, not only the individual features of the performers should affect the content of official functions, their personal potential, but also the conditions of execution (location, layout, technical equipment, etc.), the specificity of the organization's structural unit (the composition of employees, their experience and experience Work, customer reputation). Therefore, for example, heads of territorial branches of the same enterprise may have different functions from each other.

Parameters of functions

The development of an agreed system of official functions requires accounting for their parameters. Eduard Smirnov allocates four parameters of functions: labor intensity, complexity, compatibility and cost.

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

Complexity associated with the nature of the operations performed. Allocate four levels of complexity:

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

low level - is characterized by the predominance of technical operations;

middle level - the predominance of logical operations;

high level is the predominance of creative activities, including actions based on adopting non-standard solutions.

Compatibility Functions are the same, single-type and variety. TO equestrian E. Smirnov refers functions performed different people According to the same rules (for example, the functions of the vendors of the trading hall). TO simplicity include functions performed by different rulesbut related to one field of activity. For example, in the company's accounting, there may be workers who specialize in wages, taxes, etc. Multi-way are functions performed by different rules and related to different fields of activity.

Cost Determined on the basis of the calculation of all types of operations constituting a specific function.

The list of parameters of functions given by E. Smirnov, it is advisable to add another one - specialization level . It can be high when the employee specializes in one operation, medium, assuming several operations, and low when the employee performs many operations. In general, the concept of specialization is multifaceted and deserves separate consideration.

Types of functions

To date, there are various approaches to the classification of species of functions. G. Laaks and F. Lirmann distinguish:

object functionsrelated to the implementation of operating activities (labor processes) and / or the adoption of object decisions;

organizational functionswhich include both the exercise of operating activities and the adoption of organizational decisions;

communicative functionsproviding operating activities and adoption of communicative solutions.

Another view of the types of functions is adhered to E. Smirnov. Functions performed by employees of the organization, he divides into three large groups:

productionwhich includes the functions of the main, auxiliary and servicing production of goods, services, information or knowledge;

managing production functionsTo this kind or group includes the functions of planning, forecasting, organizations, coordination, stimulating and monitoring the activities of workers performing production functions;

management of management activities - This species covers functions strategic management, external representation and consulting activities.

Such a classification seems to be more complete and systemic. In general, it is assumed that the same employee can perform both the functions of one species and the combination of functions different species. Achieving the optimal combination of functions of various types, taking into account their labor intensity, complexity and compatibility is an important task in determining official functions.

LITERATURE

Minzberg G. Structure in Kulak: Creating an effective organization / lane. from English Ed. Yu. P. Kapluyevsky. - SPb.: Peter, 2004. - 512 p.

Prigogin A. I. Methods of development of organizations. - M.: MCFER, 2003. - 864 p.

LAUKS G., Lirmann F. Basics of the Organization: Decision Management / Per. with it. - M.: Case and Service, 2006. - 600 p.

Smirnov E. A. The foundations of the organization theory: studies. Handbook for universities. - M.: Uniti, 2000. - 375 p.

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

Armstrong M. Practice of human resources management. 8th ed. / Lane from English Ed. S. K. Mordovina. - SPb.: Peter, 2004. - 832 p.

• Personnel office work and labor law

When developing job descriptions, not only official, but also functional responsibilities are sometimes envisaged. And what is their difference? And how does the job instruction differ from the working instruction?

What is the difference between functional responsibilities from official duties?

Labor legislation does not distinguish the concepts of functional and official duties and does not give them a definition. It is believed that the functional responsibilities of the employee characterize the purpose or function of a particular employee, that is, that result, which is achieved as a result of the employee's fulfillment. And immediate responsibilities that the employee performs to achieve such goals are referred to as 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 to draw up accounting (financial) reporting. This can be attributed to functional duties. And immediate labor actions that need to perform an employee to achieve this function, i.e., in fact, its official duties are, for example:

• accounting and logical verification of the correctness of the formation of numerical indicators of reports that are included in the accounting (financial) reporting;
• the formation of explanations to the accounting balance and the report on financial results;
• ensuring the signing by the head of the economic entity of accounting (financial) reporting;
• ensuring the safety of accounting (financial) reporting to its transfer to the archive.

Often the terms "job duties" and "functional responsibilities" are considered synonyms. And it doesn't matter how the responsibilities of the employee will be named in the job instruction. It is important that that of their content clearly follows what particular work will be necessary to fulfill the employee, taking into account the peculiarities of the organization of production, labor and management at the enterprise.

