Collective form of labor organization. main types of labor collectives

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Ministry of Education and Science of the Russian Federation

Federal Agency for Education

Kazan State Technical University A.N. Tupolev

Leninogorsk branch

Course work

by discipline: Organization, rationing and remuneration

at the enterprise

Topic: Collectivesystemsorganizationsandstimulationlabor

Option number 15

Introd uction -

1. Forms of labor organization and their classification

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

1.2 Brigade form of labor organization and its varieties

1.3 Conditions for the effectiveness of collective forms of labor organization

2. Forms and systems of remuneration of collective work

2.1 The system of remuneration in the conditions of collective (team) work

2.2 The system of remuneration based on the assessment of the employee's labor contribution to the overall results of the workforce

2.3 Collective share system of remuneration

Conclusion -

List of sources used

Practical part

- Introduction -

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

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

The division of labor in the enterprise is understood as the differentiation of the activities of those working in the process of joint labor, as well as their socialization in the performance of a certain part of the joint work.

The object of research is the collective system of organization and stimulation of labor. Collective labor is not a simple sum of partial labor processes. Only the correct ratio between partial labor processes, together with the correct placement of workers, ensuring their rational employment, leads to high labor productivity. In this regard, labor co-ordination at an enterprise is an association of workers in the course of the joint implementation of a single process or a group of interrelated labor processes.

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

The objectives of this work are:

1. Forms of collective labor organization and their classification.

2. Labor discipline.

3. Forms and systems of remuneration of collective work.

1.Formsorganizationslaborandtheirclassification

Forms of labor organization are its varieties, which differ from each other in the features of solving issues on individual elements of labor organization. Forms are determined by formative features. There are several such signs.

By ways establishing planned assignments and accounting completed work it is possible to single out individual and collective (joint) forms of labor organization.

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

Collective (joint)

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

V dependencies from places divisions v hierarchy management on the enterprise collective forms of labor organization can be link, precinct, group, departmental, shop and others (by types of subdivisions), when work planning, its accounting and earnings calculation are carried out as a whole, respectively, for the production link, brigade, site, etc.

V dependencies from way separation and cooperation labor with collective forms of labor organization there may be subdivisions:

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

With partial interchangeability, when employees have two or more professions (sᴨȇsialities) and can perform work not only in their main profession (sᴨȇsiality), but also in a combined or combined one;

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

V dependencies from way management division divisions are distinguished:

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

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

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

By way formation funds for implementation activities there are different forms of labor organization that are characteristic of individual labor activity, for contract and rental teams, for cooperatives and small businesses 55 .

By ways payment and material stimulation labor distinguish between the organization of work:

With individual wages;

With collective payment based on the tariff system;

With collective wages based on the tariff system using

various coefficients for the distribution of earnings (KTU - the coefficient

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

quality of work, etc.);

With tariff-free wages;

With commission pay.

By ways interactions With superior leadership it is possible to single out forms of labor organization based on direct subordination, on a work contract, on a lease agreement, on a contract.

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

1.2 brigadeformorganizationslaborandhervarieties

One of the most common forms of labor organization is the brigade with its varieties. The history of the development of this form of labor organization in our country is very curious and instructive.

The fact is that collective (joint) forms of labor organization have existed, so to speak, from time immemorial. The need to unite people into groups was predetermined by the technological features of the performance of certain types of labor. So, if it was impossible to manually lift a heavy load to one person, a group of workers took on his ᴨȇrenoska; if a complex unit required for its management the coordinated work of a group of speakers, then they were united in a brigade; if for the installation of a construction object it was impossible or inappropriate to schedule the work for each individual worker, then an installation team was created, which decided on the spot who and what to do.

So, in production and in other activities, there have been and continue to exist some technological features that predetermine the need for collective (joint) forms of labor organization. The main technological conditions are as follows:

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

¦ performance of a complex task, each part of which cannot be accurately distributed among individual workers (for example, work on the repair, installation and adjustment of complex machines);

¦ the volume and scope of homogeneous work is such that the production task cannot be completed within the established time frame by one worker;

¦ the need to ensure shared responsibility for achieving high production results;

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

If we take industry, then on average up to 30% of workers worked there under a collective form of organization and wages, since an individual form of organization was simply impossible for them. However, the rest of the workers could work and worked under the individual organization of labor, which prevailed.

Fig.1. The main types of production teams

V dependencies from level socialization brigades can be socialized and complex

Socialized called such brigades that unite workers of the same profession (sᴨȇtsialnosti), one or different skill levels. Such teams are most effective in the presence of large volumes of technologically homogeneous work, ensuring the full load of each member of the team.

Complex brigades unite workers of different professions (sᴨȇsialities) of the same or different skill levels.

By degrees separation labor complex brigades can be of three varieties:

a) With complete division labor, when each employee performs duties strictly in accordance with his profession (sociality) and skill level;

b) With partial interchangeability when employees master two or more professions and perform, in addition to their main work, related work in other professions;

v) With complete interchangeability in which a brigade unites workers of a wide production profile, who own different professions and are able to work in a brigade at any workplace.

The greatest opportunities to solve economic and social problems have complex brigades with full interchangeability. In such brigades, it is possible to organize work with labor time, that is, with the alternation of work requiring different professions, or with the performance of work sequentially at different workplaces, each of which has its own set of production tasks. This is important for industries with a very narrow division of labor, characterized by its great monotony. The change of labor allows to provide a triple effect: economic, psycho-physiological and social.

V dependencies from duration production cycle brigades can be replaceable and through. The production cycle is understood as the time required to manufacture a product, or to perform a certain completed work in accordance with the labor standards in force at the enterprise.

Interchangeable teams are formed when the duration of the production cycle for the manufacture of the product (performing the completed work) is equal to or a multiple of the duration of the work shift. In such teams, during the shift, it is possible to completely complete the production of one or more products (perform a certain number of tasks).

through brigades are formed when, with a multi-shift operation of the enterprise, the duration of the production cycle is greater than the duration of the work shift. Work started in one shift is continued by workers in the second and subsequent shifts. In this case, it is advisable to combine workers from different shifts performing a common task into one team, called a through team.

V dependencies from way planning work the brigade can have a plan in the form of a single order (task) indicating the total volume and range of products (works) or, in the old fashioned way, the brigade work plan represents the sum of individual work plans for each member of the brigade.

Planning on united along with is a planning method that distinguishes the so-called new type of teams from the old traditional teams with individualized plans for each worker.

By ways charges salary fees brigades are divided into those that use only the tariff system for calculating earnings for members of the brigade, and brigades that use a tariff-free wage system or use different coefficients in addition to the tariff system (KTU - labor participation coefficient, KTV - labor contribution coefficient, KKT - coefficient of labor quality, etc.), which are used in the distribution of brigade earnings between members of the brigade to more fully account for the contribution of each employee to the overall results of labor.

By ways accounting costs on the performance work brigades can be self-supporting, with elements of self-supporting and without self-supporting.

self-supporting called such teams that keep records of the costs of raw materials, materials, semi-finished products, energy, labor in the implementation of planned targets. The cost accounting of enterprises as "a method of socialist management based on comparing the results of labor with the costs of achieving them" is a thing of the past and has become obsolete along with the command economy. But in relation to brigades, this term, in our opinion, has retained its meaning.

To establish self-supporting relations in brigades, it is necessary to solve at least three tasks:

Install norms costs of raw materials, materials, energy, tools, labor and other elements of production per unit of output (work);

Set up accounting actual costs for all specified elements of production;

Organize stimulation workers for compliance with the norms for the consumption of raw materials, materials, etc., especially incentives for their savings.

V dependencies from features management brigade they can be with full self-government, with partial self-government and without self-government, that is, with centralized management.

brigade With complete self-government independently solves all production issues related to the fulfillment of the planned task. Such a team should be endowed with real powers to exercise intra-brigade leadership. The regulations on the brigade should indicate the issues that the brigade decides on its own without the consent of a higher leader.

Sometimes in the regulation on the brigade, which is considered self-governing, they write that the brigade accepts participation in solving such issues. Such records have nothing to do with self-government. The self-managed brigade should not take part, a solve questions, only then will self-government be real.

The brigade is led by a foreman, but the highest governing body in a self-governing brigade is the general meeting of the brigade or, if the brigade is large, the meeting of representatives of the brigade - the brigade council (there may be other names for this joint body). The last word should be theirs.

In the brigade With partial self-government Some of the issues of production activity are solved by the team on their own, but the other part of the issues is assigned to the competence of a higher manager. (C) Information published on the website
All this should be reflected in the position of the brigade.

V dependencies from legal status brigades can be contract, rental, and also not having contract or rental relations. Contracting and leasing relations are established and regulated on the basis of the Civil Code Russian Federation(part two, ch. 34. Rent; ch. 37. In a row).

Contractor called a team that has concluded a contract with a higher manager. Such an agreement tightens relations between the brigade and the administration, makes them more binding. In the contract, sections are distinguished: obligation, rights and responsibility, which equally apply to each of the parties to the contract.

rental a brigade is called a team that has concluded a lease agreement with the lessor enterprise, according to which the lessor undertakes to provide it with property for temporary possession and use or for temporary use for a certain fee. The products and income received by the rental team as a result of the use of the leased property in accordance with the contract are its property.

V dependencies from numbers workers Brigades may be small, medium or large. These concepts are rather arbitrary: for one production, the number of a team of 10 people may be small, for another - medium, and so on.

Small brigades of 3-5 people do not have the necessary stability; there it is enough for one or two workers to fail, and the work of the brigade will be paralyzed. Numerous brigades of 50-70 people are difficult to manage. For each specific production, there is an optimal number of production teams. In mechanical engineering, for example, the optimal number of teams is in the range of 10-25 people. But there you can meet cross-cutting brigades and several dozen people, which are subdivided into interchangeable units led by link units.

1.3 Conditionsefficiencycollectiveformsorganizationslabor

The main conditions for the effectiveness of collective forms of labor organization are as follows:

Firstly, the introduction of any organizational innovation in the enterprise should be preceded by economic and social justification his need. It is necessary to understand well the features of various forms of labor organization, to calculate the options for possible solutions, the expected costs and the effect of using the innovation.

If the case is completely new and there is no experience of using it, you should first experimental verification a new idea in one of the departments, analyze the results, and only then, if the economic and social feasibility of using this idea is confirmed, will it be accepted for its wide implementation.

