Organization of labor, individual brigade, etc. Forms of labor organization

According to the methods of establishing planned targets and accounting for work performed, one can distinguish:

· individual form organization of labor, when the task is set for each employee separately, an individual record of the work performed is kept and individual earnings are accrued to the employee;

· collective form organizations, when the production task is set for the entire team as a whole, the production output is also recorded according to the final results of the team's work and the entire team is paid earnings.

Collective forms of labor organization according to the method of division and cooperation are subdivided into collectives:

· full division of labor when each employee is engaged only in performing work strictly in his specialty at one workplace;

· with partial interchangeability when employees own two or more professions and can perform work not only at their workplace, but also in the combined profession;

· with full interchangeability, when each member of the team can work at any workplace or change jobs according to a previously thought out scheme.

The primary link in the collective organization of labor is brigade work organization... A team may include workers of the same profession or of different professions and different skill levels. A common feature that characterizes a brigade is that all its members are interconnected in the labor process, jointly carry out a production task, and bear collective responsibility for the results of their work. The benefits of a brigade organization labor are: cooperation between workers is carried out more efficiently, labor productivity is increased, the cost of production is reduced, there is mastery of related specialties and professions, mutual assistance is manifested, etc. By the degree of functional division of labor all brigades are subdivided into specialized(uniting workers of the same profession and specialty) and complex ( are formed from workers of various professions, specialties, qualifications). By the time of teamwork, teams can be shift, end-to-end, multi-shift.

For the organization of multi-station service, the following condition must be observed: the time of machine-automatic work on one machine is equal to or slightly exceeds the time the worker is busy on another machine.

According to the methods of interaction with higher authorities, the following forms of labor organization can be: direct subordination, work contract, lease agreement, contract.

According to the methods of managing the team, they are distinguished: full self-government, partial self-government, without self-government.

In the hierarchy of management at an enterprise, collective forms of labor organization can be: link, brigade, district, shop, group, etc.

What are the conditions for the effectiveness of the forms of labor organization? To do this, you need to select progressive elements characteristic of individual forms. Those elements that provide autonomy and freedom of choice of means for solving production problems, change of labor and harmonious development of people in the labor process can be considered progressive; create conditions for self-government, the manifestation of creativity and initiative; contribute to saving time, increasing labor productivity; increase responsibility for the results of work.

These elements include:

· Partial or complete interchangeability of employees in the team;

· Planning for a single outfit and payment only for the final result;

· Contract and lease relations;

· Self-management of the labor collective;

· The use of additional funds in the form of various coefficients for the distribution of collective earnings between employees of the labor collective;

End-to-end construction of units working in multi-shift mode.

If teams are formed in which all or most of the named elements of efficiency are present, then you can be sure that their work will be successful.

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COURSE WORK

COLLECTIVE FORM LABOR ORGANIZATION

Introduction

1. Theoretical part

1.4 Types of brigades

Conclusion

Literature

Introduction

In market conditions, the requirements for the level of organization and labor rationing are significantly increasing. When profit becomes the main generalizing indicator of the result of an enterprise's activities, the importance of all types of norms and standards, primarily labor standards, increases.

The regulation of labor and its organization play a decisive role in increasing labor productivity - the most important factor in reducing the cost of production and increasing the mass of profit.

In conditions of fierce competition, the enterprise wins, where the organization of labor and production reaches a higher level.

A form of work organization that is capable of maintaining high rates of socio-economic development of the team, ensuring the acceleration of innovation processes, and optimal coordination of the interests of the individual and the team is considered to be progressive.

In this course work, the authors will consider the collective form of the organization of work. The collective organization of labor meets many modern market requirements, contributes to the development of democratic management methods at the enterprise, the solution of a set of economic and social problems in labor collectives.

It creates organizational opportunities for increasing the content and productivity of labor, full and effective use of limited economic resources, improving product quality and ensuring its competitiveness in the domestic and world markets.

The purpose of this work is to consider the collective form of labor organization, to get acquainted with its practical application. To achieve this goal, the following tasks have been implemented:

Reveal the features and prerequisites for the use of the collective form of labor organization;

Get acquainted with the brigade form of labor organization and the principles of its formation;

Determine the advantages and disadvantages of the collective organization of labor;

Consider the use of a collective form of labor organization on the example of an enterprise.

Object is a collective form of labor organization.

Subject - the prerequisites and principles for the application of the collective form of labor organization.

1. Theoretical part

1.1 The concept of a collective form of labor organization

According to the methods of establishing planned targets and accounting for work performed, individual and collective (joint) forms of labor organization are distinguished. An individual form of labor organization is called when the production task, accounting of work performed and payroll at the enterprise are carried out for each employee personally.

Collective (joint) is a form of labor organization, in which the production task is set as a whole to some division of the enterprise, the work performed is recorded 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 the employees ...

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

1. Depending on the place of the subdivision in the management hierarchy at the enterprise, collective forms of labor organization can be link, brigade, district, etc. (by type of subdivision);

2. By the level of specialization, there are specialized and complex subdivisions. The former unite workers of the same profession, the latter - workers of different professions;

3. Depending on the method of division and cooperation of labor in complex subdivisions, subdivisions are distinguished: with a complete division of labor, when each employee is engaged only in performing work strictly in his specialty and at one workplace;

Partial interchangeability, when employees own two or more professions (specialties) and can perform work not only in their main profession (specialty), but also in combined or combined;

Full interchangeability, when each employee of the unit (link, group, brigade, etc.) can work at any workplace in this unit, as well as change jobs according to a previously thought out scheme with other employees of the unit;

4. According to the methods of planning and accounting for the costs of performing work, the subdivisions can be self-supporting, with elements of cost accounting and without cost accounting. Self-supporting units are those that keep records of the costs of raw materials, materials, semi-finished products, energy, labor when fulfilling planned targets;

5. Depending on the method of management, divisions are distinguished:

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

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

Without self-government, with the management of the unit is centralized.

All these and other forms of labor organization and their varieties are interconnected in various combinations, for example, the brigade form of labor organization with full interchangeability of workers and with the distribution of collective earnings using the labor participation rate (KTU), etc.

One of the most common forms of labor organization is the brigade, with its varieties. Complex subdivisions (brigades) with full interchangeability have the greatest opportunities for solving economic and social problems.

In such units, it is possible to organize work with a change of labor, that is, with the alternation of work in different professions, or with the execution of work sequentially at different workplaces, each of which differs in its own set of production operations. This measure is especially effective in jobs with great monotony of work.

In the transition from individual forms of labor organization to collective forms, a direct connection between isolated individual workers is formed on the basis of the unification of primary labor collectives of a new type.

The result of such a combination is a radical change in the content and organization of labor.

