In the economic literature, when considering such an issue as a form of labor organization, a classic classification is proposed: division into individual and collective forms.
Collective forms of labor organization are the most widespread, since they are most often brought to any unit, and based on the results of the implementation of this plan, wages are calculated for the entire unit, with subsequent distribution among individual workers. Depending on the place occupied in the hierarchy of the organization, collective forms of labor organization, in turn, are divided into group, departmental, sectoral, workshop, etc.
Depending on the method of division, divisions are distinguished with a complete division of labor (performing only their own duties on their own with partial interchangeability (possession of several specialties and performing a combination function), with complete interchangeability (any employee of a division can at any time replace any other employee of this division).
Also, units can be with complete self-government, when, after establishing a task, the unit independently solves it on its own, mobilizing exactly those resources that are needed to achieve its goals. Partial self-government implies delegation of some functions and centralization of others. If all functions are centralized, we are talking about a collective form without self-government.
According to the methods of payment, there are such forms of labor organization as: form of individual wages, payment according to the tariff system, payment according to the tariff system using coefficients, non-tariff wages, commission wages. If we consider the forms of labor organization for interaction with the management of the organization, then we can distinguish forms based on direct subordination, operating on the basis of a lease, contract or contract.
Using various forms, you need to ensure that this increases the efficiency and attractiveness of work in the enterprise. For example, it is not recommended to combine such labor operations that differ greatly in the qualifications of the worker’s labor used (for example, auxiliary work and highly skilled labor).
In order for the chosen combination program to be successful, it is necessary to develop a map of the organization of labor at a specific enterprise. Combining different professions and replacing an absent worker are progressive forms of labor organization. Combination means fulfilling your job responsibilities plus additional work in another specialty. Expanding the service area is an increase in the volume of work in the employee’s main specialty. Replacing an absent employee is the performance of additional duties of this employee during vacation, illness, business trip, etc.
Such forms are aimed at reducing the number of working personnel, reducing wage costs, and growth without making additional investments. These forms of labor organization can only be used with the written consent of the employee and should not lead to a deterioration in the quality of products. The employee must have unused time during the workday when he has the opportunity to do additional work.
It is imperative to ensure that the employee is not overloaded and is able to perform part-time work efficiently during his working day. Otherwise, the combination may lead to a deterioration in work performance.
. Forms of labor organization- these are its varieties, which differ in the peculiarities of resolving issues in certain areas of labor organization. They are determined by the corresponding system-educational characteristics and criteria
According to the method of establishing planned targets and recording the work performed, the forms of labor organization are:
Individual - involves a personalized approach to the distribution of production tasks, accounting for work performed, and payroll at the enterprise;
Collective - characterizes a collective approach to organizing the production process
At the same time, collective forms of labor organization are divided according to various criteria
Depending on the method of division and cooperation of labor in a collective form of labor organization, the following production divisions are distinguished:
With full division of labor - involves employment in accordance with the educational and qualification level of workers in one workplace;
With partial interchangeability - provides for the combination of work performed;
With complete interchangeability - provides the possibility of using labor at any workplace of the department, as well as exchanging jobs in accordance with the developed scheme
Depending on the method of management in the collective form of labor organization, the following divisions are distinguished:
With complete self-government - subject to the determination of the division of the production task, and the resolution of other issues regarding the organization of production and labor is carried out by the division's team;
With partial self-government - part of the management functions is centralized, and the other is delegated to the team of the unit;
Without self-government - centralization of all department management functions
According to the method of generating funds for carrying out production activities, the following is used:
Individual labor activity;
Contracting and rental teams;
Cooperatives;
Small and joint ventures
According to methods of payment and material incentives, labor organizations are distinguished:
With individual wages;
With collective remuneration based on a tariff system;
With collective remuneration based on the tariff system and the use of various coefficients for the distribution of earnings (KTU - labor participation coefficient; KTV - labor contribution coefficient, etc.);
With tariff-free wages;
With commission pay
Based on the method of interaction with top management, forms of labor organization are distinguished based on:
Direct subordination;
Contract agreement;
Lease agreement;
Contract
In the process of collaboration, as a rule, various types of activities, works or operations are identified that complement each other, i.e. one or a group of workers perform a certain part of the total amount of work, i.e.
Division of labor
The division of labor must be considered as a specialization of labor activity, which leads to the coexistence of its various types
. Division of labor- is the process of separating different types of activities, specialization of workers, in which individual workers perform different jobs or operations, complement each other
In the theory of scientific research, a distinction is made between social and technical division of labor.
. Social division of labor- this is the differentiation of social functions performed by certain groups of people, and the identification of various spheres of society, which, in turn, are divided into smaller sectors and sub-sectors. The social division of labor and specialization of production are the basis for the formation and development of commodity, including market relations.
. Technical division of labor- this is the differentiation of types of labor activity between departments and employees of an enterprise, the division of the labor process into a number of partial functions and operations, the specialization of workers in the process of economic activity.