Secondly, after substantiating the feasibility and effectiveness of the introduction of organizational innovation necessary his design -- development of an organizational project, in which all issues related to the use of new forms of labor organization should be worked out.

This work at a large enterprise requires the participation of socialists of various profiles: economists, technologists, designers, mechanics, sociologists, socialists in hygiene and labor protection, industrial aesthetics, ergonomics and other professions. In small enterprises, it is better to order work on the design of the organization of labor to socialized firms with experience in carrying out such work and relevant socialists.

Thirdly, in the work to improve the organization of labor, one should widely rely on the participation of the enterprise staff, holding competitions among them to solve various organizational and technical issues, in every possible way materially and morally stimulating the development of the creative initiative of workers.

2.Formsandsystemspaymentlaborcollectivework

Under system payment labor is understood as a method of calculating the amount of remuneration payable to employees in accordance with the costs incurred by them, and in some cases with its results.

2.1. Systempaymentlaborvconditionscollective (brigade)work

The choice of wage systems depends on the characteristics of the technological process, forms of labor organization, requirements for product quality or work performed, the state of labor rationing and accounting for labor costs. At piecework payment time-based payment

All systems of piecework wages with varying degrees of efficiency can be used both for individual and collective forms of labor organization. Feature of their application v conditions collective (brigade) work is payment based on the final results of the work of the team as a whole. Payment for the final results can be made on the basis of individual piece rates in conditions where the labor of workers performing a common task is strictly divided (on production lines, conveyors, etc.), and on the basis of a common production rate and a collective piecework rate per unit of work for the entire team.

The collective piece-rate for all types of work is set by the formula: P br \u003d ci T pcs

where T ci -- tariff rates for the category of work performed by members of the team;

T piece -- the rate of time set per unit of work performed;

n is the number of team members.

The salary of the entire team is calculated according to the formula:

Z br \u003d br N f

where N f -- the actual production of products by the brigade for the estimated period;

m is the number of work items.

The collective form of labor posed the problem of a fair distribution of the amount of wages accrued to the brigade. This means both the distribution of tariff earnings and piecework earnings and bonuses.

The traditional way of allocating crew wages is based on the earnings ratio, which is calculated using the following formula:

Kz \u003d Rbr * Q /? TSi * Bi

ЗПi=TSi*Вi*Кз

One of the common ways to distribute team earnings is to distribute it using the running-in coefficient, which is calculated using the following formula:

Kpr \u003d P /? TSi * Bi * KTU

where P is the bonus, the entire salary, the amount of earnings and bonuses, or only earnings.

The calculation boils down to the following:

The amount of tariff wages for the entire team is established for the time actually worked;

The running-in coefficient is determined by dividing the actual wages of the brigade at the collective rate by the amount of the tariff wage;

The actual earnings of each member of the team are calculated, for which his earnings at the rate for hours worked are multiplied by the earnings coefficient.

At the same time, such a distribution is fair if each employee of the team performs work, the complexity of which corresponds to his qualifications, and labor productivity is approximately the same. In practice, the individual contributions of workers to the overall results of the work of the team are different, and wages with equal grades and hours worked will be the same. This circumstance leads to the need to adjust the usual ways of distributing brigade earnings.

One of the widely used methods of such an adjustment is the distribution of piecework earnings and bonuses accrued to the team using the labor participation rate (KTU). When establishing KTU, it is recommended to take into account individual labor productivity, the complexity and quality of work performed, compliance with labor and production discipline, and other factors. The procedure for determining and applying this coefficient is established by the meeting of the team of the brigade, and its specific size for each member of the brigade for the planned period - by the brigade council in accordance with the current situation at the enterprise.

The average size of the KTU is taken as a unit. They usually reduce it for a negligent attitude to work, failure to fulfill an individual task, low labor productivity, marriage at work, violation of labor and production discipline. Increased coefficients are set for employees who achieve high labor productivity, high quality of work, perform work in related areas, are proactive and provide assistance to workmates. So, the coefficient of labor participation, established by the members of the brigade, can vary in the range from 0.8 to 1.5. At the same time, the tariff salary for the hours worked is usually guaranteed.

2.2 Systempayment,foundedon theevaluationlaborcontributionworkervare commonresultslaborteam

This remuneration system involves determining the size of the employee's wages and using an individual coefficient (IC), which is calculated by the formula:

Where: 3l - the employee's personal wages;

Zrs - the average wage of pieceworkers;

Kpu-professional level coefficient;

Nur -- allowance for the level of leadership;

and also in the continuation of the formula can be:

Нсв - allowance for the complexity of the work performed;

NPM - allowance for professional skills;

Nsr - allowance for work experience.

The coefficient of professional level (K pu) is calculated by the formula:

Kpu \u003d (Kti-Ktsr.r) / 10

where Kti -- individual tariff coefficient;

Ktsr.r -- tariff coefficient of the average category of pieceworkers.

The allowances used in the formula (any others can be used) are usually set as a percentage of wages. The most optimal value of the allowance is 10 - 30% (0.1 - 0.3) of wages. The individual wage rate determines the value of the employee, is a constant value. It is recalculated when the employee is called to another position (job) and the allowance is established.

To determine the assessment of the employee's labor contribution to the overall results of work, the labor participation coefficient (KTU) is used. To do this, each employee is assigned performance indicators, for the performance of which he is responsible. As a rule, these are 3-5 indicators, each of which is evaluated in points. A report on their implementation is produced monthly. When the KTU indicators are met, it is equal to 1.0, and if the indicators are not met, it is reduced by the sum of points of the outstanding indicators. The minimum value of KTU is recommended to be set at least 0.5.

When performed by an employee, in addition to their functional duties, additional volumes of work, the employee is stimulated through an increase in KTU. Surcharge (N d) to KTU is calculated by the formula:

Nd=Tf/Tsm*P/100

where P is the established percentage of employee incentives for performing an additional amount of work (expanding service areas);

G SM -- the average monthly fund of working time;

Г f - actual time worked.

To assess the results of the work of the team, you can take the volume of products, or the volume of products sold, or the cost of products, etc. for the previous planning period. The established one or several indicators are fixed in comparable prices or in physical terms and receive the value of the base ones.

According to the results of the work of the team for the month, the volume adjustment coefficient (K k) is determined in relation to the base one. It is calculated according to the formula:

where About f - volume (or any other indicator) actual;

About - the volume (or any other indicator) is basic.

For each percentage increase or decrease in the established indicator, the decision of the administration determines the amount of increase or decrease in the wage fund. To stimulate work with a smaller number, a correction factor is introduced (TO h), calculated by the formula:

Kch=Chb/Chf-1

where Chb - the number of base;

Chf - the actual number.

The wage fund accrued to the team (FZP R) is the wages of employees used to calculate individual wage rates, adjusted for the volume adjustment factor (K k) and the headcount ratio (K h). FZP is calculated by the formula:

FZPr \u003d Zr (Kk + Kch * P / 100)

where P is the wages of laid-off workers to be distributed, %.

The employee is paid according to the formula:

Zpl \u003d FZPrhIKhKTUhTf / Tsm

An analysis of the formula allows us to conclude that the level of an employee's salary is directly linked to the results of the work of the team, personal labor contribution and individual wage rate.

This system allows:

Evaluate each employee depending on his qualifications, position, personal qualities that contribute to the successful performance of functional duties;

Assess the personal labor contribution of each employee;

Link the level of wages of each employee with the results of the work of the team and the actual hours worked;

Stimulate the work of a team with a smaller number.

The introduction of the proposed wage organization system is most relevant for the remuneration of employees of functional units, teams of auxiliary time workers, especially those where, due to objective and subjective reasons, the current level of remuneration of managers and socialists is lower than the level of piecework workers, which, naturally, does not stimulate the work of qualified socialists.

2.3 Collectively-sharesystempaymentlabor

This system provides for the differentiation of wages depending on the final results of the work of teams, taking into account the qualification differences of workers and the degree of their individual participation in the overall results of work. The main elements of this system are:

¦ qualification levels;

¦ coefficient of personal merit;

The system is based on the average monthly salary (including bonuses) for the previous year of all employees, broken down by workshops and departments, indicating positions and grades. On its basis, a general ranked series is compiled from the smallest to the largest size of the average salary. According to this series, an integral series is formed taking into account the accepted number of qualification groups. The number of the latter is established empirically, as a rule, no more than ten. The interval width is determined by the formula:

And \u003d (X max -X ​​min) / n

where: I -- interval width, rub.;

X max and X min -- respectively, the maximum and minimum average wages in the ranked series, rubles;

n is the number of skill groups.

The average salary of the first qualification group is taken as the initial one with a coefficient of 1.0.

Qualification levels for all subsequent qualification groups are determined by dividing the average salary of each group by the average of the first qualification group. After that, a table of qualification groups is compiled (Table 1) and the cost of one payment unit is calculated. Determination of qualification levels is the most time-consuming and responsible work. The share of an individual employee in the payroll depends on the size of the qualification coefficient. At the same time, it is necessary to set the wages of the first qualification group at the level of the subsistence minimum. The interqualification increase in coefficients is set independently.

Table 1. Interqualification increase in coefficients

The coefficient of "personal merit" is established based on the length of service in this position and the results achieved by the employee. If there is no particular need to highlight personal merits, then this indicator can be omitted.

The number of payment units (points) accepted to determine the share of income of each employee (PU) is calculated as the product of the qualification level worked per month of working time (in hours) and the "personal merit" coefficient:

PE i \u003d K at T r K l.z.

where K y is the qualification level of the employee;

T r - worked per month work time;

To l.z. - coefficient of "personal merit".

The monthly salary of an employee is determined by multiplying the cost of one payment unit by his number of payment units. Additional payments due to him are added to this earnings.

- Conclusion -

According to the term paper we can say the following: the forms of labor organization are its varieties, which differ from each other in the peculiarities of solving issues on individual elements of labor organization. Forms are determined by formative features.

According to the methods of setting plan targets and accounting for the work performed, it is possible to distinguish between individual and collective (joint) forms of labor organization.

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

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

Depending on the place of the unit in the management hierarchy at the enterprise;

Depending on the method of division and coordination of labor;

Depending on the way the unit is managed;

According to the method of generating funds for the implementation of activities;

By methods of payment and material incentives for labor;

How to interact with senior management.