Collective labor, if properly organized, contributes to the fullest use of equipment, material and labor resources, and an improvement in the quality of products.

Noting the advantages of the collective organization of labor, K. Marx wrote that the number of workers united in collectives "... is always less than the number of those workers who, working alone, would have done the same work during the same time."

The expansion of the scope of collective labor is influenced not only by scientific and technological progress, but also by the objective requirements of creating a collective interest in improving the final results of production. In all links of production (regardless of the degree of mechanization), where a large number of workers are involved in the manufacture of the same product, both the organization of labor and its stimulation are practically expedient to carry out on a collective basis. Under these conditions, the assessment of the performance of individual workers becomes either insufficient or simply impossible. Collective forms of labor organization have potential efficiency, but this does not mean that any transition from individual to collective labor organization will certainly guarantee the effect.

1.2 Features and prerequisites for the use of the collective form of labor organization

The need to use collective forms of labor organization is dictated by the following reasons:

Technical;

Organizational;

Economic;

Social.

The unification of people into groups was predetermined by the technical features of the performance of certain types of work.

So, if it was impossible to lift a heavy load for one person, a group of workers took on this work, if it was impossible or impractical to schedule the work for each individual worker for the installation of a construction object, then an installation team was created, which decided on the spot what to do and to whom, etc. .d.

Thus, in production and in other types of activity, some technological features existed and continue to exist, which predetermine the need for collective forms of labor organization. The main technological and organizational conditions for the implementation of the collective labor organization include the following:

Performing a complex task, each part of which cannot be accurately distributed among individual workers;

The volume and scope of homogeneous work is such that the production task cannot be completed within the specified time by one employee;

The need to ensure collective responsibility for achieving high performance indicators;

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

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

At present, that is, in the conditions of the transition to market relations, to the technological prerequisites for the transition to a collective organization and remuneration of labor is added the need to ensure the competitiveness of the enterprise, which, in turn, can be ensured only by joint efforts and the focus of all employees of the enterprise on achievement of clearly defined concrete results. In addition to technical and organizational, the need to use collective labor processes is also dictated by economic reasons. So, under certain conditions, the use of a collective form of labor organization leads to an increase in labor productivity, a decrease in production costs, an improvement in the quality of work performed, an economical use of material resources, a more complete and efficient use of equipment, working time, etc.

There are also social prerequisites for the spread of the collective form of labor organization.

The brigade (site) is the primary link in production management, in which such human properties as collectivism, mutual responsibility, mutual assistance, mutual control, and creative activity are most fully manifested. The expediency of collective labor is also determined by psychophysiological factors.

The brigades create conditions that make it possible to reduce the monotony of labor by periodically moving workers from one workplace to another, performing a variety of technological operations, and combining various functions. The collective form of labor organization is characterized by the association of workers for planned and joint participation in one or different, but interrelated labor processes. The historical experience of the development of labor organization testifies to the fact that the more differentiated the labor process by types and performers, the more it needs cooperation to complete the common task of any technological or production process aimed at making 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 the actions of individual workers or groups, that is, without the cooperation of labor. Thus, collective labor can be considered a universal form of labor organization aimed at increasing its productivity.

1.3 Team: principles and conditions of formation

The closest cooperation of members of the labor collective is achieved with the brigade form of labor organization.

A 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 labor.

The objective prerequisite for such a combination is the organizational and technical conditions of production, that is, such conditions when outside the brigade form of the production process is either impossible or ineffective. The necessary organizational and technical conditions are created for the brigade to fulfill the plan.

The production area and equipment are assigned to it, the team is provided with technical documentation, tools, raw materials and semi-finished products. However, the technical conditions of production do not determine the unambiguous choice of the organizational form of labor. For certain types of work under the same technical conditions, it is possible to use both brigade and individual forms. In these conditions, it should be borne in mind that the brigade form creates economic prerequisites for highly productive labor on the basis of intra-brigade cooperation of labor, leading to a decrease in the loss of working time, an increase in the time of using equipment.

Brigades are organized primarily for:

Maintenance of large and complex production units (powerful presses, rotary lathes, smelting furnaces, when the labor of two or more workers is required);

Performing certain work in strictly limited terms, which one worker with a given volume of work cannot withstand;

Performing a production task that cannot be divided into parts for individual workers to perform (for example, assembly, commissioning and testing of complex units);

Organization of clear and well-coordinated work of the main and auxiliary workers, if the labor productivity of the main workers largely depends on the work of auxiliary workers (for example, crane operators and molders in foundries);

Workers who do not have a permanent place of work or clearly defined duties (for example, when performing loading and unloading operations);

Joint labor of a group of workers with elements of interchangeability and combination of professions, since it becomes difficult to identify the individual development of each, and the consolidation of operations is undesirable due to the unequal workload of workers;

Production lines, assembly lines when there is no production need to create reserves at individual workplaces, although they are possible due to the different development of performers, and only an increase in the output from the final operation is required;

Maintenance of equipment when the processing cycle exceeds the duration of one shift (mechanical processing on large and unique metal-cutting equipment, forging and stamping works with a long heating period for workpieces, etc.);

Servicing multi-station complexes on mechanical processing, when the shift transfer on the go significantly increases labor productivity and the utilization rate of equipment (teams of milling machines, boring machines, teams of workers serving a complex of gear processing equipment).

The main tasks performed by the production team:

1. fulfillment of production assignments on time;

2. production of high quality products;

3. systematic increase in labor productivity;

4. Reducing the labor intensity of products.

The main prerequisites for the organization of brigade work are the need for collective, simultaneous efforts of workers to ensure the normal performance of technological processes and to obtain an additional effect in comparison with the individual organization of labor. If the first condition is largely predetermined by the technical and technological features of production processes, then the second refers to the socio-economic and organizational aspects of labor.

The production and socio-economic characteristics of production make it necessary and possible to create teams of various types.

It is advisable to create a brigade division of labor in the following cases: when servicing large and complex production units;

On production lines to maintain the rhythm of work (a team on assembly lines);

Performing complex works that cannot be taken into account separately (subassembly and general assembly of a product in the absence of a cooperative assembly process).

The principle of coordinated joint efforts in teams ensures a close and constant relationship between employees, synchronization in time and space of their labor actions, and the performance of various labor functions. This principle allows creating more favorable working conditions for team members and increasing its efficiency. The consistency of the labor process in space determines the nature of the location of individual workplaces, their definite connection with each other within the framework of a collective workplace.

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

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

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

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

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

The introduction of a brigade form of labor organization requires a preliminary thorough study of production conditions and the nature of production ties. At the same time, the formation and functioning of brigades should be based on the principles:

Technological or subject-closed specialization of the brigade with the assignment of operations, the nomenclature of parts and assemblies to it;

Assigning a certain production area, equipment, etc. to the team;

Bringing to the brigade a production assignment reflecting the end results of collective labor, which is the focus of economic indicators and the system of organizing remuneration and labor incentives.

