ROSZHELDOR
Federal State Budgetary Educational Institution
higher professional education
"Rostov State Transport University"
(FSBEI HPE RGUPS)
Department of Documentation and Management Information Support
Discipline: "Organization Theory"
Calculation and graphic work
on the topic: Organizational management structure of the company "YugMedTrans"
Rostov-on-Don
Introduction
Organizational and economic characteristics of the enterprise
Main types of products manufactured
4. Main results of financial and economic activities
Conclusion
Introduction
Currently, marketing determines the success of any organization, enterprise, firm, regardless of their form of ownership, size and organizational structure. Marketing determines the relationship of an enterprise with the external environment through its study and conducting marketing research aimed at identifying the competitive position of the enterprise, its potential opportunities in the relevant market within the framework of the adopted development strategy, which can be implemented thanks to competent marketing strategies and tactics.
Considering the issues of the organizational structure of the enterprise, it should be noted that the dominant place in it is occupied by the policy of organizing distribution channels or a sales network for effective sales of goods and services produced, including the creation of a network of wholesale and retail stores, intermediate storage warehouses, determination of goods distribution routes, opening of new clinics and pharmacies, ensuring the efficiency of goods distribution, etc.
In modern conditions, an enterprise must pay close attention to the following aspects of its activities: distribution and sales of goods and services; preparation and conclusion of contracts; advertising and sales promotion; product assortment planning; bringing the product to the level of consumer requirements; purchase of raw materials and materials for production processes. The purpose of this work: to consider the organizational structure of the enterprise LLC MC "YugMedTrans". To reveal the goal, it is necessary to solve the following tasks: - analyze the organizational structure of the enterprise LLC MC "YugMedTrans"
conduct an analysis and assess the activities of the enterprise LLC MC "YugMedTrans"
1. Organizational and economic characteristics of the enterprise
The calculation and graphic work shows the organization and management structures based on the medical activities of LLC MC "YugMedTrans", the founders of which are individuals. Legal status of an enterprise is determined by the Civil Code of the Russian Federation, the Federal Law "On Limited Liability Companies", other laws of the Russian Federation, as well as the Charter of the enterprise. The company is a legal entity under the current legislation of the Russian Federation, has an independent balance sheet, a round seal, settlement, currency and other bank accounts, as well as a stamped form with its name, its own emblem. LLC MC "YugMedTrans" provides medical services.
LLC MC "YugMedTrans" Rostov-on-Don, st. Metallurgical, 102/2
The enterprise is equipped with various types of transport and other mechanisms.
The enterprise is profitable and competitive, and therefore economically sustainable. The average number of employees is 320 people. The reporting financial year is considered to be the period from January 1 to December 31 inclusive. The capital of the enterprise is 5 million rubles.
The founding document of the organization is the Charter. The founders of the enterprise are individuals. The management body of LLC MC "YugMedTrans" is the Director of the enterprise. The director of the enterprise is appointed to the position and dismissed from the position by decision of the members of the Company. The director is vested with the rights and responsibilities specified in the company's Charter. The Director does not have the right to make decisions relating to the exclusive competence of the founders of the Company.
2. Main types of products manufactured
Medical Center "YugMedTrans" provides the following services:
· Conducting preliminary (upon entry to work) and periodic medical examinations of workers engaged in heavy work and work with harmful and (or) dangerous working conditions (according to the order of the Ministry of Health and Social Development No. 302 N dated April 12, 2011)
· Conducting pre-trip (post-trip) medical examinations.
Medical examinations (medical examinations) of workers are carried out on mutually beneficial contractual terms with enterprises and include a set of diagnostic, preventive and therapeutic measures aimed at improving the health of workers.
MC "YugMedTrans" conducts medical examinations of decreed contingents (workers in the food industry, public catering, grocery stores, warehouses, educational institutions, medical institutions, etc.), with the issuance or renewal of personal medical records.
Registration or renewal of a personal medical record, hygienic training, certification and medical examination (with the collection of bacterial tests and fluorographic examination) are carried out at the same time, in one place, which saves time and money.