One of the most common forms of labor organization is the brigade with its varieties. Types of brigades:

Depending on the level of socialization, brigades can be socialized and complex;

According to the degree of division of labor, complex teams: with a complete division of labor, with partial interchangeability, with complete interchangeability;

Depending on the duration of the production cycle, teams can be replaceable and through;

Depending on the method of work planning, the brigade can be assigned a plan in the form of a single order (task);

According to the methods of calculating wages, brigades are divided into those that use only the tariff system for calculating earnings for members of the brigade, and into brigades that use a tariff-free wage system;

According to the methods of accounting for the costs of performing work, brigades can be self-supporting, with elements of self-supporting and without self-supporting;

Depending on the characteristics of the management of the brigade, they can be with full self-government, with partial self-government and without self-government, that is, with centralized management;

Depending on the legal status, brigades can be contracted, leased, or not having contracted or leased relations.

At most enterprises, two main systems of remuneration are mainly used: piecework and time.
At piecework payment the measure of labor is the output worked out by the worker, and the amount of payment directly depends on the quantity and quality of output produced under the existing organizational and technical conditions of production. At time-based payment the measure of labor is the time worked, and the worker's earnings are accrued in accordance with his tariff rate or salary for the time actually worked.

In the conditions of collective (team) work, piecework payment is applied according to the final results of the work of the team as a whole. One of the common ways to distribute brigade earnings is to distribute it using the running-in coefficient. In practice, the individual contributions of workers to the overall results of the work of the team are different, and wages with equal grades and hours worked will be the same. This circumstance leads to the need to adjust the usual ways of distributing brigade earnings.

One of the widely used methods of such an adjustment is the distribution of piecework earnings and bonuses accrued to the team using the labor participation rate (KTU). When establishing KTU, it is recommended to take into account individual labor productivity, the complexity and quality of work performed, compliance with labor and production discipline, and other factors.

Also, the system of collective remuneration involves determining the size of the employee's wages and the use of an individual coefficient (IC), which determines the cost of the employee and is a constant value. It is recalculated when the employee is called to another position and the allowance is established.

The collective-share remuneration system provides for the differentiation of wages depending on the final results of the work of teams, taking into account the qualification differences of workers and the degree of their individual participation in the overall results of work. The main elements of this system are:

¦ qualification levels;

¦ working hours worked per month;

¦ coefficient of personal merit;

¦ number of payment units (points);

¦ the cost of one payment unit (point).

Based on the work done, we can say that every form of labor organization, both individual and collective, has its own characteristics for various organizational organizations. And each form has its own classification and its own calculations when calculating wages.

Listusedsources

1. Bychin V.B. Labor rationing: a textbook for universities / V.B. Bychin, S.V. Malinin; ed. prof. SOUTH. Odegov; State. economic academy. G.V. Plekhanov - M .: "Exam", 2003. - 320 p.

2. Bychin V.B. Organization and rationing of labor: a textbook for economics. universities / V.B. Bychin, S.V. Malinin, E.V. Shubenkov; ed. prof. SOUTH.

3. Odegova; Ros. economy Academy them. G.V. Plekhanov. - 3rd ed., ᴨȇrerab. and additional - M.: Publishing house "EXAMINATION", 2005. - 464 p. - (Textbook for universities).

4. Rofe A.I. Organization and regulation of labor: textbook. for universities / A.I. Rofe; Academy of Labor and Social Relations. - M.: MiK, 2003. - 368 p.

5. Genkin B.M. Economics and sociology of labor: textbook. for universities / B.M. Genkin. - 6th ed., add. - M.: NORMA, 2006. - 448 p.

6. Pashuto V.P. Organization, rationing and wages at the enterprise: a practical training manual / V.P. pashuto. - 3rd ed., Sr. - M.: KNORUS, 2007.-320s.

Practicalpart

Option number 15

1. Definitionpricesscientific and technicaldevelopment

Cr - development price R-th stage. Determined by the formula:

1) Tsr 1 \u003d 16 * 16 \u003d 256 rubles. - technical task

2) Tsr 2 \u003d 268 * 26 * 0.8 \u003d 5574.4 rubles. - preliminary design

3) Tsr 3 \u003d 306 * 23 \u003d 7038 rubles. - technical project

4) Tsr 4 \u003d 5.4 * 100 \u003d 540 rubles. - detailing

5) Tsr 5 \u003d 100 * 15 \u003d 1500 rubles. - assembly

6) Tsr 6 \u003d 16 * 85 \u003d 1360 rubles. - explanatory note

7) Tsr 7 \u003d 18 * 90 \u003d 1620 rubles. - technical and economic calculations

Total Tsr for all developments: 12888.40 rubles.

where C jk- the cost of one sheet of A1 format drawing (or part thereof) j-th group of novelty, To-th norm number, rub.;

m - the number of novelty groups;

/ - number of norm numbers;

N jk - number of drawing sheets in A1 format , j-th group of novelty, k-th norm number, pcs.

The calculation of the development price is carried out according to the formula:

To calculate the formula, we take data from applications No. 2,

where C is the price of scientific and technical development, rub.;

n is the number of stages of scientific and technical development;

Кп is the coefficient of the ratio of the minimum wage at the time of calculating the development price and the minimum wage in force at the time of approval of the prices given in Appendix 1.

The value of the latter is 80 rubles;

The contractual development price should not be less than the calculated price. With regard to the conditions of this work, we assume that the customer agrees with the developers' proposal, and the contract price is equal to the development price.

2. Paymentfundsalaryfeesengineeringteam,includedvnegotiableprice

The calculation of the wage fund is carried out in two stages.

The first stage: we determine the cost of scientific and technical development. To do this, from the development price determined by formula (1), we subtract the profit, the value of which is established by the enterprise itself.

In this work, the amount of profit (as a percentage of the contract price) is indicated in the assignment option (Appendix 7).

C \u003d 968209.65 - (968209.65 * 0.15) \u003d 822978.20 rubles.

The second stage: subtract the costs not related to wages from the cost of scientific and technical development. According to statistics, in teams engaged in design development, they range from 30% to 40% of the development cost. So, wages account for 60-70% of all costs.

This value includes the wage fund itself and the unified social tax (UST), the value of which can be taken at the level of 26% of the wage fund.

The wage fund to be distributed among the members of the labor collective is determined by the formula:

FZP \u003d (S - MZ) / K \u003d 822978.2 - (822978.2 * 0.3) / 1.26 \u003d 457210.11 rubles. (3)

where C - development cost, rub.;

MZ - material and other costs not related to wages, rubles;

K - coefficient taking into account the ESN (1.26).

3. Distributionvolumeworksandfundsalaryfeesbetweenperformers

First, we determine the amount of work in terms of value, performed by each engineer.

We take the initial data for the calculation from Table. No. 1. The calculation is carried out according to the formula:

V i= Kp? C R At ip (4)

1) V 1 = 54.125 * (1 * 256 + 0.31 * 5574.4 + 0.4 * 7038 + 1 * 1360) \u003d 333370.16 rubles.

2) V 2 \u003d 54.125 * (0.34 * 5574.4 + 0.29 * 7038 + 0.6 * 540) \u003d 230589.96 rubles.

3) V3 \u003d 54.125 * (0.21 * 7038 + 0.65 * 1500) \u003d 132767.54 rubles.

4) V4 \u003d 54.125 * (0.1 * 7038 + 0.35 * 1500) \u003d 66508.8 rubles.

5) V5 \u003d 54.125 * (0.35 * 5574.4 + 0.4 * 540) \u003d 117291.04 rubles.

6) V6 \u003d 54.125 * (1 * 1620) \u003d 87682.5 rubles.

Total for the entire volume: 968210.00 rubles.

where v i - cost of work performed i-th engineer, rub.;

At ip - the amount of work (in percent) performed by the i-th contractor on R-th stage.

Table No. 1 Distribution of the scope of work (in%) between the performers

After determining the cost of the work performed by each performer, we determine the wage rate (Nzp), which is the share of accrued wages in the contract price:

Nzp \u003d FZP / C \u003d (5)

The calculation results are summarized in table No. 2.

The salary of each engineer is determined by the formula:

1) ZP 1 \u003d 0.0591 * 333370.16 \u003d 19702.18 rubles.

2) ZP 2 \u003d 0.0591 * 230589.96 \u003d 13627.87 rubles.

3) ZP 3 \u003d 0.0591 * 132767.54 \u003d 7846.56 rubles.

4) ZP 4 \u003d 0.0591 * 66508.8 \u003d 3930.67 rubles.

5) ZP 5 \u003d 0.0591 * 117291.04 \u003d 6931.90 rubles.

6) ZP 6 \u003d 0.0591 * 87682.5 \u003d 5182.04 rubles.

Table No. 2 We distribute the scope of work and the payroll between the performers:

So, we determined the salary of the members of the engineering team who took part in this project:

1. Lead engineer - 19702.18 rubles,

6. Economist - 5182.04 rubles.

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In the conditions of intense competition from foreign firms, there is a need to find ways to strengthen the competitiveness of Russian products. One of the options for solving this problem is to improve production management and, in particular, the use of adaptive management structures, which is based on the use of collective forms of labor organization along with intra-organizational entrepreneurship.
Collective forms of labor organization are not, of course, something fundamentally new, in demand only at the present stage of development of society. The roots of this phenomenon stretch from the depths of centuries. Collective forms of labor organization originated from tribal life. It should also be borne in mind that in Russia, unlike in Western Europe, wealth and private property have never been encouraged by the church. Therefore, two forms of ownership have always been characteristic and natural for Russia: state (state) and communal (public), and private was, as it were, secondary. Perhaps that is why in the legislation of the XXVIII century and earlier there are no definitions and concepts of an artel, company, union, etc. .
First of all, the origins of the modern collective organization of labor in Russia should be sought in the territorial community, which, although in some places retained the ancestral basis (“peche” in the north, “zadruga” among the southern Slavs, even shared “syabrin” land ownership in Ukraine), but already characterized by the predominance of economic interests, and not kinship. Very often, such communities were formed in a pooled way, i.e. by contract, sometimes for a fixed period.
Trade associations (“storehouses”) and artels had much in common with modern work teams. The encyclopedia, released in 1994, gives the following definition to the concept of artel: "Artel is a voluntary association of people for joint work with participation in common income, common responsibility based on mutual responsibility" . Artel can be characterized today as an autonomous production organization with full financial responsibility for the final results collective labor and property collectively owning the means of production.
Documentary sources testify to the existence of fishing artels in Russia already in the 13th century (fishing artels, "troops" in Novgorod). Initially, such artels arose on the basis of community, country, family and national ties, later acquiring a more general character. It is also known that in Russia in the first third of the XIII century there were 7-8 building artels. In the 17th century, among others, artels of masons, carpenters, and blacksmiths became widespread. In the second half of the 17th century, the term "contracting artel" was documented.
But artels in Russia became most widespread from the middle of the 17th century among peasants engaged in fishing for marine animals.
From the 18th century, a certain territorial specialization of artels began to be traced. If in Siberia and the Urals the bulk of the artels were fishing and hunting and artels engaged in mining (quarry, salt industry, prospecting), then in the European part of Russia they were created mainly among artisans (artels of carpenters, masons, painters, felters, tailors, small traders).
V late XIX century, artels of accountants, electricians, engineers, accountants, sellers appeared, a large number of artels for the processing of dairy products appeared (at the end of the last century there were more than 3 thousand butter-making artels in Western Siberia, the Baltic states and the Vologda province).
Artels were characterized by a variety of approaches to the formation of a team and the distribution of wages and work, the election of leaders, the formation of fixed capital and management. For example, wages in various artels could be distributed:
equally to each member of the artel;
depending on the experience and qualifications of the employee (without assessing the labor contribution);
in proportion to the individual contribution to the work;
taking into account the invested material resources.
As a rule, management in the artels within the boundaries determined by the charter of the artel was carried out by elected bodies. In some cases, the organizers of the artel from among the contractors or persons appointed by the party that carried out the financing acted as the head of the artel.
sirovanie artel. But in any case, the most important issues were decided by the general meeting of the team members.
The features of each artel were determined primarily by the nature of the work performed. Common to all artels were full responsibility members of the artel for the results of labor and property, a wide range of independently resolved issues, as well as the high role of the contract in regulating relations within the artel and with the outside world.
In the 60s of the last century in the Urals, at the Nikolaev Arms Plant, one of the first artels in industry arose. Initially, it consisted of 60 people, then the numerical strength grew to 150 people.
The main principles of the organization of this artel were as follows:
each member of the artel was obliged to work directly in it, participation in the affairs of the artel only with finances was not allowed;
each member of the artel was required to make an entrance fee. One could use a loan or a gradual payment of a contribution;
all members of the artel were equal in managing affairs, regardless of earnings and profits;
wages were set depending on qualifications and profits;
liability for debts and obligations extended only to the property of the artel.
The management of the affairs of the artel was carried out by the head of the artel elected for one year and his four assistants. Leaders were subject to certain educational requirements. The range of issues to be resolved by the leaders of the artel was limited, for example, in the field of finance, they could make decisions only within certain limits. More important issues were decided by a meeting of representatives of the artel (one from five people). The assembly had the right to cancel any decisions of the leaders of the artel.
The division of profits or wages was carried out according to the results of collective work, taking into account the individual contribution. The distribution of work was carried out by the management, depending on the specific order and the skills of an individual member of the artel. Part of the profits went to the general fund.
Successful labor activity, self-management, interest in the end result of labor stimulated the processes of rationalization.
lization and technical creativity. As a result, only in the first three years of the existence of the artel, labor productivity increased more than 10 times.
Similar artels were created in other regions of Russia.
Despite the coincidence of some approaches to organization and management in most artels with the principles of the theory of work teams, there are certain differences (Table 1.2.1).
Table 1.2.1
Results of comparison of different approaches to organization and management in artels and in self-directed work teams
Basic provisions consistent with the organization of self-directed work teams
The main provisions contrary to the organization of self-directed work teams
Voluntary participation Participation of employees in solving fundamental issues of development, financing and a number of other
Direct dependence of the income of artel members on the collective results of labor Participation of artel members in the formation of a team
1. 2.
3.
4.
Election of governing bodies
Assignment of operational management functions to a specific person for a long period
Collective ownership of the means of production
Limited contacts of the majority of members of the artel with the external environment
Artel is an autonomous production organization
It should be noted that when comparing artels and small firms whose employees make up the same working team, there may be differences in the results. comparative analysis individual provisions given in table. 1.2.1. In the United States, for example, in some pizza-delivery firms, team members effectively collectively own the means of production.
With the development of industry, autonomous production organizations like artels have lost their significance. Among the main reasons for the weakening of the role of artels in the late XIX - early XX centuries, the following can be distinguished: the development of large-scale industries, a narrow specialization
industrialization, the low educational level of workers, the possibility of using intensive methods in competition, a weak theoretical foundation in management. It is obvious that many artels built on the basis of mutual trust could be destroyed during the wars, when there was active mobilization into the army and the created intra-collective ties were destroyed. An important factor was also the emphasis in the activities of the state on the state form of ownership. So already the decrees of Peter I introduced restrictions on private property. Serious influence on the collapse of artels and the like organizational forms had a transition to directive methods of management during the years of Soviet power, severe restrictions on private property, the introduction of industrial cooperation and, in particular, mass purges of the so-called "wild" artels in 1928-1929. .
After the revolution of 1917, the main emphasis in the development of industry was placed on the absolute centralization of planning and financing at the level of the country's government. A certain weakening of directive control occurred in the mid-1920s. This period is characterized by a large number of scientific works devoted to various issues. scientific organization labor and production management. A serious analysis of this period in the development of the Soviet scientific school was carried out by E.B. Koritsky. From the point of view of the theory of work teams, the works of Gastev A.K., Kerzhentsev P.M., Vitke H.A., Ginzburg A.M. are of the greatest interest. So Gastev A.K., the founder and head of the Central Institute of Labor, as the basic ideas of the concept of "labor attitudes" developed under his leadership, proposed the ideas of the decisive role of the human factor, "socialization of labor processes", development and activation of the employee's abilities. In contrast to the “citites” Kerzhentsev P.M. gave priority in the introduction of the scientific organization of labor to direct executors, and not to the administration of enterprises. At the initiative of Kerzhentsev P.M. A mass public organization was established - the League "Time" (League Time "NOT", League "NOT"), among the main tasks of which was the introduction of NOT in production. Of particular interest is the concept of the human factor in management, formulated under the leadership of H.A. Vitka. This concept recognizes the relationship of people to each other as a determining factor in the organization of the production process, and not only of an object to an object and a person to an object. Among the main ideas of the concept, I would like to highlight: recognition of the expediency
differences in the organization of people as participants in the "single labor cooperation"; great importance attached to the ability to delegate authority; recognition of the high role of collective decisions and a number of others. It is also impossible not to note the advanced ideas of A.M. Ginzburg about the need to develop economic independence and the initiative of production units.
Unfortunately, many of these ideas were forgotten in favor of the administrative-command control system. As early as 1929, enterprise management again acquired a directive, maximally centralized character, which basically remained until 1965.
Naturally, during this period there could be no question of organizational units such as self-managed (self-managed) or self-directed (self-directed) work teams, although attempts to implement certain principles were repeatedly made, primarily within the production teams. One of the main problems in the activities of the brigades was the command style of farm management. It manifested itself in the desire to achieve results at any cost, counting on the consciousness of enthusiastic workers, the independence of teams in solving basic issues was only on paper.
The first associations of workers in brigades appeared in 1920. Uniting in small groups, the most active young workers tried to jointly solve individual production issues. Such groups assumed obligations to strengthen discipline, to fight for the economical use of materials, for cleanliness and order in the workplace. Such groups of workers were called "shock brigades", since their functioning was based on the enthusiasm of workers striving to maximize labor productivity through active, shock work. So, in the charter of the shock brigade of one of the workshops of the Zlatoust Metallurgical Plant, the following requirements were recorded: a member of the brigade treats production honestly and consciously, strives to produce more metal of good quality, fights absenteeism and slovenliness in production; a member of the brigade strives everywhere to improve his qualifications and political literacy, actively participates in production meetings; a member of the brigade must be progressive everywhere, be an example not only in production, but also in public life, personal life. At the same time, the number of duties clearly exceeded the number of rights and powers.
Interestingly, it was during this period that collective methods of teaching and testing knowledge began to be actively introduced in Soviet higher education. Particularly noteworthy is the widespread use of the system of work according to the Dalton plan and the laboratory-group method. So the rector's meeting at the Glavprofobre in 1924 noted in its resolution that the laboratory-group method is the most suitable for the requirements of modern higher education. Unfortunately, the introduction of these approaches was accompanied by "campaigning" and lack of thought. For example, some universities completely eliminated the lecture system, replacing it with students' independent work, which led to a sharp decline in the level of teaching. The confusion in the application of traditional and new teaching methods ultimately led to the discrediting of the laboratory-group method and to the subsequent rejection of its use.
The thirties in Russia, from the point of view of the development of collective forms of labor organization, are characterized by two fundamental aspects.