These principles can be implemented in the best way if, when organizing teams, an organizational project is developed, which addresses the issues of labor regulation and payment, optimization of the number, planning, accounting and cost accounting.

1.4 Types of brigades

The production team - the primary link of the labor collective of the enterprise - unites workers for the joint and most effective implementation of the production (technological) process or task on the basis of comradely mutual assistance, common interest and responsibility for the results of work. The production and socio-economic characteristics of production make it necessary and possible to create teams of various types. The classification of types of brigades is based on organizational, technical, technological and economic characteristics. The most numerous and representative group of organizational features, the effectiveness of the functioning of teams depends on their correct accounting.

Organizationally, the following teams are distinguished:

a) depending on the forms of division and cooperation of labor:

Professional - specialized and complex teams;

Functional - engineers and workers, only basic and auxiliary workers, only basic workers, only auxiliary workers;

Qualifying - workers of the same qualification, workers of different qualifications;

b) according to the degree of division and cooperation of labor - with complete division of labor, partial division of labor, complete interchangeability of workers;

c) numerical strength - small (up to five people), medium size (6-20 people), enlarged (from 20 to 50 people);

d) the mode of work in time - shift (all members of the team work in one shift), end-to-end (team members work in two or more shifts).

Technologically, the following teams are distinguished:

a) depending on the nature of the processes being serviced - serving machine, hardware (machine and hardware), assembly processes;

b) according to the degree of continuity of the serviced technological and labor processes - serving continuous, discontinuous (periodic or cyclical) processes;

c) technological division and cooperation of labor - performing a separate operation, a complex of operations, a separate stage, redistribution, several stages, redistributions, a complete cycle of product manufacturing (a single or end-to-end team in the technological process);

d) the duration of the technological cycle of the work performed - with a cycle duration longer than the duration of the shift, less than the duration of the shift, multiple of the duration of the shift, multiple duration of the shift.

On a technical basis, brigades are distinguished:

a) by the type of the serviced brigade equipment - serving the same type, specialized or universal equipment, different types of equipment;

b) the degree of mechanization and automation of work - performing work only manually, performing work partly by hand, partly with the help of machines and mechanisms (machine-manual);

c) equipment maintenance - performing maintenance only mechanized, partially mechanized, partially automated, comprehensively mechanized, automated, comprehensively automated.

On an economic basis, brigades are distinguished that are in full or partial self-sufficiency, depending on the powers and responsibilities of the brigade, the choice of forms of ownership, the method of calculating earnings, etc.

The listed organizational, technological, technical and economic features are of great importance in the formation of teams, influencing their type, composition, structure.

The professional composition of workers, determined by the nature (degree of technological homogeneity) of the production process, involves the division of teams into specialized and complex.

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

Their advantage in comparison with the individual organization of labor is that in these teams, intra-shift losses of working time are reduced through a more organized provision of tools, adaptations, an organic combination of highly qualified workers with workers of lower qualifications, the exchange of experience and the strengthening of labor discipline.

Complex brigades are organized from workers of various professions and specialties to perform a complex of technologically diverse, but interrelated works. The advantage of such brigades is the possibility of optimal cooperation between the labor of the main and auxiliary workers, the application of the principle of combining professions and specialties, flexibility in resolving issues of the placement of workers.

The degree of division of labor, the amount of work combined in other professions and specialties make it possible to single out the following teams:

With a complete division of labor, where each worker performs only his own operation;

With a partial division of labor, where individual workers periodically perform work that does not correspond to their main specialty;

With full interchangeability, where each member of the team masters the operations that are part of the production process assigned to the team.

Both in complex and in specialized brigades, one or another degree of division of labor may be present.

A complete division of labor, without combining professions or performing any auxiliary work, leads to the acquisition of high professional skills by workers and an increase in labor productivity (up to certain limits). The division of labor in mass production based on the synchronization of production lines and automatic lines with a regulated cycle is typical.

The advantages of a complete division of labor should be considered wages based on the final result and a high level of mechanization. However, this form of organization also leads to negative consequences: a decrease in the content of labor, its monotony, limited opportunities to improve skills and, as a result, to staff turnover.

Therefore, it is more effective to organize labor with partial division, mastering related operations, episodic combination of professions, and performing a number of auxiliary works.

Full interchangeability of workers in brigades is ensured in the conditions of specialized brigades, but it is much more difficult in complex brigades. According to the shift of work, there are shift and through brigades. Shift teams work in one shift and do not transfer their tasks to other shifts. This form of labor organization is ineffective, although it facilitates production accounting and operational-production planning. Through brigades are formed from workers employed in several shifts. They provide a reduction in the time between shift breaks, changeover of equipment, preparation of work for the shiftman. Therefore, through teams, despite the complexity of assessing the results of work in shifts, are much more efficient than shift teams. Determining the number of workers in the brigade is a complex production, technological and socio-economic task. In the recommendations, for example, for mechanical engineering and metalworking, a team with more than 10 people is considered large, where there can be teams (at least 5 people), headed by a team leader (senior worker). Practice shows that teams can be small (3-5 people), medium (6-9 people), large (20 people or more).

At some machine-building enterprises there is a tendency to enlargement of brigades up to 50-70 people.

This is due to the desire to focus on the final results, to ensure the unity of the production structure and forms of labor organization, to reduce the whole and intra-shift losses and rejects.

However, the management of such a team becomes more difficult and the level of direct contacts in labor decreases, and, consequently, cohesion and synergistic effect (an additional effect arising from the interaction of system elements) decrease.

This contradiction can be resolved in two ways: by creating brigade-production complexes, that is, by combining brigades of different workshops engaged in the production of one type of product (truly through), by calculating a certain optimal number of workers in the brigade. The size of the brigade should be determined not only taking into account the organizational and economic conditions of production, but also socio-psychological requirements.

Estimated boundaries of the number of the production team:

The lower limit is 10 people;

Upper - 30.

All these conditions and features must be taken into account when researching.

1.5 Advantages and disadvantages of the collective form of labor organization, its effectiveness

Under certain conditions, the use of a collective form of labor organization leads to an increase in labor productivity, a decrease in production costs, an improvement in the quality of work performed, an economical use of material resources, a more complete and efficient use of equipment, working time, etc.

Its advantage in comparison with the individual organization of labor is that in these teams, intra-shift losses of working time are reduced through a more organized provision of tools, adaptations, an organic combination of highly qualified workers with workers of lower qualifications, exchange of experience and strengthening labor discipline.