There are the following main types of division of labor within an enterprise:
Technological;
Operational;
Functional;
Professional;
Qualifying
Technological division of labor involves the division of the production process into types, phases and cycles
operational division of labor means assigning individual operations to workers to shorten the production cycle
The functional division of labor occurs between various categories of workers included in the personnel (workers, managers, specialists and employees), as well as between the main and auxiliary wages.
The main workers participate in changing the shape and condition of objects of labor and perform technological operations for the manufacture of main products
Auxiliary workers create the necessary conditions for the smooth and efficient work of the main workers
Professional division of labor occurs between groups of workers based on the technological homogeneity of the work they perform and depends on tools and objects of labor, production technology
The qualification division of labor is determined by the varying degrees of complexity of the work performed and consists of separating complex work from simple ones, while taking into account the technological complexity of manufacturing products, the complexity of functions for the preparation and implementation of labor processes, as well as product quality control.
Inextricably linked with the division of labor is its cooperation, which means achieving rational proportions in the costs of labor of various types and provides for the introduction of rational social and labor relationships between participants in the labor process, the coordination of people's interests and production goals.
. Labor cooperation- this is organized production interaction between individual workers, teams of teams, sections, workshops, services in the labor process, aimed at achieving a certain production effect. The effectiveness of cooperation lies in ensuring the most rational use of labor and labor resources.
The following interrelated forms of labor cooperation are distinguished:
Within society, when the exchange of activity and product of labor takes place between types of economic activity;
Within a type of activity that involves the exchange of labor products or the joint participation of a number of enterprises in the production of certain products;
Within an enterprise, when exchange is carried out between workshops, sections, individual performers, depending on specific production conditions (type of production, features of equipment and technology, etc.)
Of the collective forms of labor cooperation, the leading place is occupied by group forms, in particular, production teams
The brigade (collective) form of labor organization with its varieties is widespread
A brigade is an organizational, technological and socio-economic association of workers of the same or different professions on the basis of relevant production facilities, equipment, tools, tooling, raw materials and supplies, to fulfill the production task of producing high-quality products of a certain quantity with the least material and labor costs based on collective material interest and responsibility.
The creation of teams contributes to a more complete use of working time, a reduction in the number of workers, and therefore a reduction in the labor intensity of products, efficient loading of equipment and its care
In practice, two types of teams are used:
Specialized - created from workers of one profession;
Complex - involve the involvement of workers of different specializations
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COURSE WORK
COLLECTIVE FORM OF LABOR ORGANIZATION
Introduction
1. Theoretical part
1.4 Types of crews
Conclusion
Literature
Introduction
In market conditions, the requirements for the level of organization and standardization of labor are significantly increasing. When profit becomes the main general indicator of the enterprise's performance, the importance of all types of norms and standards, primarily labor ones, increases.
Labor rationing and its organization play a decisive role in increasing labor productivity - the most important factor in reducing production costs and increasing the mass of profits.
In conditions of fierce competition, the enterprise where the organization of labor and production reaches a higher level wins.
A form of labor 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 progressive.
In this course work, the authors will consider the collective form of labor organization. The collective organization of labor meets many modern market requirements, contributes to the development of democratic management methods at the enterprise, and the solution of a complex of economic and social problems in work collectives.
It creates organizational opportunities to increase the content and productivity of labor, make full and effective use of limited economic resources, improve product quality and ensure its competitiveness in the domestic and world markets.
The purpose of this work is to consider the collective form of labor organization and become familiar with its practical application. To achieve this goal, the following tasks were implemented:
Identify the features and prerequisites for the use of a 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 collective labor organization;
Consider the use of a collective form of labor organization using the example of an enterprise.
The object is a collective form of labor organization.
Subject - prerequisites and principles for the use of collective forms of labor organization.
1. Theoretical part
1.1 The concept of a collective form of labor organization
Forms of labor organization are its varieties, differing from each other in the features of resolving issues regarding individual elements of labor organization. Forms are determined by formative features; there are several such features.
Based on the methods of establishing planned targets and recording the work performed, individual and collective (joint) forms of labor organization are distinguished. Individual is a form of labor organization in which the production task, accounting of work performed and payroll at the enterprise are carried out personally for each employee.
Collective (joint) is a form of labor organization in which the production task is set as a whole for any division of the enterprise, the work performed is accounted for based on the final results of the work of the workers of this division, wages are also initially accrued to the entire division, and only then is it divided among workers .