On the one hand, following the "great turning point" of 1929, a totalitarian, Stalinist-style, system of state socialism began to take shape in the country, which deformed the processes of free social and economic development. The political dictatorship subordinated the organization of social production and distribution to strict centralized planning in accordance with the political directives of the leadership and decreed the universality of labor for the state as a public obligation, the execution of which was supported by methods of non-economic and administrative coercion. Inspired by the goal of quickly building socialism in one country and by the task of overcoming the technical backwardness of the capitalist West, the working people of the Soviet Union enthusiastically followed the path of industrialization indicated by them. The scope and growing scale of socialist construction, the commissioning of new plants and factories, the creation of new branches of industry and cities, brought to life mass competition. Counter plans were adopted, self-supporting brigades were created, competition revealed unused reserves, made it possible to achieve savings and increase labor productivity. The drummers took on increased obligations, they were the initiators of the deployment of the competition, the leaders of the shock brigades. The economy became a shock business, a continuous labor front. The drummers were the first to break through, took "in tow"
lagging behind. For this they received a shock ration. In 1931, more than 3/4 of the workers in large-scale industry called themselves shock workers, the number of shock brigades reached 155 thousand. And although they still accounted for 1/5 of all workers and employees, 40% of the workers' supply was distributed in their favor. A year later, it was announced that 2/3 of the workers were already involved in the competition, 60% of the engineers were shock workers. The old tariff system Instead, direct piece work was introduced in industry, which encouraged the growth of individual output of workers. A struggle began with the "impersonality", which was rooted in the functional-brigade system of labor organization. The equipment was assigned to the workers personally, increased responsibility for the admitted marriage was established, payment for downtime was actually abolished. Twenty minutes late for work or one day of absenteeism was followed by dismissal. The impetus for all this was the speech of I.V. Stalin at a meeting of business executives on June 23, 1931. In 1932, an emergency was announced on all fronts of socialist construction. Plants and factories worked on a continuous schedule. In a short time (in 2 months), about a million workers were mobilized for the construction of prestigious facilities - the Moscow Metro, the Palace of Soviets, the Moscow-Volga Canal, etc., each of which required at least 15-20 thousand people at a time. In new buildings, up to 3/4 of the workers were young people, who occupied an exceptional place in the plans of the totalitarian state. Her inexhaustible enthusiasm and disinterested self-sacrifice in the name of communist ideals were skillfully used by the bureaucratic apparatus to more than compensate for the low technical equipment of production and the unsatisfactory organization of labor, the almost complete absence of a social and domestic sphere in the areas of new development. For shock work they began to award orders and medals. Work records and victory reports were now required from drummers. The Stakhanovite movement - the movement of record-breakers - overturned all rational ideas about planning, organization, productivity and labor intensity. One after another, new labor initiatives were born among the leaders of production. But this seemingly spontaneous initiative actually disorganized the planning of the people's
economy. Recordism created disproportions between production participants, enterprises, related industries, leading to the formation of bottlenecks.
On the other hand, the great leap of forced industrialization required sources of accumulation and labor force external to state industry. This source was found through the forcible liquidation of "non-socialist" forms of management: the private sector, individual peasant farms, cooperatives and mixed enterprises. In a short time, specially introduced emergency measures, taxes, mass repressions purposefully destroyed the multi-structural economy of the New Economic Policy, first under the guise of socialist reconstruction in the city, and then in the course of the complete collectivization of agriculture.
A strong impetus to the development of brigades was in 1928 the appeal of the leadership of the Communist Party to the communists and workers on the development of self-criticism as the most important means of revealing shortcomings and errors in party and Soviet work, strengthening the creative activity of the masses, their communist education and broad involvement in government.
The development of brigade forms of labor organization was greatly influenced by the 16th Congress of the Communist Party in 1931, in the materials of which reliance on the labor upsurge and creative enthusiasm of workers, expressed in a mass transition to new forms of labor organization, was put forward as the main condition for the development of the country. The influence of the Communist Party was especially great in large industrial centers, where the process of creating brigades was especially active. For example, the first strike brigade in Leningrad was created in July 1928 at the Ravenstvo knitwear factory. It consisted of 49 people. For 8 months of work, the team has achieved a reduction in the cost of processing raw materials by 13%, and an increase in labor productivity - by 17%.
In the 1930s, the following became widespread:
cross-cutting shock brigades, uniting workers of several professions;
- rationalization teams, the prototype of "quality circles";
brigades of a public "tug" in which experienced workers actively helped the young.
At the beginning of 1931, the first "self-supporting" brigades arose in Leningrad, in which the first attempts were made to transfer individual
management issues to address within the team. The essence of cost accounting was as follows: the brigade entered into an agreement with the administration of the enterprise for the performance of individual tasks for a period of 10-15 days, the planning of the task was carried out by the brigade itself within the framework of the funding allocated for the work. Unfortunately, under conditions of strict directive management, the independence of such brigades was insignificant.
In the same period, the idea of ​​competition between brigades arose. It also contributed to the growth of labor productivity. Many enterprises began to introduce the idea of ​​counter planning. Having received a task from the administration, the brigades, based on an analysis of their resources, put forward increased plans for output. An interesting initiative was born in the brigades of the Krasnaya Zarya plant in Leningrad. Its essence was as follows: after each hour of work, the number of products produced was recorded on a special scoreboard and a proposal was put forward to increase the output plan for each next hour.
The work and initiatives of the brigades were widely covered in the media, moral and material support was provided to the most active brigades.
At the same time, many problems arose in the formation of brigades and their functioning. They were explained, first of all, by shortcomings in the regulation and remuneration of labor, the lack of reasonable methods for distributing earnings, etc. The lack of financial resources and a sufficient number of qualified personnel in enterprise management complicated the introduction of accounting for the personal labor contribution of team members. Labor standards did not take into account the technical equipment of the enterprise, there were no differences in the assessment of skilled and unskilled, light and hard work. In a number of places, in particular in the Urals, the practice of working only in common and equal distribution of earnings became widespread, which led to "equalization". This led to the fact that the workers were not interested in improving their skills. Many skilled workers left the brigades or left for other enterprises. Big disadvantage was also the fact that labor productivity in many enterprises was measured in teams by the total number of hours worked. As a result, when fulfilling tasks in terms of labor productivity by 150-200%, the teams did not fulfill the plan for the volume of output. The development of production was hampered by a low level of labor discipline,
high staff turnover. Very often, the initiative of the brigades grew into a political propaganda campaign, a struggle for mass character to the detriment of rational housekeeping. For the sake of being ahead of schedule, for a spectacular report to the party leadership, serious deviations from technology were allowed, which, for example, took place during the start-up of the Stalingrad Tractor Plant and the automobile plant in Gorky.
In 1935, the leadership of the Communist Party made another attempt to intensify the activities of the brigades. Some restrictions on wage growth were eliminated, the norms began to be fixed on long time which contributed to the growth of labor productivity and the activity of workers.
The birth of the Stakhanovite movement can also be attributed to this period. The Stakhanovite movement swept the whole country, leading role it was played by brigade leaders. As a rule, other members of the Stakhanov brigades went into the shadows, they were assigned mainly an auxiliary role. The emergence of this movement, of course, was not accidental, it reflected the desire of communist leaders to strengthen the industry through the next injection of competitive excitement. In essence, it was a political movement, it was actively supported by I.V. Stalin, who always preferred political solutions to economic problems.
The movement of the Stakhanovites began with a record for coal production, set by A. Stakhanov in the Donbass on August 31, 1935. In many ways, the birth of the record was facilitated by the creation of the most favorable working conditions, and in the future, favorable moral and material incentives. The Stakhanovite movement developed only in certain professional groups, which were given special preference by the communist leaders and in which there was an opportunity to set records. But if it was more important for the administration and the communist management of enterprises to formally present a few Stakhanovites for reporting to confirm their own political reliability, then on the part of some workers a sincere desire was shown to join the ranks of the Stakhanovists, and they made every effort to find themselves in a profitable Stakhanovist worker. place.
There was a sharp stratification of workers, the earnings of shock workers were 8-10 times higher than the earnings of unskilled workers, which contributed to the development of tension in relations between workers. Not-
satisfaction was caused by an increase in production standards and the length of the working day and growing inequality. All this led to low labor activity of the majority of workers, indifferent attitude to work, and staff turnover.
At the same time, progressive wages stimulated the interest of workers in raising labor productivity, especially since industrial conflicts, orders and rules, technical norms or quality were not taken into account. The Stakhanovites resisted the regulation by engineering and technical workers (ITR) as best they could. At the same time, it was about the transfer of many powers to the level of workers, who, unfortunately, had neither the necessary knowledge nor the desire to delve into issues of economics, technology and labor organization. But responsibility in its toughest form remained with the engineer. After a series of economic setbacks in 1936, a number of major litigation against representatives of the ITR, who were accused of anti-communist activities. In many of these trials, the Stakhanovites were the main accusers. The hypertrophied allocation of team leaders or individual workers gave rise to many other contradictions and problems:
Increasing disproportions in production and interruptions in supply. The product range was drastically reduced: only what could be used to set records was produced.
Growing exploitation of workers. An increase in industrial injuries. Repair and control of equipment was ignored in favor of the desire to increase productivity. Equipment was being destroyed. Ignoring the norms led to overspending of raw materials.
Decline in product quality. Quality in many cases was simply ignored in setting records.
Wage costs grew at an extremely fast unreasonable rate. The wage system was upset.
During the war years of 1941-1945, the command style of leadership became even tougher. Sometimes things went to extremes, for example, at a number of enterprises, a commander and a political adviser on a military model were appointed to the brigades, there was a practice of going to work in formation, etc.
The post-war period is characterized by the transition of brigades to a new qualitative level. So, if in a number of industries the increase in labor productivity was achieved through additional physical
efforts of workers, their improvement of labor methods and skills, then in mechanical engineering, metallurgy and other industries, the growth of production depended on the better use of equipment. This required a restructuring of the principles for the formation of brigades. In 1948, brigades began to be created, which, in addition to workers, included engineers and scientists. Technical consultations were held, experience exchange, technical documentation and product samples were exchanged, second professions were trained, excursions to the best enterprises were organized.
In the early 50s, the so-called integrated teams appeared in construction, which used a new technology - “turnkey delivery of an object”. Such brigades numbered about 50 people, and in addition to masons, they included carpenters, slingers - the entire staff of workers who were supposed to hand over the entire object. The experience of the first integrated brigade G.V. Maslennikov was widely distributed in the overwhelming number of objects at all construction sites in the Soviet Union. The year 1958 is characterized by another attempt to intensify the activities of the brigades with the help of ideological slogans. Separate brigades were given the title of "Communist Labor Brigade". In 1959, the brigade of G.V. Maslennikov also received such a title, with all the ensuing consequences: glory, passing banners, press attention, transfer of experience.
Unfortunately, the influence of the team style of work also affected here. Bureaucracy and formalism were often allowed in the practice of organizing competition for the title of "Communist Labor Brigade", especially when working out obligations and summing up results. The assignment of honorary titles turned into an end in itself.
In the sixties, contradictions between the level of technical development of production and forms of labor organization were exposed in the Russian economy, the level of profitability of production, capital productivity and other economic indicators fell noticeably. In order to correct this economic situation, it was decided to carry out an economic reform. The main instrument of the proposed reform was chosen as a fundamentally new for that time system of planning and economic incentives, the transition to which is carried out