Another advantage of the collective form of labor organization is the possibility of optimal cooperation between the labor of basic and auxiliary workers, the application of the principle of combining professions and specialties, flexibility in resolving issues of the placement of workers.

The social advantages of the collective form of labor organization are: the possibility of creating more favorable working conditions, reducing the monotony of work, increasing its content, diversity, ensuring a change in work, expanding the professional profile of workers and improving their qualifications, increasing the interest and responsibility of each member of the team for the final results of work , development of self-government and self-organization, and so on. Among the shortcomings of the collective form of labor organization, one can single out the fact that it is not always possible to staff the brigade in exact accordance with the amount of work in individual specialties, since they change significantly over time.

Full interchangeability between team members is achieved when each team member masters all the operations included in this technological process.

However, it is very difficult to achieve full correspondence between the qualifications of workers and the qualification level of work, therefore, individual workers perform work that does not correspond to their qualifications. The effectiveness of such a collective form of labor organization, as you know, is characterized mainly by an increase in productivity due to an improvement in the placement of personnel in jobs and shifts, a decrease in the loss of working time, an increase in the content of work, an improvement in its planning and other production reserves.

The conditions for the effectiveness of collective forms of organization and labor incentives are:

First, the introduction of any organizational innovation in the enterprise must be preceded by an economic and social justification of its necessity. It is necessary to understand well the peculiarities of certain 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 in using it, you should first conduct an experimental test of the 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, begin its widespread implementation;

Secondly, after justifying the feasibility and effectiveness of introducing an organizational innovation, it is necessary to design it - the development of an organizational project, in which all issues related to the use of new forms of labor organization should be worked out;

Thirdly, in the work to improve the organization of labor, one should widely rely on the participation of personnel, holding competitions among them to solve various organizational issues, morally and materially encouraging the creative initiative of employees.

2. Practical application of the collective form of labor organization

2.1 The use of a collective form of labor organization on the example of AvtoVAZ

The Volga Automobile Plant produces 2/3 of all passenger cars in the country and is the main supplier of this equipment for export, including to capitalist countries with a traditionally developed automotive industry. Today AvtoVaz is the largest plant in Europe, with a production capacity of up to eight hundred thousand cars a year and 67 thousand jobs. The area occupied by the plant is more than 600 hectares, and the length of the main conveyor is more than one and a half kilometers.

One of the objective prerequisites for the widespread use of brigade uniforms at VAZ was the deep operational division of labor characteristic of mass-flow production, in which most jobs in the main production units are links of conveyor production lines or automatic lines. The technological flow and the regulated rhythm of the conveyor, as the most effective form of organization of production at the present stage, require such an organization of workers' labor, which ensures the given rhythm of the production process and, ultimately, the stable fulfillment of the daily program for the release of finished products.

The required result could be achieved only on the basis of the widespread use of collective forms of organization and labor stimulation at all levels of production.

Regardless of the nature of the work, all brigades are organized according to the end-to-end principle, in which one team includes workers of two, and, if necessary, three shifts.

The advantage of such an organization lies primarily in the creation of a collective interest in the implementation of the production program by the brigade as a whole. The result is better utilization of labor time and equipment, reduced overhead and waste, and improved overall work organization.

Each worker is interested in the transfer of the shift on the go, i.e., in the transfer of his workplace in such a state that the shift worker does not waste time preparing it for work.

Within production teams using the core technology, workers are not permanently assigned to jobs.

In the brigade, conditions are created for each worker to master related operations and professions and to periodically move them to different workplaces, which ensures the maintenance of a given rhythm of production, reduces the monotony of labor on conveyor works, and allows to provide an equally intense and varied workload for each worker of the team.

Brigades that are not engaged in the main technology, for example, in transport and unloading operations, are assigned to strictly defined work zones and are responsible for the uninterrupted and high-quality provision of blanks, materials and components for production teams included in this work zone.

Repair maintenance of the technological equipment assigned to production sites is carried out by repair teams by type of repair. The number of workers in a team to perform a specific amount of work is determined without the planned coefficient of overfulfillment of production standards, since the system of labor organization is built on technically sound standards, which overfulfillment with full staffing of the team with workers is impractical. When the norm is met, the daily production schedule is also met.

The performance of the standardized task takes into account the actual time spent only on the work provided for by the technology, which stimulates the reduction of losses of working time. The main distinguishing feature of the brigade work organization at VAZ is the creation of such an environment at the enterprise, in which the increased readiness of the entire system of organizing and servicing workplaces for a continuous production cycle is ensured.

At the Volzhsky Automobile Plant, for the first time, such new organizational principles of the brigade organization of personnel labor were applied, as the full coverage of workers of the entire enterprise in collective forms, the end-to-end nature of the staffing of teams in shifts, the refusal of the permanent assignment of workers within the brigade, the stimulation of the development of related professions and operations by all members of the brigade, interchangeability and alternation of personnel reshuffle, billing of workers, taking into account the quality of work, payment for the output of each employee according to the final results of team work, the use of collective forms of incentives for workers to fulfill, and not overfulfill, production targets.

In addition, the centralization of functional services in the enterprise management apparatus made it possible to remove all auxiliary workers from the production shops, who, in turn, were concentrated in large specialized shops:

Service;

Production support;

Equipment repair;

Therefore, the workers of all workshops, both main and auxiliary, are united in teams, taking into account the nature of the work performed.

Brigades in the main shops include from 30 to 100 people, in auxiliary ones - up to 40 workers.

2.2 The use of specialized teams on the example of the Central Automobile Repair Plant, Voronezh

The enterprise "172 Central Automobile Repair Plant" OJSC is engaged in the production, development, utilization and repair of automobile and special equipment, as well as metalworking using high-tech equipment available at the enterprise. The enterprise replaces engines and installs diesel engines on GAZ and Ural trucks.

One of the company's divisions provides service for KamAZ vehicles.

The main advantages of the enterprise are the availability of modern equipment and extensive experience in the repair of vehicles.

Specialized brigades are used at the JSC “172 TsARZ” enterprise for the repair and maintenance of cars.

The most important factors influencing the choice of the method of labor organization are:

The scope of work, depending on the number, type and operating conditions of vehicles;

Stability of the scope of work over the periods of the year;

The number of auto repair workers;

The level of cooperation in the implementation of these works in the central repair shop;

The amount of work performed at car service stations;

Availability and condition of the production and technical base.

But the main requirement for the choice of the method of labor organization is to ensure the improvement of the main indicators.

Such indicators for the maintenance and repair of cars are:

Decrease in vehicle downtime during maintenance and repair;

Reduced maintenance and repair costs.

But these indicators depend on the quality of work and the level of use of working time. So, improving the quality of work and improving the use of working time should also be considered when evaluating the method of organizing work.