Collective forms of labor organization, in turn, also have varieties:
1. Depending on the location of the unit in the management hierarchy at the enterprise, collective forms of labor organization can be unit, brigade, district, etc. (by type of unit);
2. Based on the level of specialization, specialized and complex units are distinguished. 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 divisions, divisions are distinguished: with complete division of labor, when each employee is engaged only in performing work strictly in his specialty and at one workplace;
Partial interchangeability, when workers have two or more professions (specialties) and can perform work not only in their main profession (specialty), but also in a combined or combined one;
Full interchangeability, when each employee of a unit (unit, group, brigade, etc.) can work at any workplace in this unit, and also change jobs according to a pre-planned scheme with other employees of the unit;
4. According to the methods of planning and accounting for the costs of performing work, divisions can be self-supporting, with elements of self-financing and without self-financing. Self-supporting units are those that keep records of the costs of raw materials, materials, semi-finished products, energy, and labor when fulfilling planned targets;
5. Depending on the method of management, divisions are distinguished:
With complete 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 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 unit;
Without self-government, with centralized department management.
All of the above and other forms of labor organization and their varieties are interconnected in various combinations, for example, a brigade form of labor organization with complete interchangeability of workers and with the distribution of collective earnings using the labor participation coefficient (CLU), etc.
One of the most common forms of labor organization is the brigade with its varieties. Complex units (teams) with complete interchangeability have the greatest potential for solving economic and social problems.
In such divisions, it is possible to organize work with alternating labor, that is, with alternating work in different professions, or with performing work sequentially at different workplaces, each of which differs in its own set of production operations. This measure is especially effective in jobs with a lot of monotony.
During the transition from individual forms of labor organization to collective ones, a direct connection between isolated individual workers is formed on the basis of the association of primary labor collectives of a new type.
The result of such unification is a radical change in the content and organization of labor.
Collective work, when properly organized, contributes to the fullest use of equipment, material and labor resources, and improves 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 produce 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 objective requirements for creating collective interest in improving the final results of production. In all levels of production (regardless of the degree of mechanization), where a large number of workers are involved in the manufacture of the same product, it is practically advisable to carry out both the organization of labor and its stimulation on a collective basis. Under these conditions, assessing 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 effect.
1.2 Features and prerequisites for the use of a 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 grouping of people was predetermined by the technical features of performing certain types of work.
So, if it was impossible for one person to lift a heavy load, a group of workers took on this work; if, for the installation of a construction project, it was impossible or impractical to assign the work to each individual worker, 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 activities there have been and continue to exist some technological features that predetermine the need for collective forms of labor organization. The main technological and organizational conditions for the introduction of 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 on 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, an oil processing plant, etc.);
The need for teamwork of performers with different professions, etc.
At present, that is, in the conditions of the transition to market relations, the technological prerequisites for the transition to collective organization and remuneration are added to the need to ensure the competitiveness of the enterprise, which, in turn, can only be ensured by the joint efforts and focus of all employees of the enterprise on achieving clearly defined concrete results. In addition to technical and organizational ones, the need to use collective labor processes is also dictated by economic reasons. Thus, under certain conditions, the use of a collective form of labor organization leads to increased labor productivity, reduced production costs, improved quality of work performed, economical use of material resources, 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.
A team (section) 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 work is also determined by psychophysiological factors.
Teams create conditions that reduce the monotony of work by periodically moving workers from one workplace to another, performing various technological operations, and combining various functions. The collective form of labor organization is characterized by the unification of workers for systematic and joint participation in one or different, but interconnected labor processes. Historical experience in the development of labor organization indicates that the more differentiated the labor process is by type and performer, the more it needs cooperation to accomplish the common task of any technological or production process aimed at producing goods or providing services. Divided labor presupposes the specialization of individual performers to perform a certain part of joint work, which cannot be accomplished without clear coordination of the actions of individual workers or groups, i.e., without labor cooperation. Thus, collective work can be considered a general form of labor organization aimed at increasing its productivity.
1.3 Brigade: principles and conditions of formation
The closest cooperation between members of the work collective is achieved in the brigade form of labor organization.
A production team is a primary workforce 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 union is the organizational and technical conditions of production, i.e., conditions when, outside the team form, conducting the production process is either impossible or ineffective. To carry out the plan, the brigade is provided with the necessary organizational and technical conditions.
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 team and individual forms. Under these conditions, it is necessary to keep in mind that the brigade form creates economic prerequisites for highly productive labor on the basis of intra-brigade labor cooperation, leading to a reduction in the loss of working time and an increase in the time of use of equipment.
Brigades are organized primarily for:
Maintenance of large and complex production units (powerful presses, rotary lathes, melting furnaces, when the work of two or more workers is required);
Performing certain work within a strictly limited time frame, which one worker cannot withstand for a given amount of work;
Carrying out a production task that cannot be divided into parts for execution by individual workers (for example, assembly, adjustment and testing of complex units);
Organization of clear and coordinated work of main and auxiliary workers, if the labor productivity of 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 established 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 identifying the individual output of each becomes difficult, and 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 output of the performers, and only an increase in the output from the final operation is required;
Equipment maintenance when the processing cycle exceeds the duration of one shift (machining on large and unique metal-cutting equipment, forging and stamping work with long heating times for workpieces, etc.);
Servicing multi-machine complexes for machining, when transferring shifts on the move significantly increases labor productivity and equipment utilization (teams of millers, boring machines, teams of workers servicing a complex of gear-processing equipment).