As part of the expert work The following types of certificates are issued at the YugMedTrans MC:
· driving certificates (medical examination of vehicle drivers);
· certificates to the swimming pool for the population;
· filling out health resort cards;
· certificates of form 086-u (upon admission to work and educational institutions);
· certificates of approval for sports and competitions;
· certificate 001ГС/у (upon admission to work in government bodies);
· medical examination of civil servants and issuance of health passports;
· a certificate confirming the absence of medical contraindications for working with the use of information constituting a state secret;
· medical certificate in form 082/у (for those traveling abroad);
· examination by a psychiatrist-narcologist (with the issuance of certificates);
· examination by a psychiatrist (with the issuance of certificates);
· preliminary medical examination upon entry to work;
· certificates form 046-1 (license, permit for traumatic weapons).
· medical certificate of fitness to drive a minor court (issued as a driver’s license).
Ultrasound diagnostics, which is a highly informative research method, is absolutely harmless to the patient. At the center you can undergo ultrasound diagnostics of all types at affordable prices!
At the YugMedTrans Medical Center, diagnostic studies at a high technological and professional level.
The ultrasound room in the clinic is equipped with modern equipment - an ultrasound scanner "SonoAce-8000SE" from Medison.
In the clinic you can do an ultrasound of all organs and systems of the body. The study is carried out by highly qualified doctors with extensive experience in the field of ultrasound diagnostics.
Laboratory research in today's medicine is one of the important components of the diagnostic and treatment process, allowing the clinician to be equipped with the maximum possible comprehensive information about the patient's health status.
To solve this problem, the center has all the capabilities - laboratory research are carried out on the most modern equipment using the best (accurate and sensitive) diagnostic systems of world and Russian leaders in the field of laboratory diagnostics.
The laboratory uses modern biochemical, cytological, histological, microbiological and molecular genetic methods for studying blood, urine, saliva, biopsy material, etc.
Performed tests
The clinical diagnostic laboratory carries out all types of tests for adults and children, including urgent tests ( general analysis blood, general urine analysis and blood biochemistry).
Conducted:
· general clinical examinations (general blood test, urine test, etc.);
· biochemical studies (transaminases, bilirubin, lipid profile, etc.);
· hormones, tumor markers;
· immunoserological studies (hepatitis A, B, C, D, E, G, Epstein-Barr virus, Vasirella Zoster virus, helminths and protozoa, TORCH, STI ELISA, infections ELISA);
· immunogram types 1 and 2;
· cytological and histological studies;
· DNA diagnostics of infections;
· bacteriological culture - prenatal diagnosis of the 1st and 2nd trimester;
· DNA diagnosis of hereditary diseases.
At the YugMedTrans Medical Center you can undergo a complete diagnosis of the whole body using bioresonance testing. This is a licensed technology approved by the Ministry of Health of the Russian Federation, based on the capture and recognition of the weakest electromagnetic pulses.
Bioresonance therapy is effective in cases where achieving therapeutic success traditional methods treatment is impossible or is associated with large time and other costs. It combines the principles of such treatment methods as acupuncture, Voll electropuncture, homeopathy, nosodotherapy and many others.
Physiotherapy
Magnetic therapy is the treatment of diseases using magnetic fields and is a safe and inexpensive method. It is not addictive to the patient and has no side effects. Very often, this method can adequately replace various medications. Currently, the magnetic therapy method is successfully used for the treatment and prevention of various diseases.
Diadynamic therapy is an electrotherapeutic method based on the use of diadynamic currents (DDT), or Bernard currents, for therapeutic, prophylactic and rehabilitation purposes. It is rightly referred to as pulse therapy, which uses currents various shapes and frequencies supplied in continuous and pulsed modes.
Electrophoresis is a complex therapeutic complex that combines the effect on the body of direct current and particles of medicinal substances introduced through intact skin or mucous membranes.
Holterovskoe (daily) ECG monitoring
This examination makes it possible to obtain complete information about the work of the heart during the day. Readings are taken both in rest mode - during night and day rest, and during and after physical activity. With the help of this examination, it is possible to identify disturbances in heart rhythm, its nature, duration, as well as early ischemic manifestations of the disease.
Rheoencephalography is a non-invasive method for studying cerebral vascular tone, based on recording the changing value of electrical resistance of tissues when a weak high-frequency electric current is passed through them.
Rheoencephalographic study allows you to obtain objective information about the tone, elasticity of the wall and reactivity of cerebral vessels, peripheral vascular resistance, the value of pulse blood supply, thereby being used for the diagnosis of cerebral atherosclerosis, hypertensive angiopathy of cerebral vessels, headaches of vascular origin, as well as for closed traumatic brain injuries And hemorrhagic strokes.