To improve the main indicators, it is necessary to evaluate and stimulate the performance of workers by these indicators. Therefore, the best method of labor organization should be considered one in which the fulfillment of these basic indicators depends on the workers and can be evaluated by objective values.

Depending on the form of organization of production for the maintenance of machines, repair and maintenance workers combine the dependences on the nature of the work into groups, create teams.

Specialized teams are formed from workers of various professions, where each performs specific operations.

Each team specializes in one type of maintenance and repair, i.e., there is a division of labor and the productivity of the robots increases. The following specialized brigades (groups of workers) are created at "172 TsARZ":

A daily maintenance team (only if there are more than 60 cars or at a service station);

A team to perform the first maintenance;

A team to perform the second maintenance;

A team for the production of routine repairs at the positions of maintenance and repair of cars (while the units removed from the car, usually the repair is a separate group of workers).

A specialized brigade may include workers of different specialties: locksmith, regulator, electrician, tire worker, body shop, lubricator. In small fleets, all these works can be performed by one station wagon worker. If there is a sufficient amount of work, workers of specialized teams are assigned to certain maintenance work: fastening, adjusting, lubricating and cleaning, no electrical, bodywork, etc.

The size of a specialized brigade is determined based on the labor intensity of the corresponding type of maintenance and repair. A specialized team is usually managed by a mechanic, foreman, or the most skilled worker. It should be borne in mind that the specialized brigade method has significant drawbacks. With such an organization of labor, responsibility for the quality of maintenance and repair is depersonalized, since in this case one worker fixes and adjusts the unit, another lubricates, the third repairs it at the service and repair stations of the car, and the fourth repairs the unit removed from the car. In addition, when performing the first and second maintenance, such work can be performed by different workers, and therefore, in the event of a failure of the unit in operation, it is difficult to establish the cause and culprit of the marriage.

This method does not allow evaluating the performance of teams (groups) of workers by the main indicators, that is, by the number of downtime and the cost of maintenance and repair of cars.

As you know, about car repair shops during maintenance usually correspond to the accepted standards, during the second maintenance, an increase in downtime is due to the performance of current repairs. So, in the brigades of the first and second technical services, idle cars are almost constant, therefore, they cannot be used to evaluate the results of the brigade's work.

Therefore, with this method of organizing labor, the results of the work of the brigades are assessed by the number of performance of maintenance and repairs, which contradicts the rule - the fewer repairs and maintenance per unit run, the higher the quality of work, the better the work of the brigades. A specialized team is responsible for timely and high-quality performance of maintenance or repairs of the appropriate type of all vehicles in the vehicle fleet and timely preparation of vehicles for production on the line. Consequently, the most important indicator is the quality of work, which should be assessed by the amount of vehicle mileage without repair.

Conclusion

To choose an effective form of labor organization, it is necessary, first of all, to analyze the achieved socio-economic results, working conditions and its organization in the shops, the technical level of individual workplaces and their complexes, the organization of wages and material incentives for the final results.

Collective forms of labor organization have proven their effectiveness and vitality in both planned and market economies. In the brigades, the growth of production qualifications is accelerated, and new professional skills are acquired by all employees, their active participation and production management is ensured, the most full employment is achieved, rational placement and operational interchangeability of personnel. At the same time, for their further widespread dissemination in modern production, joint efforts of scientists, managers, technologists, economists, sociologists, psychologists are required in the development of new market requirements for the formation of teams, their quantitative composition, management mechanisms, peculiarities of organization and regulation of labor, and many others. ... If in the old days the requirements of production technology were the determining factors in the manning of brigades, then at the present stage economic and social factors, the requirements of organizational, managerial and psychological interaction of the members of the brigade are beginning to play an increasing role. This means that the formation of teams in the new market relations should be preceded by a whole range of technical, economic, organizational, psychophysiological and managerial decisions, during the implementation of which not only the employees themselves, but also their employers came to the firm conviction of great economic advantages and an urgent need introduction of collective forms of labor.

Literature

1. Labor economics: textbook for universities / A.I. Rofe. - 3rd ed., Add. and revised - Moscow: MIK, 2013 .-- 534 p.

2. Development of collective forms of labor organization (Electronic resource).

3. Bukhalkov M.I. Organization and regulation of labor: Textbook for universities. - 3rd ed., Rev. and add. - M .: INFRA-M, 2009 .-- 424 p.

4. Pashuto, Valery Petrovich. Workshop on the organization, regulation and remuneration of labor at the enterprise: textbook. manual for university students / V.P. Pashuto. - 2nd ed., Erased. - M .: KnoRus, 2010 .-- 239 p .: ill., Tab. - ISBN 978-5-406-00491-3: 110-00. labor working personnel

5. Byakova, Ekaterina Olegovna. Organization, regulation and remuneration of labor at the enterprise: practical. allowance / E.O. Byakova, N.A. Pogodin. - M .: Examination, 2008 .-- 149 p .: tab. - (Series "Documents & Comments"). - Bibliography: p. 148-149 (35 titles) and interlinear. note. - ISBN 978-5-377-01177-4: 88-64.

6. Sosna, BI, Brigade form of organization and stimulation of labor, Text of the scientific article Economic library (Electronic resource).

7. Forms of labor organization and their efficiency (Electronic resource).

8. Classification and numerical strength of brigades (Electronic resource).

9. The concept of the forms of labor organization and their classification (Electronic resource).

10. Karyakin AM, Collective forms of labor organization in Russia (Electronic resource).

Posted on Allbest.ru

Basic moments

Based on the method of setting planned tasks and accounting for the work done, the forms of work organization are divided into:

Individual. They involve a personalized approach to assignment of work assignments, accounting for work performed or payroll (eg tutoring, hairdressing).
Collective. They are characterized by a group approach when organizing a workflow (for example, in factories, factories).

Classification of forms

Several types of group forms are divided according to various characteristics. This classification depends on how the workflow is divided. Collective forms of labor organization are:

With full division of labor. Employment is assumed that corresponds to the educational and qualification level of employees at their workplace (for example, different departments in a polyclinic corresponding to the specialization of doctors).
Selective interchangeability. The work performed is combined (for example, in an educational institution in which some teachers replace others).
Fully interchangeable. It is possible to exchange jobs according to the developed scheme or to use labor activity at all workplaces in a department (for example, a clothing store in which department salesmen can easily replace each other).

Depending on the degree of independence, the following collective forms of labor organization are distinguished:

With full self-government. Determination of production tasks for the division, solution of other issues is carried out by the team of the division.
Partial self-government. Some functions are centralized, others are delegated to the unit's teams.
No self-government. All department management functions are centralized.