The main tasks performed by the production team:
1. fulfillment of production tasks on time;
2. release of high quality products;
3. systematic increase in labor productivity;
4. reducing the labor intensity of manufactured products.
The main prerequisites for the organization of team work are the need for collective simultaneous efforts of workers to ensure the normal execution of technological processes and to obtain an additional effect compared to the individual organization of work. If the first condition is largely predetermined by the technical and technological features of production processes, then the second relates to the sphere of socio-economic and organizational aspects of labor.
Production and socio-economic features of production determine the need and possibility of creating 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 (crew on assembly lines);
Performing complex work that cannot be considered separately (unit assembly and general installation 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 workers, synchronization in time and space of their work actions, and the performance of various work functions. This principle makes it possible to create more favorable working conditions for team members and increase their efficiency. The consistency of the labor process in space determines the nature of the location of individual workplaces, their specific connection with each other within the framework of a collective workplace.
When deciding on organizing teams, you should keep in mind that they are most effective in the following cases:
1. if a certain completed part of the technological process cannot be completed by one performer and requires the parallel work of a group of workers;
2. if a group of jobs 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 (GPS);
4. when performing repair and installation work that requires 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 relations. At the same time, the formation and functioning of teams should be based on the principles:
Technological or subject-specific specialization of the team with assignment of operations, nomenclature of parts and assemblies to it;
Assigning a certain production area, equipment, etc. to the team;
Bringing to the team a production task that reflects the final results of collective work, on which economic indicators and the system of organizing payment and labor incentives are oriented.
These principles can be implemented in the best possible way if, when organizing teams, an organizational project is developed that addresses issues of labor regulation and payment, optimization of numbers, planning, accounting and cost accounting.
1.4 Types of crews
The production team - the primary link of the enterprise's workforce - brings together workers to jointly and most effectively carry out the production (technological) process or task on the basis of comradely mutual assistance, common interest and responsibility for the results of the work. Production and socio-economic features of production determine the need and possibility of creating 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 characteristics; the effectiveness of the functioning of teams depends on their correct consideration.
Based on organizational characteristics, teams are distinguished:
a) depending on the forms of division and cooperation of labor:
Professional - specialized and complex teams;
Functional - engineers and workers, only main and auxiliary workers, only main workers, only auxiliary workers;
Qualification - workers of the same qualifications, 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 composition - small (up to five people), medium (6-20 people), enlarged (20 to 50 people);
d) work mode in time - shiftable (all team members work one shift), end-to-end (team members work two or more shifts).
Based on technological characteristics, teams are distinguished:
a) depending on the nature of the processes being serviced - servicing machine, hardware (machine-hardware), assembly processes;
b) according to the degree of continuity of the technological and labor processes served - serving continuous, discontinuous (periodic or cyclic) processes;
c) technological division and cooperation of labor - performing a separate operation, a set of operations, a separate stage, reprocessing, several stages, reprocessing, a complete cycle of manufacturing products (a single or end-to-end team in the technological process);
d) the duration of the technological cycle of the work being performed - with a cycle duration greater than the duration of the shift, less than the duration of the shift, a multiple of the duration of the shift, and a non-multiple of the duration of the shift.
Based on technical characteristics, the following brigades are distinguished:
a) by type of brigade equipment being serviced - those servicing the same type, specialized or universal equipment, different types of equipment;
b) the degree of mechanization and automation of work - those performing work only manually, performing work partially manually, partially using machines and mechanisms (machine-manual);
c) equipment maintenance - providing only mechanized, partially mechanized, partially automated, complex-mechanized, automated, complex-automated maintenance.
On an economic basis, there are teams that are fully or partially self-sufficient, depending on the authority and responsibility of the team, the choice of forms of ownership, the method of calculating earnings, etc.
The listed organizational, technological, technical and economic characteristics are of great importance in the formation of teams, influencing their type, composition, and structure.
The professional composition of workers, determined by the nature (degree of technological homogeneity) of the production process, involves dividing teams into specialized and complex ones.
Specialized teams are organized from workers of the same profession or specialty to perform homogeneous technological operations, most often for metalworking, assembly, installation, commissioning, loading and unloading operations.
Their advantage compared to individual labor organization is that in these teams, intra-shift losses of working time are reduced through a more organized provision of tools and devices, an organic combination of highly qualified workers with lower-skilled workers, exchange of experience and strengthening labor discipline.
Complex teams are organized from workers of various professions and specialties to perform a complex of technologically heterogeneous but interrelated work. The advantage of such teams is the possibility of optimal cooperation between the main and auxiliary workers, the application of the principle of combining professions and specialties, and flexibility in resolving issues of worker placement.