The advantages of the method are its relative simplicity, the possibility of conducting it for a long time, obtaining separate information about the state of the arterial and venous systems of the brain and about intracerebral vessels of various diameters.
ECG, R-graphic examination
The main consumers of the above products are both clients of the city of Rostov and the region, and the Krasnodar Territory.
Methods of sales promotion are also used, which at the enterprise include: improving product quality, advertising (in the form of leaflets, advertising banners, advertising on websites), a varied system of discounts and service maintenance clients.
3. Organizational structure of the enterprise
The company was created as an LLC, which was reflected in the organizational structure of the company.
From the moment the first part of the Civil Code comes into force, commercial organizations can be created exclusively in those organizational and legal forms that are provided for them by Chapter 4 of the Code. Constituent documents created before the adoption of the Code must be brought in accordance with the norms of Chapter 4 of the Code within the time limits specified there.
According to the code, legal entities that are commercial organizations can be created in the form of business partnerships and societies.
In accordance with the Civil Code, LLC MC "YugMedTrans" fully complies with its status as a legal entity, has its own legal address and the address of the location of the enterprise, has a personal charter, has its own bank account, official seal enterprise, bears responsibility for the obligations of the company, has the right to act as a plaintiff and defendant in court, and others specific signs inherent in a legal entity.
In its daily activities, the company is strictly guided by its own regulatory documentation(internal and external). All operations with regulatory documents are carried out strictly in accordance with the requirements and standards of document management. As a rule, all new documents of this nature are drawn up in accordance with previously adopted ones. All operations carried out in the course of the company’s activities are analyzed and compared with documents regulating their implementation (with plans, estimates, programs, orders, instructions, etc.) Thanks to the coordinated work of all services, the enterprise has the opportunity to competently and rationally conduct document flow in the enterprise , which naturally affects the efficiency of using documents, as well as the effectiveness of commercial work in general.
The General Director carries out operational management of the activities of the LLC and is vested, in accordance with the legislation of the Russian Federation, with all the necessary powers to perform this task. The General Director carries out his activities in strict accordance with current legislation and the Charter.
The General Director has the right, without a power of attorney, to carry out actions on behalf of LLC MC "YugMedTrans"
The economic stability of an organization, its survival and operational efficiency in market conditions are inextricably linked with its continuous improvement and development. At the same time, improvement of the organization should be carried out according to the principle of adaptation to the external environment.
The management vertical at the enterprise is built according to the linear-staff organizational structure. This type of organizational structure is a development of the linear one and is intended to eliminate its most important drawback associated with the lack of strategic planning links. The line-staff structure includes specialized units (headquarters), which do not have the rights to make decisions and manage any lower units, but only assist the corresponding manager in performing certain functions, primarily the functions of strategic planning and analysis.
Fig. 1 Organizational structure of LLC MC "YugMedTrans"
The existing OSUP at the enterprise is a headquarters one, since this entire system is closed to line managers at the appropriate level. The General Director, acting on the basis of the Charter and exercising operational management of the enterprise, does not have a direct headquarters. The headquarters of these managers is a set of specialized departments, headed by the corresponding line manager, who is responsible for the activities of the department as a whole and has under his command a number of functionaries responsible for specific areas of activity.
From the point of view of controllability standards, this system meets the methodological requirements, but some mid-level personnel have a lower workload than senior-level personnel. It is clear from the BPCS that the greatest burden falls on the medical director; in this area, the system is the most difficult to manage and can get out of control. This line is the bottleneck in the BPCS.
Main job responsibilities within the enterprise management system:
Deputy Director for Medical Affairs
Deputy Director for Technical Affairs
Provides economic maintenance and proper condition in accordance with the rules and regulations of industrial sanitation and fire protection of buildings and premises in which units of the healthcare institution are located, as well as monitoring the serviceability of equipment (elevators, lighting, heating systems, ventilation, etc.). Participates in the development of plans for current and major repairs of fixed assets (buildings, water supply systems, air pipelines and other structures), and in the preparation of estimates of business expenses. Organizes repairs of premises, monitors the quality of repair work. Provides departments of the healthcare institution with furniture, household equipment, means of mechanization of engineering and management work, monitors their safety and timely repairs. Organizes registration necessary documents for concluding contracts for the provision of services, receiving and storing office supplies, necessary household materials, equipment and inventory, providing them to structural units, as well as keeping records of their expenditure and drawing up established reporting. Controls the rational use of materials and funds allocated for economic purposes. Supervises works on landscaping, landscaping and cleaning of the territory, festive decoration of building facades. Organizes business services for meetings, conferences, seminars and other events. Ensures the implementation of fire prevention measures and maintenance of fire equipment in good condition. Takes measures to introduce modern means of communication, computing and organizational technology. Monitors compliance with the requirements of internal labor regulations, safety regulations, and labor protection of AChC workers.