The difference of the job instructions from the production

When executives, specialists and other employees are accepted for work, the instructions being developed for them are called officials. And for workers' professions on the basis of, as a rule, uniform tariff qualification directories of work and professions of workers in the respective industries are approved production instructionswhich are also sometimes called working instructions. Thus, the difference of the job instructions from the working manual consists only in the category of employees in respect of which such instructions are being developed. Although such a division is quite conditional, because the official, and working instructions should give an employee to an unequivocal understanding of what work he has to do.

Section 3. Responsibility.This section lists the types of responsibility that the employee bears for the quality and timeliness of the work performed, violations of labor discipline, loss or damage to the material values \u200b\u200bentrusted to him and documents in accordance with labor laws and local acts.

Materially responsible employees necessarily conclude an agreement on full individual or collective (brigade) liability.

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

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

2) collecting information constituting commercial secrets by abduction of documents, bribing or threats, as well as other illegal method (Article 183 of the Criminal Code of the Russian Federation);

3) use by a person who performs managerial functions in a commercial organization, its powers, contrary to the legitimate interests of this organization and in order to extract benefits and benefits for themselves or other persons, or harm to other persons, if this act has caused significant harm to the rights and legitimate interests of citizens or organizations (paragraph 1 of Article 201 of the Criminal Code of the Russian Federation);

4) Unauthorized access to the law protected by computer information, i.e., information on machine carrier, in an electronic computing machine (computer), a computer system or their network, if this act led to destruction, blocking, modifying or copying information, disruption of the work of the computer , computer systems or their network (Art. 272 \u200b\u200bof the Criminal Code of the Russian Federation).

Concerning qualification requirementsThis section specifies the requirements for education, knowledge, skills, vocational training. Knowledge can be both common and specific (for example, knowledge of a foreign language, knowledge of certain regulatory and internal and domestic instruments, the ability to work with people, skills to work with organizational equipment for various purposes, including PCs, organizational and analytical abilities, sociability ).

TO working conditionscan relate trips to business trips, allocation of communication tools, requirements for the workplace equipment, the need to install software and other conditions related to the implementation of labor duties.

Official instructions are drawn up in a single graphic style in accordance with the requirements established in the organization.

We give an example of the job instruction.

Exemplary job manager job description

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

General:

1) subordination. The hotel manager is directly subordinated to the hotel's owner;

2) Replacement. The hotel manager replaces the deputy manager;

3) Reception and exemption from office. The manager of the hotel is appointed and dismissed by the disposal of the hotel's owner. Official duties

1. Manages in accordance with the current legislation of the production and economic and financial and economic activities of the hotel, carrying the full responsibility for the consequences of the decisions made, the safety and efficient use of the property of the hotel, as well as the financial and economic results of its activities.

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

1) improving the efficiency of the hotel;

2) the growth of sales sales;

3) increasing profits, improved quality and competitiveness;

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

5) ensuring safety and maintenance in good condition of premises and property in accordance with the rules and norms of operation, the smooth operation of equipment, improvement and comfort;

6) Compliance with sanitary and fire requirements.

3. Conducts control over the quality of customer service in accordance with the hotel class, accounting, distribution and correct use of residential numbers and free places, as well as compliance with the passport mode.

4. Provides the fulfillment of all obligations to the regional and local budget, suppliers, customers and lenders, including the Bank's institutions, as well as economic and employment contracts (contracts) and business plans.

5. Organizes production and economic activities based on the general use of the latest technology and technology, progressive forms of management and labor organization, informed standards for material, financial and labor costs, studying the market conditions and best practices (domestic and foreign) in order to enhance the technical level and quality of services, economic efficiency of their production, economical spending of all types of resources.

6. Takes measures to ensure the hotel by qualified personnel, rational use and development of their professional knowledge and experience, creating safe and favorable working and health conditions.

7. Provides the correct combination of economic and administrative methods of leadership, uniance and collegiality in discussing and solving issues, material and moral incentives to improve production efficiency, the use of the principle of material interest and responsibility of each employee for the case entrusted to him and the results of the whole team, paying salary in deadlines.

8. Decides the issues relating to the financial and economic and economic activities of the hotel, within the legal legislation provided to him, instructs the management of individual areas of activity to other officials - the Deputy Manager, the manager, the chef of the restaurant.