The method of generating funds for the implementation of production activities creates a separate classification. Forms of labor organization at the enterprise, depending on the size of the team:

individual labor activity (consumer services for the population, craft);
contracting and rental team (agriculture);
cooperative (retail, health care system);
small enterprises (light industry).

Several types are also distinguished depending on the payment method. The forms of organization of labor of workers, based on the method of issuing wages, are divided into several types. These include:

individual payment;
collective payment on a tariff basis;
collective payment on a tariff basis using coefficients that distribute earnings (labor participation, labor contribution, and others);
tariff-free wages;
labor commission.

Based on the method of interaction with management, there are forms of labor organization based on:

direct subordination to management (industrial enterprises);
contract agreement (construction companies);
on a contract basis (research and production organizations);
lease agreement (international organizations).

The main forms of labor organization are the main component when working with manpower. Collaboration involves several activities or operations that complement each other. Thus, one or more employees fulfill a certain amount of the total number of the plan. Human labor is valued at every successful and prosperous enterprise, being rewarded financially. Forms of organization of work in the enterprise is the detailing of operations for better productivity.

Division of labor

The division of labor refers to the processes of dividing different types of activities, specialization of employees. Individuals are responsible for performing specific work or operations that complement each other.

Scientific researchers distinguish the social and technical division of labor. Both of these types are an integral part of market relations.

Separation is seen as a specialization of work. This leads to the fact that a certain number of species are formed.

Social division

Differentiation of social functions performed by a certain group of people is this type. In the social division of labor activity, various spheres of society are distinguished, which are subdivided into small sectors. This type is the basis for the formation and development of market relations.

Technical division

The differentiation of types of labor activity that occurs between the sub-sectors and employees of the organization is called the technical division of labor. Also, the work process is split into several partial operations or functions for the specialization of employees in the process of economic activity.

There are the main types of division of labor in the enterprise itself:

technological, which implies the division of the production process into types, phases and cycles;
operational - assigns individual operations to employees in order to reduce production cycles;
functional - occurs between different categories of employees who are part of the staff;
professional - affects groups of people who perform the same type of work, own the same tool or production technology;
qualification - characterized by a different degree of level of work and consists in the division between complex work and simple, taking into account the complexity of the manufacture of products, as well as the functions of carrying out the labor process; this also includes quality control of products.

Main and auxiliary workers

The main workers take part in changes in the forms and condition of the subject of labor activity, they are responsible for performing technological operations for the production of basic goods.

Subsidiary workers are called upon to create conditions for uninterrupted and efficient work of the main workers.

Division of labor is a process that is inextricably linked with cooperation. This means that the achievement of rational proportions provides for the introduction of social, as well as labor relationships between participants in the work process.

Labor cooperation

Labor cooperation is called organizational production interaction between individuals, teams, teams, sites, shops, services, which occurs in the course of activities and is aimed at achieving production goals. Ensuring the correct use of manpower ensures effective cooperation.

The forms of labor cooperation are:

Formations within one society. In this case, there is an exchange of products of labor in some sectors of economic activity.
Those located within the type of activity that provides for the exchange of products or the collective participation of a number of organizations in the manufacture of a certain type of goods.
Inside the organization. In this case, an exchange is carried out between workshops, departments or individual performers, based on specific conditions (for example, the type of production or technology features).

Brigade work organization

Among the collective forms of cooperation in labor activity, the main place goes to production teams. The most common is the brigade, group or collective form of labor organization. This example is often found in factories and factories.

A brigade is an organizational and technological association of employees of an enterprise who have the same or different professions based on the corresponding production, equipment, tools, raw materials, materials to perform tasks for the production of quality products. Due to the collective material (financial) interest and high responsibility, a small amount of material and labor resources is spent.

The work of the brigades contributes to the most complete use of time, and also reduces the number of workers. Consequently, the labor intensity of the product is reduced, and the equipment is loaded and maintained more efficiently.

The brigade form of labor organization is divided into two main types:

Specialized - teams are created from workers of mainly one profession.
Complex - involves the involvement of employees of different professions.

Labour Organization

This is the name of the system for arranging the means of production and labor. It is the basis and foundation of the organization of the production of material goods. Any aspect of planning activities that is associated with the involvement of manpower is related to the organization of work.

At any enterprise, it must be competent and rational, take into account innovative technologies, scientific achievements, advanced experience to the maximum extent, effectively and fully use the labor force. The main goal of NOT is to use all resources to achieve the best economic result in all sectors and at all levels of production.

Labor organization principles

In order to build a successful corporation, it is necessary to competently use the forms of labor organization. Practice shows that the following components are needed:

stable staff;
monetary incentives for the end results of labor activity;
material liability for non-fulfillment of the plan, damage to equipment and property;
performance of a full range of works related to the production of goods by a labor collective.

The main aspects of the rational organization of labor are:

rationing of working hours;
highly paid human labor;
competent organization of the workspace;
improving the organization and maintenance of places of work, as well as improving the sanitary and hygienic working conditions;
division by industry and cooperation.

The existing form of labor organization, the types of which have been described in this article, is an integral part of large enterprises and corporations.

Ministry of Education and Science of the Russian Federation
Federal Agency for Education
Kazan State Technical University named after A.N. Tupolev
Leninogorsk branch
Course work
by discipline: Organization, regulation and remuneration
at the enterprise
Theme: Collectivesystemsthe organizationandstimulatinglabor
Option number 15
Content

Introduction
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 (brigade) work
2.2 The payment system based on the assessment of the employee's labor contribution to the overall results of the work collective
2.3 Collective-share system of remuneration
Conclusion
List of sources used
Practical part
Introduction

Relevance of the topic: the modern level of development of the productive forces, characterized by the use of complex and diverse equipment and production technology, large scale production, diversified cooperation, involves the joint work of a large number of people. Such work is inconceivable without the organization labor, serving as an ordered system of interaction of workers with the means of production and arcs with another in a single production process. In all spheres of human activity and at all times, better organized work, all other things being equal, ensured the achievement of higher 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 implementation of the labor process, aimed at obtaining high final socio-economic results.
The division of labor in an enterprise is understood as the delimitation of the activities of workers in the process of joint labor, as well as their specialization in performing a certain part of the joint work.
The object of the research is collective systems of organization and labor stimulation. Collective labor is not a simple sum of partial work processes. Only the correct relationship between partial labor processes, together with the correct arrangement of workers, ensuring their rational employment, leads to high labor productivity. Therefore, labor cooperation at an enterprise is an association of workers in the course of joint execution of a single process or a group of interrelated labor processes.
Purpose of the work: to consider the forms of collective organization of labor 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. Discipline of work.
3. Forms and systems of remuneration for collective work.
1.Formsthe organizationlaborandtheirclassification