was through the introduction in the national economy of a full cost accounting (self-supporting). Full cost accounting meant the transfer to its principles of operation of all structural cells of the economy - from the production team to the sectoral administration and the All-Union Industrial Association (VPO).
The reform was planned to be carried out in two stages. At the first stage, the task was to improve the organization of labor and transfer production teams, workshops and in-plant technical services to cost accounting. At the second stage, it was planned to transfer the main branch departments to cost accounting. The ideas of intra-factory cost accounting found support among primary labor collectives, and already in the first years of the economic reform, the production and economic activities of most workshops and brigades were based on the principles of cost accounting. Planned self-supporting targets for the volume of production of goods and services, cost, product quality, productivity and wages were based on carefully developed and time-tested principles.
But, unfortunately, during the transition to the second stage of the planned economic reform in the seventies, its development "bogged down." Departments and services of ministries and sectoral departments refused to be economically responsible for their activities. It was more convenient for them to act in the old fashioned way, looking for and setting themselves only those tasks that would ensure their needs, well-being and prestige in economic relations with businesses. Proposals, advice, and claims from self-supporting subdivisions and enterprises were rejected, and the demands of economic laws and the decisions of self-supporting collectives of enterprises were ignored. This attitude of officials to the organization of labor led to the gradual curtailment of intra-factory cost accounting, the weakening of material interest and the establishment of the principles of equalization in wages.
In our opinion, the economic reform of 1965-75. failed because the ideas she preached turned out to be contrary to the system of economic views and the psychology of officials. She raised the question of transforming bureaucrats into managers, which turned out to be premature at the time.
At the same time, since the beginning of the 70s, some enterprises began to actively introduce cost accounting methods in management, which made it possible to independently solve individual production issues at the enterprise at the level of small groups.
workers. Ultimately, this led to the widespread use in the 80s of self-supporting brigades in industry and construction, which received a certain independence.
The ideology of self-supporting brigades can be safely called an analogue of the theory of work teams in the Soviet Union, since in the conditions of the command-administrative political system, self-supporting brigades were an example of the greatest delegation of rights and duties to the level of workers. In brigades working under cost accounting, along with plans for the volume of production and improving the quality of work, plan targets are set for the wage fund, consumption rates for raw materials, materials, fuel, energy and other resources. The largest number there were such brigades in industry. In table. 1.2.2. the data of the State Statistics Committee are given, illustrating the trend in the number of workers participating in brigades.
Table 1.2.2
Change in the number of workers in brigades Years VC total number workers employed in industry 1980 1068 - 10765 42,9 1985 1510 438 19227 73,6 1986 1505 48887 77.1 1987 1442 497 19684 75,7 1988 1397 533 19266 74.6 1989 1326 530 18060 73.5 Unfortunately It should be noted that in reality there were significantly fewer teams working under cost accounting conditions. The desire to wishful thinking prevailed both at the state level and at the level of business leaders. So out of 72.5 thousand self-supporting brigades that were subjected to certification in 1986, 35% were recognized as uncertified, and about 13% were recommended to be disbanded.
Differences between the brigade organization of labor, especially in self-supporting brigades, and the organization of labor of a certain group of people employed in
production process are clearly visible both in the principles of formation, and in the payment system, and in the distribution of powers between management and team members.
For example, the following basic principles for the formation of brigades are usually distinguished:
The organization of the work of a team of workers according to the principle of creating some end result (finished product, semi-finished product, etc.), in accordance with which the evaluation of the work of the team was also built.
Organization of remuneration for members of the brigade (in whole or in part), taking into account the final results of the work of the team and the individual contribution of each member of the brigade.
Assignment to the brigade of equipment, tools and production areas.
Combination of administrative management with collective self-management.
The conclusion of an agreement between the administration of the enterprise and the brigade: the administration undertakes to create certain working conditions for the brigade, the brigade undertakes to fulfill the tasks established for it.
Organization of a system of planning, accounting and evaluation, material incentives for the brigade.
In other words, the team was created on the basis of an agreement between the management of the enterprise and a group of workers in order to produce a product with payment for the final result. This agreement stipulated the conditions for accounting and evaluating the work of members of the brigade, the allocation of means of production, premises for the brigade, as well as the system for managing and planning the brigade's activities. In accordance with the contract, the brigade was endowed with a certain independence in solving production issues, and sometimes in the distribution of wages.
At the same time, Soviet economists in numerous publications interpreted the theoretical basis the creation of teams, which to a certain extent depended on the specific objects of research. This was also reflected in the variety of practical implementation of the brigade organization of labor in enterprises.
So, the foreman from among the workers was either appointed by the management with subsequent approval at the meeting of the brigade, or was elected at the meeting, and then his candidacy was agreed with the management. Many enterprises organized special training courses
for the training of both already elected and potential foremen. In addition to the foreman, the members of the brigade, with a brigade numbering more than 10-12 people, elected the brigade council, where the most qualified and active workers were nominated. The brigade council (or brigade meeting with a small number of brigade members) together with the brigade leader made decisions on a number of issues related to the existence of the brigade. However, the range of problems to be solved was limited, as a rule, it included:
planning for the execution of work and the use of equipment;
distribution of work among team members;
control over the implementation of the work plan;
monitoring compliance with safety regulations;
equipment operation;
determination of the real contribution of each member of the team to the overall results of labor and the establishment on this basis of the coefficient, which was taken into account in the final distribution of wages.
At the same time, the issues of modernizing production, selecting team members, imposing penalties, work schedules, etc. required coordination with the management of the enterprise at various levels of the hierarchy. Remained outside the competence of the brigades and financial questions. All this limited the independence of brigades and mobility in decision-making. The procedure for agreeing on a particular issue sometimes included up to 5-6 stages.
Naturally, the problems of the existence of brigades were not limited to those listed above. Relationships with higher authorities, determination of the area for making independent decisions, regulation of the activities of the brigade and members of the brigade, issues of interchangeability and combination of professions, interaction with engineering, technical, sales, related teams, quality assurance issues and many other problems remained practically unaffected.
According to the nature of the work performed and the professional specialization of workers, the following were distinguished:
Specialized brigades, which united workers of one or related professions who performed technologically homogeneous functions. For example, it could be workers employed on the conveyor.
Integrated teams that brought together workers of various professions performing heterogeneous main and / or auxiliary
functions. Often, engineering and technical workers were also introduced into the complex teams.
In many cases, the number of integrated teams reached 70-100 people. The question of the optimal strength of the brigades has been much discussed, and there is no consensus here. Supporters of enlarged brigades cite the following as the main arguments in defense of their position:
in brigades with a small number, excessively close personal relationships are formed that dominate business ones, a corporate spirit develops, group isolation, a tendency for the team to grow into an informal friendly company;
in large brigades are created the most favorable conditions to assign them a relatively completed stage of the technological process, to plan and record the amount of work performed;
in large brigades, the question of the interchangeability of workers is easier to solve.
However, in enlarged brigades, the cohesion of the team is lost, the workers do not feel responsible for the work performed, for the final product.
According to Soviet psychologists, the size of the brigade should be limited to 15-25 people, which ensures the multi-channel interconnectedness of people, their interaction and integration, on the basis of which the collective motivation for high labor activity develops.
It should be noted that despite these problems in the brigade organization of labor, the brigades have shown their viability and the need for further theoretical and practical study.
However, the independence of both departments and enterprises as a whole was constantly limited. For example, prof. P. Bunich writes in one of his works: “Under socialism, self-financing is subordinate in relation to centralized decisions.” This position reflected not only the point of view of the scientist, but also the position of the country's leadership. The administrative-command system, through state control, pricing policy, the distribution system of orders, investments, significantly suppressed the initiative of the lower levels, thus reducing their effectiveness. The practice of adjusting and tightening standards led to the fact that workers were not interested in increasing labor productivity and
hid their reserves. Another important reason for the insufficiently effective work of the brigades was the fact that the Soviet economy was in deficit. Raising prices and paying for manufactured but not sold products entailed an increase in wages, but even having money, the worker was not able to spend it. Naturally, this could not but affect the negative impact on the stimulation of highly efficient and high-quality labor.
The following example may be cited to illustrate the shortcomings of the current brigade policy. In one of the works devoted to labor collectives, in order to assess a mature labor collective ("stable social community"), it is proposed to consider the following situations:
"The workshop management sets the task for the brigade of the professional interchangeability of workers in the course of the working day. Its solution involves the OPERATIONAL mastery of the brigade members of related operations (professions) ..."
"Several employees SHOULD BE REDUCED while guaranteeing employment at the enterprise, and therefore the TEAM HAS TO make a choice of specific candidates for dismissal."
It is obvious that these situations presuppose a directive setting of conditions, the team is regarded as a "wordless" performer.
A similar approach to topical issues organization and management of production, of course, was not limited to the attitude to the brigade organization of labor, to the members of the brigade.
Tab. 1.2.3 illustrates the summary data of a comparison of different approaches to organization and management in teams and self-directed teams. As can be seen from the table, despite many coinciding factors, the number of conflicting factors is also quite large. However, even the positive that is actively used today in developed countries and what has been accumulated during historical development In Russia, the forms of organization and management of labor collectives have now faded into the background and are practically not used in practice.
The "State Enterprise Law" that entered into force in 1989, which really gave enterprises independence, unfortunately, was not supplemented by other radical measures, such as the reform of pricing, material supply, and so on. The half-heartedness and often inconsistency of transformations have led to the fact that the transition to market relations, conceived as a means of a fuller and more efficient use of the country's resources, is the first
stage gave rise, unfortunately, only a new type of distribution and redistribution of goods already created by society, without a significant increase in national income.
According to the data given in , the ratio of incomes of the top 20% and the bottom 20% of the population was 7.3 in 1996. Ultimately, this led to a weakening work motivation associated with both material and moral incentives. Differences in wages, due to differences in the qualifications of the worker and his labor contribution, ceased to play their role, since the sharp decline in the living standards of the main segments of the population practically equalized the majority of workers in enterprises and organizations in poverty. This applies both to the public sector and to most privatized enterprises.
In modern conditions, the passivity of workers in relation to work, the social status that it provides, and professional growth is becoming more and more noticeable. Today, this is primarily determined by factors of a non-productive nature, including the social environment (society).
Table 1.2.3
Results of comparison of different approaches to organization and management in brigades and in self-directed work teams
Favorable psychological climate
Self-control on certain aspects of activity (labor discipline, expenditure of materials) 1. Management and control by the administration and party bodies. Team leadership style
Almost complete lack of control functions
Lack of educational programs
The numerical composition depended on the size of the assigned work area
The payment system was based on rationing
Basically, brigades were created that united workers of the same profession
Weak cost accounting