To perform the functions assigned to him, the Deputy Director for Financial Affairs is obliged to:
Organize management of the movement of financial resources of the organization and regulation of financial relations arising between business entities for the purpose of the most effective use all types of resources in the process of production and sales of products and obtaining maximum profits.
Ensure the development of the organization's financial strategy and its financial stability.
Manage the development of draft long-term and current financial plans, forecast balances and cash budgets.
Participate in the preparation of draft plans for product sales, capital investments, planning of product costs and profitability of production, manage the work on calculating profits and income taxes.
Implement investment policy and manage the organization’s assets, determine their optimal structure, prepare proposals for the replacement and liquidation of assets, monitor the securities portfolio, analyze and evaluate the effectiveness of financial investments.
Organize the development of working capital standards and measures to accelerate their turnover.
Ensure timely receipt of income, execution of financial settlement and banking transactions within the established time limits, payment of bills to suppliers and contractors, repayment of loans, payment of interest, wages workers and employees, transfer of taxes and fees to the budget, to state extra-budgetary social funds, payments to banking institutions.
Organize an analysis of the financial and economic activities of the organization, participate in the development of proposals aimed at ensuring solvency; preventing the formation and liquidation of unused inventory, increasing production profitability, increasing profits, reducing production and sales costs, strengthening financial discipline.
Ensure the maintenance of financial flow records and reporting on results financial activities in accordance with financial accounting and reporting standards, the reliability of financial information, monitoring the correctness of the preparation and execution of reporting documentation, the timeliness of its provision to external and internal users.
Manage the work on economic planning for organizations aimed at organizing rational economic activities in accordance with market needs and the ability to obtain the necessary resources.
Manage the preparation of medium-term and long-term comprehensive plans for production, financial and commercial activities (business plans).
Organize the development of wholesale and retail prices for the organization’s products, taking into account supply and demand and in order to ensure the planned amount of profit.
Organize the preparation of standard cost estimates for products and control over the introduction of current changes in planned prices for the main types of raw materials, materials and semi-finished products used in production, cost estimates of commercial products.
Ensure the organization of labor and management processes in accordance with the goals and strategy of the organization aimed at producing high-quality, competitive products.
Manage the development of draft labor plans and a system of labor indicators.
Organize an analysis of the effectiveness of the application of existing forms and systems of remuneration, material and moral incentives, development of proposals for the introduction of progressive forms of remuneration and labor incentives, provisions on bonuses for employees in relation to the specific conditions of their activities, monitoring the correct application of these provisions.
Ensure control over the expenditure of the wage fund, the correct application of wage forms and systems, tariff rates and prices, the establishment of wage grades and salaries.
Thus, the organizational structure of the enterprise is represented by a line-staff structure. It includes specialized divisions (headquarters) that do not have the rights to make decisions and manage any lower divisions, but only assist the corresponding manager in performing certain functions, primarily the functions of strategic planning and analysis.
5. Main results of financial and economic activities
The enterprise as a whole carries out successful economic activities. It brings profit to the owners, which is expressed by the payment of dividends. Recently, the medical center has made several quite significant and favorable decisions for medical activities.
On October 7, the day hospital of the YugMedTrans Medical Center began operating, where in comfortable conditions, at an affordable price and saving time, you can undergo a full examination of the body, as well as a course of treatment (drips, IV, IM injections, physiotherapy, massage and not only) under the supervision of qualified medical personnel as prescribed by the center’s doctors and specialists from other medical institutions.
Also in September, a branch of the medical center was opened in Bataysk.
In this way, the company lays the foundations for future prosperity. Key performance indicators of the enterprise in 2010 - 2012. are presented in Table 1 "Main indicators of the enterprise's performance."