The forms of labor organization are its varieties, differing from each other in the peculiarities of resolving 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 distinguish individual and collective (joint) forms of labor organization.
1.1. The concept of a collective (joint) form of labor organization
The collective (joint) They call the form of labor organization, in which the production task is established as a whole for any division of the enterprise, the work performed is recorded 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 among the employees.
Collective forms of labor organization, in turn, also have varieties.
V dependencies from places subdivisions v hierarchies management on enterprise collective forms of labor organization can be link, district, group, separate, shop and others (by type of subdivision), when work planning, accounting and payroll are carried out as a whole, respectively, for the production link, brigade, site, etc.
V dependencies from way division and cooperation labor with collective forms of labor organization, there may be subdivisions:
- with a complete division of labor, when each employee is engaged only in performing work strictly in his specialty and at one workplace;
- with partial interchangeability, when employees own two or more professions (specialties) and can perform work not only in their main profession (specialty), but also in combined or combined;
- with full interchangeability, when each employee of a subdivision (link, group, brigade, etc.) can work at any workplace in this subdivision, as well as change jobs according to a previously thought out scheme with other employees of the subdivision.
V dependencies from way management subdivision there are divisions:
- with full self-government, when a production task is established for a unit, and all other issues of organizing production, labor and management are decided by the primary collective itself, for example, by the foreman and the council of the brigade;
- with partial self-government, when part of the management functions is centralized, and the other part is delegated to a subdivision;
- without self-government, when all management functions of the unit are centralized.
By way formation funds for implementation activities different forms of labor organization, characteristic of individual labor activity, for contracting and rental collectives, for cooperatives and small enterprises 55.
By ways payment and material stimulating labor distinguish between the organization of labor:
- with individual wages;
- with collective payment based on the tariff system;
- with collective wages based on a tariff system using
different coefficients for the distribution of earnings (KTU - coefficient
labor participation, KTV coefficient of labor contribution, KKT - coefficient
quality of work, etc.);
- with tariff-free wages;
- with commission wages.
By ways interactions with superior leadership it is possible to distinguish forms of labor organization based on direct subordination, on a work contract, on a lease, on a contract.
All these (and there may be other) forms of labor organization and their varieties are interconnected in various combinations, for example, a brigade form of labor organization with full interchangeability of workers and with the distribution of collective earnings with the help of KTU, etc.
1.2 Brigadethe formthe organizationlaborandhervarieties

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, since time immemorial. The need to unite people into groups was predetermined by the technological features of the performance of certain types of labor. For example, if a heavy load could not be manually lifted by one person, a group of workers was taken to carry it; if a complex unit required a well-coordinated work of a group of operators for its control, then they were united into a brigade; if it was impossible or impractical to schedule the work for each individual worker for the installation of a construction object, then an installation team was created, which on the spot decided to whom and what to do.
Thus, 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 unit for oil refining, etc.);
¦ performing a complex task, each part of which cannot be accurately distributed between individual employees (for example, 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 timeframe by one employee;
¦ the need to ensure common 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 there worked under a collective form of organization and remuneration, since an individual form of organization was simply impossible for them. However, the rest of the workers could and did work with the individual organization of labor, which prevailed.
Fig. 1. The main types of production teams
V dependencies from level specializations brigades can be specialized and complex
Specialized such teams are called that unite workers of the same profession (specialty), of the same or different skill levels. Such brigades are most effective in the presence of large volumes of technologically homogeneous work, providing full workload for each member of the brigade.
Complex brigades unite workers of different professions (specialties) of one or different skill levels.
By degree division labor complex brigades can be of three types:
a) with complete dividing labor, when each employee performs duties strictly in accordance with his profession (specialty) and qualification level;
b) with partial interchangeability, when workers master two or more professions and perform, in addition to the main job, related work in other professions;
v) with complete interchangeability, in which the brigade brings together workers of a wide production profile, possessing different professions and able to perform work in the brigade at any workplace.
Complex teams with full interchangeability have the greatest opportunities for solving economic and social problems. In such teams, it is possible to organize work with a change of labor, that is, with the alternation of work requiring different professions, or with the execution of work sequentially at different workplaces, each of which differs in its own set of production operations. This is important for industries with a very narrow division of labor, characterized by its great monotony. The change of labor allows for a triple effect: economic, psychophysiological and social.
V dependencies from duration production cycle brigades can be removable 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.
Replaceable brigades are formed when the duration of the production cycle for the manufacture of a product (completion of the work) is equal to or a multiple of the duration of the work shift. In such teams, during a shift, you can completely complete the release of one or more products (perform a certain amount of specified work).
End-to-end brigades are formed when, in a multi-shift operation of an enterprise, the duration of the production cycle is longer 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 of different shifts performing a common task into one team, called a through team.
V dependencies from way planning work the brigade can be set a plan in the form of a single order (task) indicating the total volume and range of products (work), or, in the old fashioned way, the work plan of the brigade represents the sum of individual work plans for each member of the brigade.
Planning on a single alongside is a planning method that distinguishes the so-called new type of brigade from the old traditional brigades with individualized plans for each employee.
By ways accruals wages fees brigades are subdivided into those that use only the tariff system for calculating the earnings of members of the brigade, and into brigades that use a tariff-free wage system or use different coefficients in addition to the tariff system (KTU - labor participation rate, KTV - labor contribution coefficient, KKT - coefficient of labor quality, etc.), which are used in the distribution of brigade earnings among the members of the brigade for a more complete account of the contribution of each employee to the overall results of labor.
By ways accounting costs on performance work brigades can be self-supporting, with elements of self-supporting and without self-supporting.
Self-supporting such teams are called that keep records of the costs of raw materials, materials, semi-finished products, energy, labor when fulfilling planned tasks. The cost accounting of enterprises as a "method of socialist management based on comparing the results of labor with the costs of achieving them" has become a thing of the past and has outlived its usefulness 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 teams, 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);
- to establish accounting actual costs for all specified elements of production;
- organize stimulation employees for compliance with the norms of 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 assignment. Such a team should be endowed with real powers to carry out intra-team leadership. The regulations on the brigade must indicate the issues that the brigade decides on its own without the consent of the superior leader.
Sometimes in the regulation on the brigade, which is considered self-governing, they write that the brigade takes participation in solving such and such questions. Such records have nothing to do with self-government. The self-governing brigade should not take part, a decide questions, only in this case will self-government be real.
The brigade is led by a brigade leader, 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 the brigade representatives is 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 activities are decided by the team independently, but the other part of the issues is attributed to the competence of the superior manager. All this should be reflected in the regulations on the brigade.
V dependencies from legal status brigades can be contractors, lease, and also have no contract or lease relationship. Contract and lease relations are established and regulated on the basis of the Civil Code of the Russian Federation (part two, ch. 34. Rent; ch. 37. Contract).
Contracted is a team that has entered into a work contract with a superior manager. Such an agreement toughens the relationship between the brigade and the administration, makes them more binding. In the work contract, sections are highlighted: duty, rights and responsibility, which equally apply to each of the parties to the contract.
Rental is a team that has entered into 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 can be small, medium and large. These concepts are rather arbitrary: for one production, the number of a team of 10 people may be small, for another - medium, etc.
Small brigades of 3-5 people do not have the necessary stability, it is enough for one or two workers to fail, and the work of the brigade will be paralyzed. Numerous teams of 50-70 people are difficult to control. For each specific production, there is an optimal number of production teams. In mechanical engineering, for example, the optimal number of brigades is in the range of 10-25 people. But there you can find see-through brigades of several dozen people, which are subdivided into replaceable units, led by the team members.
1.3 Conditionsefficiencycollectiveformsthe organizationlabor