The degree of division of labor and the volume of work combined in other professions and specialties make it possible to distinguish 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 complete interchangeability, where each team member masters operations that are part of the production process assigned to the team.
In both complex and specialized teams, there may be one or another degree of division of labor.
Complete division of labor, without combining professions or performing any auxiliary work by the worker, leads to the acquisition of high professional skills by the worker and an increase in labor productivity (up to certain limits). Typical is the division of labor in mass production based on the synchronization of production and automatic lines with a regulated cycle.
The advantages of a complete division of labor include payment 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 work, its monotony, limited opportunities to improve qualifications and, as a consequence, to staff turnover.
Therefore, it is more effective to organize labor with partial division, mastering related operations, occasional combination of professions, and performing a number of auxiliary jobs.
Full interchangeability of workers in teams is ensured in specialized teams, but it is much more difficult in complex teams. Based on the shifts of work, a distinction is made between shift teams and through teams. Shift teams work on 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. Cross-cutting teams are formed from workers working in several shifts. They provide a reduction in time between shift breaks, equipment changeovers, and preparation of work for a shift worker. Therefore, end-to-end teams, despite the difficulty of assessing the results of work across shifts, are much more effective than shift teams. Determining the number of workers in a team is a complex production, technological and socio-economic task. In the recommendations, for example, for mechanical engineering and metalworking, a large team is considered to be a team of more than 10 people, which may have units (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 enlarge teams to 50-70 people.
This is due to the desire to focus on final results, ensure the unity of the production structure and form of labor organization, and reduce overall and intra-shift losses and defects.
However, managing such a team becomes more difficult and the level of direct contacts in work decreases, and consequently, cohesion and the synergistic effect (an additional effect resulting from the interaction of system elements) decreases.
This contradiction can be resolved in two ways: by creating brigade-production complexes, i.e., by combining teams of different workshops engaged in the production of one type of product (truly end-to-end), by calculating a certain optimal number of workers in the team. The size of the team should be determined not only taking into account the organizational and economic conditions of production, but also socio-psychological requirements.
Approximate limits for the size of the production team:
The lower limit is 10 people;
Upper - 30.
All these conditions and features must be taken into account during research.
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 increased labor productivity, reduced production costs, improved quality of work performed, economical use of material resources, more complete and efficient use of equipment, working time, etc.
Its advantage compared to 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, devices, an organic combination of highly qualified workers with lower-skilled workers, exchange of experience and strengthening labor discipline.
Another advantage of the collective form of labor organization is the possibility of optimal cooperation of the labor of main and auxiliary workers, the application of the principle of combining professions and specialties, and flexibility in resolving issues of worker placement.
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 change in work, expanding the professional profile of workers and improving their qualifications, increasing the interest and responsibility of each team member for the final results of work , development of self-government and self-organization, etc. Among the disadvantages of the collective form of labor organization, one can highlight the fact that it is not always possible to staff a team in exact accordance with the volume of work in individual specialties, since they change significantly over time.
Complete interchangeability between team members is achieved when each team member masters all the operations included in a given technological process.
However, it is very difficult to achieve complete correspondence between the qualifications of workers and the qualification level of work, so some workers perform work that does not correspond to their qualifications. The effectiveness of such a collective form of labor organization, as is known, is characterized mainly by an increase in productivity due to improved placement of personnel in jobs and shifts, reduced loss of working time, increased content of work, improved planning and other production reserves.
The conditions for the effectiveness of collective forms of organization and stimulation of labor are:
Firstly, the introduction of any organizational innovation in an enterprise must be preceded by an economic and social justification for its necessity. You should have a good understanding of the features of certain forms of labor organization, calculate options for possible solutions, expected costs and the effect of using an innovation. If the business is completely new and there is no experience in its use, 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, should you 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 work, one should widely rely on the participation of personnel, holding competitions among them to resolve various organizational issues, morally and materially encouraging the creative initiative of employees.
2. Practical application of the collective form of labor organization
2.1 Application of a collective form of labor organization using the example of AvtoVAZ
The Volzhsky 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. These days, AvtoVAZ is the largest plant in Europe, with a production capacity of up to eight hundred thousand cars per year and 67 thousand jobs. The area occupied by the plant is more than 600 hectares, and the length of the main conveyor exceeds 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 production, in which the majority of jobs in the main production departments are parts of conveyor production or automatic lines. The technological flow and the regulated rhythm of the conveyor as the most effective form of organizing production at the present stage require such an organization of workers' labor that ensures the specified rhythm of the production process and, ultimately, the sustainable implementation of the daily program for the production of finished products.
The required result could be achieved only on the basis of the widespread application of collective forms of organization and labor stimulation at all levels of production.
Regardless of the nature of the work, all teams are organized according to the end-to-end principle, in which one team includes workers from two, and in necessary cases, three shifts.
The advantage of such an organization is, first of all, the creation of a collective interest in the implementation of the production program by the team as a whole. As a result, working time and equipment are better used, unproductive costs and losses are reduced, and overall organization in work increases.