Table 1. Key performance indicators of the enterprise.
Name of indicator Indicators of the dynamics of the components of the enterprise's profit 2010/2011/2012 absolute growth (G), thousand rubles growth rate (T), % Y2009/2008 Y2010/2009 T2009/2008 T2010/2009 Revenue from sales of goods 281663532264990715629668125 ,41183.99Business expenses88916372036748399184.14124.37Profit from sales 7241696910380-272341196.24148.95 Operating income 28257938202973241205.32659.76 Operating expenses 9008754628-25375397.22528.91 Profit from financial and economic activities 66236673957 2502899100.75143.44 Non-operating income 14815966411505107.43417.61 Non-operating expenses 924154193234451.09100.96 Balance sheet profit 667964179817-262340096.08152.98 Income tax 1975 11071597-86849056, 05144.26Net profit4704531082206062910112.88154.80Distracted funds-------Retained earnings4704531082206062910112.88154.80Number of personnel, persons87115210-2-196.7798.33
The company has seen a significant increase in sales revenue: in 2010 it amounted to 125.41%, in 2012 - 183.99%, which is due to rising prices for manufactured products and also an increase in production volume. If in 2010 the share of cost in sales revenue was 71.1%, in 2011 - 75.6%, then in 2012 the figure increases to 80.9%, which is associated with an increase in the cost of fuel due to the global rise in prices for petroleum products .
As a result, there is a decrease in profitability and, as a result, profits. It is clearly seen that the growth rate of net profit is less than the growth rate of revenue, and the growth rate of profit from sales in 2011 is 96.24%, that is, profit from sales is declining not only at a faster rate compared to revenue, but also in absolute terms .
The company has seen a noticeable increase in operating income: in 2011 by 2.05 times and in 2012 by 6.59 times, which is associated with an increase in income on items: sales of fixed assets and other tangible assets, positive exchange rate differences, rental amounts. Data indicate a reduction in operating expenses (abolition of the police tax, reduction in property tax (due to changes in legislation), negative exchange rate differences, expenses from the sale of other tangible assets, losses from the liquidation of fixed assets) for 2011 and an increase of 5.28 times in 2012. Thanks to positive developments in financial activities, profit from financial and economic activities increased in 2012 compared to 2011, while profit from sales decreased.
Non-operating income is increasing at a slower pace compared to non-operating expenses in 2012, which is reflected in the amount of balance sheet profit, which begins to decrease in absolute terms by 262 thousand rubles.
In 2012, there is a reverse trend regarding non-operating operations: non-operating income is growing at a faster rate than expenses, as a result of which balance sheet profit increases by 52.98%. The positive trend (balance sheet profit is growing at a faster rate than profit from financial and economic activities) is explained by the already balanced situation in the Russian economy and the beginning of economic growth, an increase in recovered receivables, which were claimed and attributed to non-operating income.
The decrease in income tax in 2011 by 44% may be due to a decrease in the income tax rate, since if we do not take into account the adjustment to income tax and take balance sheet profit as the taxable base for calculating the tax, then in 2010 the income tax in the amount 1975 rub. is 30% of book profit, in 2011 - 17%, and in 2012 - 16%.
Net profit at the enterprise increases annually: in 2011 it increased by 12.8%, in 2012 - by 54.8%. In both 2011 and 2012, a favorable trend is observed, since the growth rate of net profit is greater than the growth rate of book profit.
Thus, the presented data once again indicates the successful economic activity of the enterprise, which indicates a high level of management of the enterprise.
SWOT analysis
I will consider the main components of SWOT analysis. Combinations of “opportunities and strengths” are naturally used as guidelines for strategic development.
New opportunities on the market for the organization of LLC MC "YugMedTrans" - the use of Internet technology to make an appointment with a doctor; strengths are not only the presence of specialists who can express their thoughts well in writing, but also an Internet publishing house that ensures competent promotion of medical services.
It is obvious that from this combination it follows: it is necessary to increase the potential of LLC MC "YugMedTrans" in the field of remote ordering of medical care. Combinations of "opportunities - weak sides" can be used for internal transformations.
New opportunities in the market - the emergence of a fairly stable demand for individual medicine services. Weaknesses of LLC MC "YugMedTrans" - there is no focus on the types of medical services for wealthy clients. Obviously, from this combination it follows: we urgently need to start building up our potential in the field of VIP services. Combinations of "threats - weaknesses" are considered as restrictions on strategic development.