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 necessity. It is necessary to understand well the peculiarities of certain 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 carry out experimental check a new idea in one of the departments, to analyze the results and only then, if the economic and social feasibility of using this idea is confirmed, to undertake its widespread 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 specialists of various profiles: economists, technologists, designers, mechanics, sociologists, specialists in occupational health and safety, industrial aesthetics, ergonomics and other professions. In small enterprises, it is better to order work on the design of the organization of labor from specialized firms with experience in carrying out such work and relevant specialists.
- thirdly, in the work to improve the organization of labor, one should widely rely on the participation of the personnel of the enterprise, 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 employees.
2.Formsandsystemspaymentlaborcollectivework

Under system payment labor means the method of calculating the amount of remuneration to be paid to employees in accordance with the costs they have incurred, and in some cases with its results.
2.1. Systempaymentlaborvconditionscollective (brigade)work

In most enterprises, there are mainly two main systems of remuneration: piece-rate and time-based. The choice of remuneration systems depends on the characteristics of the technological process, forms of labor organization, requirements for the quality of products or work performed, the state of labor rationing and accounting for labor costs. At piecework payment the measure of labor is the output produced by the worker, and the amount of payment directly depends on the quantity and quality of the output produced in 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 calculated in accordance with his wage rate or salary for the actual hours worked.
All systems of piece-rate pay with varying degrees of efficiency can be applied both for individual and collective forms of labor organization. The peculiarity of their application v conditions collective (brigade) work payment is 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 when the labor of workers performing a common task is strictly divided (on production lines, conveyors, etc.), and on the basis of the general production rate and collective piece rate per unit of work the whole brigade.
The collective piece rate for all types of work is established by the formula: P br = ci T pcs
where T ci - tariff rates of the category of work performed by members of the team;
T pcs - the time rate set per unit of work performed;
n is the number of team members.
The salary of the entire team is calculated using the formula:
Z br = br N f

Where N f - the actual production of products by the brigade for the billing period;
m is the number of work items.
The collective form of labor posed the problem of equitable distribution of the amount of wages accrued to the brigade. This means both the distribution of tariff earnings and piecework extra earnings and bonuses.
The traditional way of distributing team wages is based on the earnings ratio, which is calculated using the following formula:
Кз = Рбр * Q /? ТСi * Вi
ЗПi = ТСi * Вi * Кз
One of the most common ways to distribute brigade earnings is to distribute it using the earnings ratio, which is calculated using the following formula:
Kpr = P /? TSi * Bi * KTU
where P is the bonus, all wages, the sum of earnings and bonuses, or only earnings.
The calculation boils down to the following:
- the amount of tariff wages for the entire brigade is set for the actual hours worked;
- the coefficient of additional earnings is determined by dividing the actual wages of the brigade at the collective rate by the amount of the tariff wages;
- the actual earnings of each member of the brigade is calculated, for which his earnings at the rate for the hours worked are multiplied by the extra earnings coefficient.
At the same time, this distribution is fair if each employee of the brigade 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 the wages, given the equality of 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 pr, etc .................

Labor organization principles

Topic 4. Principles and forms of labor organization

Labor organization activities are based on general principles effective human activity. Here are some of them.

1. Scientific nature (use of the latest achievements of science in work on the organization of labor).

2. Comprehensiveness (comprehensive improvement of the organization of labor in all its elements and in relation to all employees).

3. Continuity (the organization of labor must follow technical progress and correspond to changing production conditions).

4. Normativeness (work on the organization of labor should be carried out on the basis of a certain regulatory framework governing its individual aspects).

5. Profitability (achieving maximum results at minimum cost).

In labor economics, two main forms of labor organization are traditionally distinguished: individual and collective.

With an individual form, the work of each individual performer is planned, taken into account and rationed. The individual form of labor organization is characterized by the assignment of operations to the workplace that are close in complexity of execution. With an individual form of labor organization, cooperation is manifested in the following forms:

1. Combination of specialties (professions) - performance by one worker of functions and work related to different professions. There are three main types of combination of specialties:

Combination of various specialties within one profession (turner-milling machine operator);

Combining labor functions at one workplace (parts processing - equipment adjustment - minor repairs);

Combining work functions outside the boundaries of one workplace (painter - plasterer - glazier - bricklayer).

The combination of professions is caused by the mechanization and automation of production processes, leading to an increase in the share of free time among workers. It makes it possible to solve an important social task for society - to increase the content and attractiveness of labor, reduce its monotony, and raise the professional level of workers.

Among the main conditions under which it is possible and economically justified to combine specialties are the following:

Workers have unused working hours,

The generality of the content of the labor of workers,

The timing of the performance of the combined functions,

No negative impact of the combination of work on the accuracy, quality and productivity of labor,

A worker's qualification level sufficient for mastering the second profession.

The possibility of combining professions is revealed on the basis of data from the "photograph" of the working day, included observation. Based on the analysis of the costs and losses of working time obtained in this case, the most expedient forms of combining professions are determined.

Multi-line service... It is a form of labor organization in which one or a group of workers simultaneously service several machines, performing manual techniques, maintenance of the workplace, preparatory and final operations on each of them during the automatic operation of other machines.

Technical The prerequisites for the development of multi-station service are: an increase in the level of automation of the equipment used, an improvement in the equipment control system and the design of technological equipment, as a result of which the share of manual labor in servicing the equipment decreases and the share of its automatic operation increases.

Organizational The prerequisites for the introduction of multi-station service are: rational planning of equipment at the workplace, ensuring the convenience of its maintenance, the shortest routes of transition from machine tool to machine tool, implementation of the most efficient system for servicing workplaces.

Economic the expediency of multi-station service lies in the possibility of ensuring full employment of machine operators and the equipment they serve.

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