Every worker is interested in handing over a shift on the fly, that is, in handing over his workplace in such a state that the shift worker does not waste time preparing it for work.
Within production teams working on the main technology, workers are not permanently assigned to jobs.
The team creates conditions for each worker to master related operations and professions and periodically move them to different jobs, which ensures the maintenance of a given rhythm of production, reduces the monotony of labor on conveyor work, and allows for an equally intense and varied workload for each worker in the team.
Teams not engaged in the main technology, for example, in transport and unloading work, are assigned to strictly defined work zones and are responsible for the uninterrupted and high-quality supply of workpieces, materials and components to production teams included in this work zone.
Repair maintenance of technological equipment assigned to production areas is carried out by repair teams according to the type of repair. The number of workers in a team to perform a specific amount of work is determined without a planned coefficient for exceeding production standards, since the labor organization system is built on technically sound standards, exceeding which when the team is fully staffed with workers is impractical. When the norm is met, the daily production schedule is also ensured.
Fulfillment of a standardized task takes into account the actual time spent only on the work provided for by the technology, which stimulates the reduction of lost working time. The main distinctive feature of the brigade organization of work at VAZ is the creation of an environment at the enterprise that ensures increased readiness of the entire system for organizing and servicing workplaces for a continuous production cycle.
At the Volzhsky Automobile Plant, for the first time, new organizational principles of brigade organization of personnel labor were applied, such as full coverage of workers of the entire enterprise in collective forms, end-to-end staffing of teams in shifts, refusal to permanently assign workers within the team, stimulation of the development of related professions and operations by all team members, interchangeability and alternating reshuffling of personnel, tariffing of workers taking into account the quality of work, payment of the output of each employee based on the final results of team work, the use of collective forms of incentives for workers for fulfilling, and not exceeding, production tasks.
In addition, the centralization of functional services in the enterprise management apparatus made it possible to remove all auxiliary workers from the production workshops, who were, in turn, concentrated in large specialized workshops:
For maintenance;
To ensure production;
Equipment repair;
Therefore, workers in all workshops, both main and auxiliary, are united into teams, taking into account the nature of the work performed.
Brigades in the main workshops include from 30 to 100 people, in auxiliary workshops - up to 40 workers.
2.2 Use of specialized teams using the Central Automotive Repair Plant, Voronezh
The enterprise "172 Central Automobile Repair Plant" OJSC is engaged in the production, development, disposal and repair of automotive and special equipment, as well as metalworking using high-tech equipment available at the enterprise. The company 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 company are the availability of modern equipment and extensive experience in vehicle repair.
The enterprise OJSC “172 TsARZ” uses specialized teams to repair and maintain vehicles.
The most important factors influencing the choice of labor organization method are:
The scope of work depends on the number, type and operating conditions of vehicles;
Stability of the volume of work by periods of the year;
Number of auto repair workers;
The level of cooperation in carrying out these works in the central repair shop;
Scope of work performed at vehicle service stations;
Availability and condition of the production and technical base.
But the main requirement for choosing a labor organization method is to ensure improvement of the main indicators.
Such indicators for vehicle maintenance and repair are:
Reducing vehicle downtime during maintenance and repairs;
Reduced maintenance and repair costs.
But these indicators depend on the quality of work performed and the level of use of working time. So, improving the quality of work and improving the use of working time should also be taken into account when assessing the method of organizing work.
To improve key indicators, workers' performance based on these indicators should be assessed and stimulated. Therefore, the best method of organizing work should be considered one in which the fulfillment of these main indicators depends on the workers and can be assessed by objective values.
Depending on the form of organization of production for the maintenance of machines, repair and maintenance workers are combined into groups, depending on the nature of the work, and teams are created.
Specialized teams are formed from workers of various professions, where each performs certain operations.
Each team specializes in one type of maintenance and repair, i.e., there is a division of labor and the productivity of the robot increases. At “172 TsARZ” the following specialized teams (groups of workers) are created:
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 carrying out routine repairs in vehicle maintenance and repair positions (in this case, units removed from the vehicle are usually repaired by a separate group of workers).
A specialized team may include workers of different specialties: a mechanic, a regulator, an electrician, a tire fitter, a body fitter, and a lubricant. In small vehicle fleets, all this work can be performed by one general worker. If there is a sufficient amount of work, workers of specialized teams are assigned to certain maintenance work: fastening, adjusting, lubricating and cleaning, electrical, bodywork, etc.
The size of the specialized team is determined based on the labor intensity of the work for the corresponding type of maintenance and repair. The management of a specialized team is usually carried out by a mechanic, foreman or the most qualified worker. It should be borne in mind that the method of specialized teams has significant disadvantages. With such an organization of labor, responsibility for the quality of maintenance and repairs is depersonalized, since in this case one worker fastens and adjusts the unit, another lubricates it, a third repairs it at vehicle maintenance and repair stations, and a fourth repairs the unit removed from the car. In addition, when performing the first and second technical maintenance, similar work can be performed by different workers, and therefore, in the event of a unit failure, it is difficult to establish the cause and culprit of the defect.