9. Provides maintenance and timely submission of reporting on the economic and financial activities of the hotel.

10. Provides compliance with legality in the activities of the hotel and the implementation of its 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, government and management bodies.

Requirements for the qualifications of the manager of the hotel manager, you need to know:

1) legislative and regulatory legal actsregulating the production and economic and financial and economic activities of the enterprise, the decisions of federal, regional and local authorities and management, which determine the priority areas for the development of the economy and the relevant industry;

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

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

4) market methods of economic management and management of the hotel;

5) a system of economic indicators allowing the enterprise to determine its position in the market and develop programs to enter new markets;

6) the procedure for the conclusion and execution of economic and financial contracts;

7) market conjuncture;

8) Forms and wage systems.

Rights of the manager of the hotel

1. The manager of the hotel has the right to give subordinate to him to employees and services of the instructions, tasks in a circle of issues included in their functional duties.

2. The manager of the hotel has the right to control the performance of production tasks, timely execution of individual instructions subordinate to him services and units.

3. The manager of the hotel has the right to request and receive the necessary materials and documents relating to the issues of its activities and the activities of the subordinate services and units.

4. The manager has the right to cooperate with other enterprises, organizations and institutions for manufacturing and other issues included in its functional duties.

5. The manager has the right to get acquainted with the project of the hotel owner solutions regarding the hotel's activities.

6. The manager has the right to propose a proposal for the owner to improve work related to the obligations provided for by this official instruction.

7. The hotel manager has the right to endure the owner of the proposal for the appointment, movement and exemption from the positions of employees of the hotel, proposals for the promotion of distinguished workers, imposing the impositions of violators of industrial and labor discipline.

8. The manager of the hotel has the right to report the owner of all identified disorders and disadvantages due to the work performed.

9. The manager of the hotel has the right to communicate with the press representatives, transfer official information to other organizations as an employee of the hotel as part of the features performed by position.

Responsibility

The hotel manager is responsible for improper performance or non-fulfillment of its official duties envisaged by this official instruction, within the limits defined by the labor legislation of the Russian Federation.

1. The manager of the hotel is responsible for violating the rules and provisions regulating the hotel activity.

2. When moving to another job or release from office, the hotel manager is responsible for the proper and timely relocation to the person entering this position, and in the absence of such a person, its replacement, or directly the owner.

3. The manager of the hotel is responsible for the offenses committed in the process of carrying out its activities within the limits defined by the current administrative, criminal and civil law of the Russian Federation.

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

5. The manager of the hotel is responsible for complying with the existing instructions, orders and orders for the conservation of commercial secrets and confidential information.

6. The manager of the hotel is responsible for performing the rules of the internal schedule, technical and fire safety.

Regulations on divisions and official instructions Begin to act since their approval by the heads of the enterprise (organization) and terminate from the date of the approval of the new versions of these documents or the order (orders) on the abolition, the reorganization of the existing unit, or the reduction of regular units. Familiarization of employees of the Organization with the named documents is carried out under Painting. Originals of employees' signatures on familiarization with the provisions on divisions and job descriptions are sent by the head of the unit to the personnel of the organization or enterprise within three working days from the date of approval of the order (orders), which are stored in the division during the entire time of the existence of this position in this unit.

Regulations on divisions and job descriptions that have lost action are stored in the archive during the period established by the organization's nomenclature or enterprise. Together with these documents, the signatures of employees are stored about acquaintance with the above documents.

When creating a new unit, the regulation on the division and job descriptions are approved and submitted.

If a small number of employees are involved in the newly created division for work, the job regulations and the provision on the created division of the leader should include a description of the activities, tasks and functions of units and functional duties of employees. At the same time, a deadline for the development and submission to approval of the division on the division and job descriptions (no more than three months after the creation) should be specified at the disposal of the division.

If the newly created unit has a complex internal structure, then the provisions of all structural units as part of this created division are also made to order on the establishment of a new division of the organization or enterprise.

When the staff of the organization (divisions) increases on all newly adopted employees and employees translated from other posts, job descriptions are drawn up. Official instructions on all employees are approved and put into effect by a special order (Order) of the head of the Organization or Structural Unit. Development and coordination of job descriptions occur in accordance with the internal rules established in each organization.

In practice, there are often situations when the responsibilities of workers and the competence of departments change with the constant number of personnel. In such cases, new job descriptions and provisions will be accepted. It will be more expedient to make a number of changes in the already existing documents.

The job instruction is considered a current document only if it reflects the work process existing in the organization.