Limited cost accounting
Short term assignments

Informational restrictions, both internal and external
1.
3
2.
2. Stakhanov-1. Brigades
1. Combining a team of workers of different professions
2. Application of new approaches to the organization of labor
3. Worker training
1. Management and control by the administration and
party bodies. Command style of team leadership
2. The almost complete absence of control functions
leniya
Brigades were created only at the level of workers


Emphasis on the activities of the team leader
The number of staff depended on the size of the assigned work area without rescheduling areas
Politicization of brigades
Formalism in the organization of teams. Striving for records. Ignoring technological requirements and product quality while striving for records
Information restrictions, both internal and external
Involvement of engineering and technical workers in brigades (teams of the creative community of workers in science and production)
Combined professions movement
Combining a team of workers of different professions
Applying new approaches to labor organization
Worker training
Certain autonomy in solving operational technological issues
3. Brigades in the period 1945-1970.
Management and control by the administration and party organs. Command style of brigades leadership Virtually complete absence of management functions

Lack of promising educational programs
Lack of contact with the external environment The number of employees depended on the size of the fixed area of ​​work without rescheduling areas
Politicization of brigades Formalism in the organization of brigades
Information restrictions, both internal and external
Voluntary participation
Working on the principle of creating the final product
Assignment to the brigade of equipment, tools and production areas
Organization of a system of planning, accounting and evaluation, material incentives for teams
Independence in solving a number of organizational and technological issues at the team level (planning the performance of work and the use of equipment, the distribution of work among team members, etc.)
Interchangeability and combination of professions
Motivation and encouragement to reduce production costs and improve product quality (limited)
4. Self-supporting brigades
Management and control by the administration and party bodies
Command style hand
brigades
Availability of a permanently elected or appointed from above foreman
Formalism and bureaucracy in the organization and activities of brigades
The team approach did not touch the management level
Lack of promising educational programs.
Lack of contact with the external environment
Politicization of brigades
Information constraints, both internal and external
Formal participation of employees in solving fundamental issues of development, financing and a number of others (through councils of foremen)
So, according to Professor E.A. Utkin in 1994, about 80% of workers had a degraded labor consciousness, that is, a passive attitude to the socially useful meaning of labor activity, to the improvement of labor skills and knowledge.
An important fact is also that the brigade organization of labor in the USSR was based on communist ideology and control by party bodies, which lost their relevance during the period of perestroika. All these problems explain the decline in attention to brigades in Russia today.
However, the history of the development of collective labor methods in Russia and, in particular, the successful activities of such forms of labor organization and management as artels, self-supporting brigades, etc., show that the potential of collective labor methods for Russia is extremely high. Therefore, in market conditions, work teams can and should find their application in Russia as well.
It is impossible not to note the opinion of many Russian scientists about the trends in changing the content and nature of the work of managers. The following trends are noted:
as a shift of functions to the area of ​​strategic tasks;
delegation of a significant share of responsibility to the level of the production link;
change in the nature of responsibility in connection with growing competition.

The collective form of labor organization is characterized by the unification of workers for planned and joint participation in one or different, but interconnected labor processes. The historical experience of the development of labor organization shows that the more the labor process is differentiated by types and performers, the more it needs cooperation to fulfill the common task of any technological or production process aimed at manufacturing goods or providing services.

Divided labor presupposes the specialization of individual performers to perform a certain part of joint work, which cannot be carried out without a clear coordination of actions of individual workers or groups, that is, without labor cooperation.

The production team is the primary link in the production management system. This is a form of direct association (cooperation) of the labor of a group of workers performing one production task and bearing collective responsibility for the results of work. The basis for the emergence of the brigade are organizational and technical factors of production. Initially, brigades were created at those enterprises and sites where production conditions required a group (collective) form of labor organization and where the brigade form was the only possible one. For example, when performing agricultural work, in mining, metallurgical, light, food, chemical, forestry industries, in mechanical engineering when organizing mechanized production lines. Up to 80% of workers, specialists, and managers were united in brigades. One of the main indicators of the effectiveness of the brigade form of labor organization is

increase in labor productivity. The efficiency of labor in teams is characterized by the level of qualification and ability of workers to perform various types of work, an increase in the complexity of work and the professional skills of all specialists. Usually in the brigades the production and labor discipline, more rational use of working time, reduced staff turnover, employees have a desire to master several professions.

In order for brigades to become the primary links in the production management system, it is important to be able to choose the right type of team, as well as their professional qualifications and strength. Teams can be specialized, consisting of workers of the same profession, who perform technologically homogeneous work, or complex, consisting of workers of various professions, who perform technologically heterogeneous, but interconnected work.

An approximate classification of production teams is shown in Figure 2.

Specialized

Complex

Combining-Combining-Performing-Performing PerformingPerforming workers workers part all operations auxiliary main

one profession-homogeneous main main auxiliary and auxiliary professions process work process body work

Uniting workers of the same qualification

Uniting workers of different qualifications

Scheme 2. Classification of production teams

As follows from Scheme 2, integrated teams can perform part of the main process, all of its operations, only auxiliary work, or main and auxiliary.

Integrated teams differ in the degree of division of labor. Thus, there are brigades with partial or complete division of labor, as well as with complete interchangeability of workers. The degree of division of labor in complex brigades is established on the basis of the most complete and efficient use of the working time of each member of the brigade. Improving the organization of labor in a team requires achieving an optimal combination of the principle of division of labor with the interchangeability of specialists. To ensure the possibility of interchangeability and combination of professions, each employee of an integrated team, as a rule, must be able to perform work in one or more related professions.

As an example in fig. P1 is represented by a complex team of mechanics-repairmen of cars of the technical center "Rolf". The work of repairmen is organized in such a way that each member of the team can perform any of the four operations of the repair process.

Integrated teams have greater opportunities to cover the full cycle of production or ensure the release of a certain part of the final product, which increases the satisfaction of workers with the results of their work and increases their responsibility for the quality of work. Here it is possible wide application production norms (normalized tasks), which makes it possible to more fully implement the principle of remuneration, taking into account the quality of work performed, reduce intra-shift losses of working time, and create objective conditions for mastering related professions. This ultimately makes the work more meaningful and attractive.

Specialized teams are most appropriate in industries with partial mechanization of labor, in jobs that provide sufficient workload for workers in a narrow specialization, for example, in manual loading and unloading operations, when servicing power lines. In mechanical engineering, teams of adjusters servicing production and automatic lines, teams of repairmen and computer adjusters, teams of designers, teams of advertising agents, etc. are specialized.

Both complex and specialized teams can be shift and daily (through).

Shift teams are appropriate if the production cycle is equal to or less than the shift working time and if there is no need to create a certain reserve for the next shift. However, such production conditions are rare, so it is advisable to create daily (end-to-end) teams, whose members work in different shifts, but perform a common task (teams of PC adjusters, repairmen, etc.).

In daily (through) brigades, the responsibility of each employee for the collective results of work, as well as the material interest in achieving high labor indicators by all shift units at a given production site, is increased. Experience shows that in daily teams, working time and equipment are better used, an interest is created in transferring the workplace to the shifter "on the go", the time spent on preparing the workplace is reduced (for example, teams of designers, advertising agents, repairmen).

The work of production teams can be successful if established principles their acquisition, with a clear system for planning production tasks, taking into account the results of the work of teams and organizing its payment.

When selecting members of the brigade, it is necessary to strictly adhere to the estimated number of employees, as well as the correspondence of the average category of workers and the qualifications of specialists to the average category and qualifications of the work performed. At each production site, the quantitative composition of the teams is determined based on the specifics of the organization and the type of production of the enterprise. Remuneration is carried out in accordance with the current tariff rates, salaries, labor standards, piece rates and provisions on remuneration and bonuses.

When determining the composition and number of teams by profession and qualification, they use tariff and qualification reference books, take into account the planned scope of work that must be completed by the team per shift, day, month, as well as the complexity of the equipment, the nature and content of the work ahead. At present, with the advent of small and medium-sized businesses, remuneration of labor of a collective association can be carried out on contractual terms, which is not always justified.

Practice has shown that the creation of teams in existing production is a complex process, covering a wide range of issues:

preparation of production, its specialization, improvement of technology, development and calculation of norms and standards, production plans, accounting and reporting. It is also necessary to take into account social and psychological factors that depend on the professional qualification and demographic (gender and age) composition of workers, the location of the enterprise, etc. The more thoroughly the preparatory work is done, taking into account the specifics of production, the higher the efficiency of team work.

The planned work of an enterprise, the unification and coordination of the joint activities of its participants can be achieved only on the basis of the development and application of rational forms of cooperative ties and coordination of the activities of employees representing the labor collective.

The labor collective is an association of all workers who work at one enterprise. As part of a single labor collective, in accordance with the structure of the enterprise, there are collectives of shops, departments, sectors, sections, brigades and other divisions.

Thus, the organization of labor of a work collective should be understood as such an organization based on the division and cooperation of labor.

The production structure of the enterprise is designed in such a way that it can meet scientific principles rational organization and management of production, to ensure high productivity and product quality.

Reforming the economy of Ukraine, the transition to new forms of management is impossible without the use of the results of the creative work of specialists from research organizations, who are obliged to take into account the changing economic situation in a timely manner, maneuver resources, adapt production to new methods and forms of its organization, i.e. promptly develop methods and standards in accordance with the requirements of enterprises that have switched to market economic conditions. Creative teams of such organizations based on achievements modern science, advanced industrial experience, knowledge of national characteristics, results of domestic research, develop for enterprises (both for the industry as a whole and for individual production structures) methodological recommendations for building rational structures for managing teams in accordance

with the nature and type of production, determine the functions, rights, duties and responsibilities of shops, services, departments, each employee by developing job positions and instructions. At present, much attention is paid to the creation of collective forms of labor, the combination of labor functions, the improvement of working conditions, the improvement of office work, the receipt, processing and transmission of information, the widespread use of computer technology and modern means communications both within production structures and outside them in relations with business partners.

Use in practical work such guidelines, technical and economic calculations frees enterprises from performing work unusual for them. Experience has shown that it is unprofitable for enterprises to create their own research units, since this requires additional material and labor costs. It is much more efficient to use the services of specialized modern research, information, and consulting organizations staffed by highly qualified specialists.

Just as in enterprises, temporary or permanent teams (teams) are created in these organizations from among creative employees to conduct research in various areas. They can be specialized and complex. They include economists, technologists, marketers, managers, information flow processors, PC operators and adjusters, signalmen, etc.