This method does not allow assessing the results of the work of teams (groups) of workers based on basic indicators, that is, the number of downtimes and costs for vehicle maintenance and repair.
As is known, car service stations during maintenance usually comply with accepted standards; during the second maintenance, an increase in downtime is due to the performance of routine repairs. So, in the first and second technical maintenance teams, vehicle downtime is almost constant, so it is impossible to evaluate the results of the team’s work based on them.
Therefore, with this method of labor organization, the results of the work of the teams are assessed by the number of technical maintenance and repairs performed, which contradicts the rule - the fewer repairs and maintenance per unit of mileage, the higher the quality of work, the better the work of the teams. A specialized team is responsible for timely and high-quality maintenance or repair of the appropriate type of all vehicles in the fleet and timely preparation of vehicles for release on the line. Consequently, the most important indicator is the quality of work, which should be assessed by the vehicle mileage without repairs.
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 workshops, the technical level of individual jobs and their complexes, the organization of wages and material incentives for final results.
Collective forms of labor organization have proven their effectiveness and vitality in both planned and market economies. In teams, the growth of production qualifications is accelerated, and new professional skills are acquired by all employees, their active participation in production management is ensured, the most complete employment, rational placement and operational interchangeability of personnel are achieved. At the same time, for their further widespread distribution in modern production, joint efforts of scientists, managers, technologists, economists, sociologists, psychologists are needed in the development of new market requirements for the formation of teams, their quantitative composition, management mechanisms, features of the organization and regulation of labor, and many others . If in previous times the determining factors in staffing teams were the requirements of production technology, then at the present stage economic and social factors, the requirements of organizational, managerial and psychological interaction of team members are beginning to play an increasingly important role. This means that the formation of teams in new market relations should be preceded by a whole complex of technical, economic, organizational, psychophysiological and managerial decisions, during the implementation of which not only the workers themselves, but also their employers came to a firm conviction about the great economic advantages and urgent need introduction of collective forms of labor.
Literature
1. Labor Economics: a textbook for universities / A.I. Rofe. - 3rd ed., add. and processed - 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 additional - M.: INFRA-M, 2009. - 424 p.
4. Pashuto, Valery Petrovich. Workshop on organization, regulation and remuneration of labor at an enterprise: textbook. manual for university students / V.P. Pashuto. - 2nd ed., erased. - M.: KnoRus, 2010. - 239 p.: ill., table. - ISBN 978-5-406-00491-3:110-00. labor working staff
5. Byakova, Ekaterina Olegovna. Organization, regulation and remuneration of labor in an enterprise: practical work. allowance / E.O. Byakova, N.A. Weather. - M.: Exam, 2008. - 149 pp.: table. - (Series "Documents & Comments"). - Bibliography: p. 148-149 (35 titles) and subscript. note - ISBN 978-5-377-01177-4: 88-64.
6. Sosna, B.I., Brigade form of organization and stimulation of labor, Text of the scientific article Economic Library (Electronic resource).
7. Forms of labor organization and their effectiveness (Electronic resource).
8. Classification and numerical composition of brigades (Electronic resource).
9. The concept of forms of labor organization and their classification (Electronic resource).
10. Karyakin A.M., Collective forms of labor organization in Russia (Electronic resource).
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The form of labor organization largely determines the nature and content of work, as well as the order of interaction between workers. Individual labor organization is based on establishing a production task separately for each employee, personal accounting of the work performed by him and calculating wages based on the results of this completion. Group (collective) labor organization assumes that the establishment of a production task, accounting for work performed and the calculation of earnings are carried out for individual departments without an individual breakdown for each employee.
According to the methods of establishing planned targets and recording the work performed, the following are distinguished:
An individual form of labor organization, when the task is set for each employee separately, individual records of the work performed are kept, and each employee is accrued an individual salary;
A collective form of labor organization, when the production task is set for the entire team as a whole, production output is also recorded based on the final results of the team’s work, and earnings are accrued to the entire team.
Collective forms of labor organization according to the method of division and cooperation provide for the formation of types of teams:
With a complete division of labor, when each worker is engaged only in performing work strictly in his specialty at one workplace;
With partial interchangeability, when workers have two or more professions and can perform work not only at their workplace, but also in a combined profession;
With complete interchangeability, when each team member can work at any workplace or change workplaces according to a pre-designed scheme.
According to the method of generating funds for carrying out activities, the following forms of labor organization are distinguished: individual labor activity, contracting, rent, cooperative, small enterprise^.
The form of labor organization also depends on the form of payment. The following forms of remuneration and distribution of earnings are distinguished:
individual, collective according to the tariff, collective using various coefficients for the distribution of collective earnings (KTU - labor participation coefficient, KKT - labor quality coefficient, etc.).
According to the methods of interaction with higher authorities, there may be the following forms of labor organization: direct subordination, contract, lease agreement, contract.
According to the methods of managing a team, they are distinguished: complete self-government, partial self-government, without self-government.
Based on the size of work collectives and their place in the management hierarchy at the enterprise, collective forms of labor organization can be: link, brigade, district, shop, group, departmental, etc.
4. Division and cooperation of labor
The separation of processes and work presupposes, first of all, the division of labor. The division of labor in an enterprise means the differentiation of the activities of workers in the process of joint labor, as well as specialization in performing a certain part of the joint work.
Forms of division of labor (functional, technological, professional and qualification division) and corresponding forms of labor cooperation also characterize the features of production interaction between workers, creating for it different opportunities for the use of labor, depending on what forms are adopted at the enterprise.
With a functional division of labor, i.e. separation of types of labor activity depending on the functions performed by employees at the enterprise, interaction (labor cooperation) is carried out between different functional groups of workers, such as, for example, main and auxiliary workers, workers and employees, managers and specialists, etc.
The technological division of labor into separate production operations and types of work entails the need for interaction between workers performing different operations and types of work. The same can be said about the professional and qualification division and cooperation of labor.
The division of labor is inextricably linked with the cooperation of labor. The deeper the division of labor, the more important cooperation becomes. Collective labor is not a simple sum of partial labor processes. Only the correct relationship between partial labor processes, together with the correct placement of workers, ensuring their rational employment, leads to high labor productivity. That's why labor cooperation in an enterprise is the unification of workers during the joint implementation of a single process or a group of interrelated labor processes.
Specific forms of labor cooperation at an enterprise are diverse, as they are inextricably linked with the organizational and technical characteristics of the enterprise. However, despite their diversity, they are usually reduced to three main forms - inter-shop, intra-shop and intra-site labor cooperation.
Intershop cooperation is associated with the division of the production process between workshops and consists in the participation of workshop teams in the general labor process for the enterprise in the manufacture of products.
Intra-shop cooperation- this is the interaction of individual structural units of workshops (sections, production lines).
Intra-precinct cooperation consists in the interaction of individual workers in the process of joint labor or the organization of collective labor of workers united in teams.
Principles of labor organization
Topic 4. Principles and forms of labor organization
Labor organization activities are based on general principles effective human activity. Let's list some of them.
1. Scientific (use of the latest scientific achievements in work organization).
2. Complexity (comprehensive improvement of labor organization in all its elements and in relation to all employees).
3. Continuity (labor organization must follow technical progress and meet changing production conditions).
4. Normativity (work on organizing labor must be carried out on the basis of a certain regulatory framework regulating its individual aspects).
5. Cost-effectiveness (achieving maximum results at minimum costs).
In labor economics, there are traditionally two main forms of labor organization: individual and collective.
In the individual form, the work of each individual performer is planned, taken into account and standardized. The individual form of labor organization is characterized by the assignment to the workplace of operations that are similar in complexity of execution. With an individual form of labor organization, cooperation manifests itself in the following forms:
1. Combination of specialties (professions) – performance by one worker of functions and works related to various professions. There are three main types of combining specialties:
Combination of various specialties within one profession (turner-milling machine);
Combining labor functions at one workplace (processing parts – setting up equipment – minor repairs);
Combination of labor functions outside of one workplace (painter - plasterer - glazier - bricklayer).
The combination of professions is caused by mechanization and automation of production processes, leading to an increase in the share of free time among workers. It allows us to solve an important social problem for society - to increase the content and attractiveness of work, reduce its monotony, and increase the professional level of workers.
Among the main conditions under which combining specialties is possible and economically justified are the following:
Workers have unused working time,
The general content of workers' labor,
Multi-time performance of combined functions,
No negative impact of combining work on accuracy, quality and productivity,
A worker's qualification level sufficient to master a second profession.
The possibility of combining professions is identified on the basis of “photographs” of the working day and participant observation. Based on an analysis of the resulting costs and lost working time, the most appropriate forms of combining professions are determined.
Multi-machine service. It is a form of labor organization in which one or a group of workers simultaneously service several machines, performing manual techniques, workplace maintenance, and preparatory and final operations on each of them during the automatic operation of other machines.
Technical The prerequisites for the development of multi-machine maintenance are: increasing the level of automation of the equipment used, improving the equipment control system and the design of technological equipment, as a result of which the share of manual labor in servicing equipment decreases and the share of its automatic operation increases.
Organizational The prerequisites for the introduction of multi-machine maintenance are: rational layout of equipment at the workplace, ensuring ease of maintenance, the shortest routes for moving from machine to machine, implementation of the most effective system for servicing workplaces.
Economic The feasibility of multi-machine maintenance lies in the possibility of ensuring full employment of machine operators and the equipment they service.