The division of labor is inextricably linked with its cooperation. Collective labor is not a simple sum of partial labor processes. Only the correct correlation between partial labor processes, along with the correct placement of workers, contributes to their rational employment and leads to high labor productivity. So labor cooperation in an enterprise exists as an association of workers in the course of the joint implementation of a single process or a group of interrelated labor processes.

Specific forms of labor cooperation at the enterprise are diverse, since they are inextricably linked with the organizational and technical features of the enterprise. Despite the variety of forms of labor cooperation, they are usually reduced to three main forms - intershop, intrashop and intrasectoral.

Intershop cooperation associated with the division of the production process between shops and consists in the participation of teams of shops in the general labor process for the enterprise for the manufacture of products.

Intrashop cooperation- this is the interaction of individual structural divisions of workshops.

Intradistrict cooperation is the interaction of individual workers in the process of joint labor ( simple cooperation) or the organization of collective labor of workers united in brigades.

Labor cooperation is constrained mainly by organizational and economic boundaries. organizational boundary labor cooperation, on the one hand, is determined by the fact that it is impossible to unite to perform any work less than two people, and on the other hand, there is a rule of manageability, the excess of which leads to inconsistency of actions and significant losses of working time. Economic frontier labor cooperation is determined by the possibility of minimizing the cost of living and materialized labor per unit of output.

The technical conditions of production do not determine the unambiguous choice of the organizational form of labor. On certain types of work under the same technical conditions, it is possible both team and individual work.

5. Collective forms of labor organization

The closest cooperation of the members of the labor collective is achieved with the brigade form of labor organization. production team is a primary labor collective of workers of the same or different professions, specialties, qualifications, jointly performing a single production task and united by a common economic assessment of the results of their work.

It must be borne in mind that the brigade form creates economic prerequisites for highly productive labor on the basis of intra-brigade cooperation, which leads to a reduction in loss of working time and an increase in equipment use time. The expediency of collective work is also determined by psychophysiological factors. Conditions are being created in the teams to reduce the monotony of labor due to the periodic movement of workers from one workplace to another.

Labor cooperation within teams is based not on the formal placement of workers in their jobs by the foreman or site manager, but on the participation of the workers themselves in this process, contributing to the creation of a normal microclimate in the team. In addition, in primary teams, internal problems and conflict situations are easier to resolve.

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

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

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

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

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

At present, the following forms of brigades have become widespread at enterprises: specialized shift and through, complex shift and through.

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

Integrated brigades they are created from workers of various professions and specialties to perform a complex of technologically heterogeneous, but interconnected works, for example, a metal heater, a blacksmith and a press operator or machine operators, an adjuster and a transport worker.

Specialized and integrated teams can be interchangeable, uniting workers of the same shift, and through(per diem), including workers employed in several shifts. The formation of end-to-end teams with the transfer of the shift "on the go" helps to reduce the loss of time for workers, equipment downtime, increases collective responsibility and material interest in the final results of labor.

In all types of brigades, the collective nature of labor is combined with the division of labor between the members of the brigade. The forms of such separation depend on many factors, including the specialization of jobs, the degree of mechanization and automation of production processes, the technological features of the operation, and the qualifications of workers.

It is not always possible to complete a team in strict accordance with the volume of work in individual professions (specialties), since they change significantly over time. Therefore, partial loading of individual members of the brigade with work in another specialty is practiced, that is, partial or complete combination of professions.

The introduction of a brigade form of labor organization requires preliminary work, which consists in a thorough study of production conditions and the nature of industrial relations. At the same time, the formation and functioning of teams should be based on the following principles:

technological or subject-closed specialization of the brigade with assigned operations, nomenclature of parts and assemblies;

assignment to the brigade of a certain production area, equipment, etc.;

bringing to the brigade a production task that reflects the final results of collective work, to which economic indicators and the system of organizing payment and labor incentives are oriented.

Workers with the establishment of collective and individual normalized tasks and on material incentives for the fulfillment of these tasks, reducing labor intensity, and increasing labor productivity.

In the repair industry, both individual and collective forms of organizing the work of workers are used. With the collective organization of labor, repair workers are combined into specialized or integrated teams. The latter are more often created in the workshops for the complex repair of technological lines, workshops, and industries.

New collective forms of labor organization are also spreading in gas facilities. For maintenance, teams of locksmiths are organized everywhere, who are assigned to certain areas and perform all types of maintenance gas equipment. These works are carried out under the guidance of a foreman and foreman.

In connection with the specifics of the types of work (functions performed) in collective work, various methods are used to determine complex piecework rates. For example, when performing assembly, installation and repair work a complex piece rate is usually calculated by multiplying the sum of the hourly rates corresponding to the categories of work performed during a certain period by the complex time norm (or the sum of the operating time norms, adjusted for the advantages of the collective form of labor organization). When servicing complex units by a permanent team, the complex piece-rate is determined by dividing the sum of the tariff rates of all members of the team by the complex rate of output per unit. Remuneration in complex teams, consisting of workers of different professions, is usually built on the basis of complex piece-rate prices per unit of output produced by the team, which are determined by dividing the sum of piece-rate operational prices by the volume of production established for the team according to the current production standards as a result of the implementation of the established set of works .

Cooperation and collective forms of labor organization

The degree of dissemination at the enterprise of collective forms of labor organization is characterized by the coefficient K0. K. equal to the ratio of the number of workers covered by collective forms of organization and wages VK. f> to the total number of working hours, i.e.

Collective forms of labor organization

The plans of the NOT for each direction indicate very specific activities. So, for example, in the direction of Development and implementation of rational forms of division and cooperation of labor, the plans provide for measures to improve the technological, functional and vocational division of labor, expand service areas, including multi-machine and multi-aggregate, introduce collective forms of labor organization, combine professions etc. in the direction of Improving the organization and maintenance of workplaces - the introduction of standard projects for the organization of workplaces, improving their layout, the use of rational unified equipment, the introduction of regulated maintenance, etc. So "in all areas. At the same time, the place of implementation of the measures is indicated , the number of workers covered by them by profession and the implementation period and responsible executors are firmly fixed... For each event, the material and monetary costs associated with the implementation should be determined and recorded in the plan, established, indicated payback period and calculated economic efficiency (savings from cost reduction, reduction in labor intensity, reduction in the number of employees, total savings per year).

COLLECTIVE FORMS OF LABOR ORGANIZATION

The development and improvement of collective forms of labor organization is, on the one hand, an objective process caused by production necessity, and on the other hand, it gives an undeniable economic, psychophysiological and social effect.

One of the most significant organizational reserves for increasing the efficiency of production is the development of the creativity and initiative of workers. Collective forms of labor organization make it possible to pay for the labor of each worker in strict accordance with his contribution to the final results of production, which contributes to increasing the interest of workers in the efficient use of equipment and materials, in reducing losses and non-production costs of working time, in increasing the content and reducing the monotony of labor.

This problem is solved most completely when using collective forms of labor organization, when workers are united in brigades.

The development of collective forms of labor organization is directly related to scientific and technological progress. The rational operation of large units, automatic and semi-automatic lines depends on the coherence of the work of all workers involved in the production process, the subordination of the labor regulations of each of them common task- ensuring the most complete use of equipment at the lowest cost of labor. As experience shows, this task is most successfully solved with a brigade organization of labor. This form of labor organization also contributes to the broad development of collectivism, mutual assistance and comradeship and, ultimately, to the successful solution of the basic social and economic tasks of communist construction.

Work to improve the methods, methods of work and organization of jobs, the development of multi-machine, multi-unit services, the combination of professions, collective forms of labor organization requires a systematic study of the existing organization of labor and the design of NOTs at enterprises. Basically, this work is carried out by subdivisions of the scientific organization of labor, technical and economic services of enterprises and workshops.

Competition, for example, in professions will be more effective when the enterprise / ies have a significant number of workers of homogeneous professions. For workers employed on the same machines, the most appropriate competition is to improve the methods and methods of work, the use of rational equipment, etc. For those working on the assembly line, the most acceptable forms of competition that involve the development of related professions. For multi-machine operators, it is advisable to provide for such forms of competition that contribute to an increase in the number of serviced machines. In industries with continuous technological processes (chemical, metallurgical and other industries), competition for the maintenance of the technological process with a smaller number of employees is effective. Brigade competition is usually organized with a significant spread of collective forms of labor organization.

Training of workers in second professions is organized to expand their professional profile, preparation for work in a brigade or other collective form of labor organization, as well as in combined professions.

When determining its value, the effect of team work, obtained due to the advantages of the collective form of labor organization, should be taken into account. This refers to the growth of labor productivity due to the development of multi-machine service, the combination of professions (functions), the interaction and interchangeability of workers in the process of collective labor transferring shifts on the go, etc. As a result, the composition of the applied labor standards is expanding and the dependence of the value of the norm on factors associated with the organization of the collective labor process, including from the accepted forms of division and cooperation of labor, the chosen service system, etc.

Employees are trained in second (related) professions in order to expand their professional skills, prepare for work in the conditions of using collective forms of labor organization, as well as in combined professions. Organizations, based on the specific conditions of production, approve the list of second (related) professions for which employees are trained.

At the present stage of development of socialist social production, the brigade organization of labor has risen to a new level of development. An increasing number of workers are united in production teams. At present, collective forms of labor organization predominate among workers in many branches of industry. For example, at the end of the tenth five-year plan, it covered 95% of workers in the pulp and paper industry, 90% in the coal industry, about 70% in the chemical industry, 60% in the metallurgical industry, and about 40% in machine building. The development of collective forms is of great economic and social importance. This is confirmed by practice.

The resolution of the Central Committee of the CPSU, the Council of Ministers of the USSR and the All-Union Central Council of Trade Unions On intensifying work to strengthen (1983) states that socialist labor discipline is not only strict observance of the rules of internal work schedule, but also a conscious creative attitude to their work, ensuring its high quality, productive use of working time. The Central Committee of the CPSU, the Council of Ministers of the USSR, and the All-Union Central Council of Trade Unions consider the enhancement of the role of labor collectives and the effective use of the rights granted to them to be the most important direction in the work of instilling and strengthening socialist labor discipline. It is in labor collectives that the personality of the worker in socialist society is formed. Especially important in modern conditions is the development of collective forms of labor organization - production teams, in which favorable conditions are created for the manifestation of creative energy and labor activity of both the entire team and each worker. In labor collectives, at meetings of brigades, sections, shops, issues of the state of