New threats in the market for LLC MC "YugMedTrans" are increased competition in the field of individual medicine, as a result of which prices in this area of activity are close to the break-even point. Weaknesses of LLC MC "YugMedTrans" - the number of employees is quite low. Obviously, from this combination it should be noted that the direction of activity of LLC MC "YugMedTrans" associated with the educational sphere should be recorded.
New threats in the market for LLC MC "YugMedTrans" are the intensification of the activities of structures that inspect the activities of medical organizations. It is obvious that from this combination it follows that a long-term competitive advantage will allow LLC MC "YugMedTrans" to defeat competitors and maintain leadership for a long time. Let us list the opportunities opening up for LLC MC "YugMedTrans":
· Entering new markets or market segments.
· Expansion of the production line.
· Vertical integration.
By applying the SWOT analysis model more effectively than the list of options provided, you can obtain better analysis results. It would be more correct to consider the opportunities that open up not only for MC "YugMedTrans" LLC, but also for its competitors in the relevant market where MC "YugMedTrans" LLC operates or plans to operate. These opportunities make it possible to develop a program of appropriate actions - the strategy of the medical center "MC LLC" YugMedTrans"
Also, when describing the “opportunities” opening up for LLC MC “YugMedTrans”, you can list ready-made specific actions that this enterprise can carry out. In terms of what the word "opportunity" means, it seems like everything is right, but the result is that when I try to match a company's strengths and weaknesses with the "opportunities" presented to them, nothing new comes out of it.
Thus, we reformulate the list of opportunities so that competitors can simultaneously use them in the market:
So, the possibilities:
· The presence of promising markets or new market segments not covered by firms.
· Availability of partner companies on the market.
· Availability of existing dealer networks.
In this case, there would be several more options for strategic actions obtained by combining the strengths and weaknesses of the company in question and, most importantly, they would not literally coincide with the list of “opportunities.”
The presence of existing dealer networks can be used (since there are strengths of MC YugMedTrans LLC) both in a vertical integration strategy in the form of acquiring distribution networks, and to establish closer relationships with such dealers.
If you determine the lists of strengths and weaknesses of LLC MC "YugMedTrans", a bank of dangers and opportunities in the market is formed, accordingly, you can create a fairly large number of options for strategic actions.
Table 1. SWOT analysis of the medical center LLC MC "YugMedTrans"
Strengths: Weaknesses1) the company is new to the market, but has already been able to win the favor of clients (patients)1) several doctors going on maternity leave at once (as of December 2012)2) good connections in the mayor’s office2) female, constantly intriguing team3) cent provided medical services to celebrities3) some medical services are “outdated”4) availability of necessary financial resources4) Lack of a clear strategy5) ability to compete professionally.6) availability of its own technologies and standards6) relatively low costs.7) effective Internet advertising.8) there is a need for the company's services in the healthcare market. Opportunities Threats 1) obtain gold medal at a healthcare exhibition in Moscow1) unexpected inspection by the tax inspectorate2) opening more branches2) publication of some article by competing medical centers3) servicing additional groups of clients (patients), entering a new market, expanding the line of services3) entering the market of a strong competitor.4 ) increase in market growth rates4) decrease in market growth rates5) unfavorable changes in the rate of exchange rate growth
As a result of the SWOT analysis, the following decisions can be made:
· Start developing new medical services in order to avoid competitive risks in current markets;
· Attract loans for the concept of reforming the medical center, namely the development of new types of services.
Conclusion
In the calculation and graphic work, a model of the organizational structure was considered using the example of the enterprise LLC MC "YugMedTrans"
Analysis of the organizational structure of the enterprise, which showed that the line-staff management structure that exists at the enterprise functions effectively, allowing it to quickly manage the production process. Because of this, production does not encounter organizational problems and functions smoothly. Operational control ensures the coordinated operation of the enterprise's workshops, thanks to this there are no interruptions in the supply of intermediate products. Services are provided of high quality and provided to the consumer without delay.
The organizational structure and management apparatus of any enterprise must ensure the validity of the adoption management decisions, timeliness of their development, prompt communication to performers, clear organization of their implementation. The correct construction of the enterprise management apparatus, its simple and clear structure, excluding unnecessary ones, is the key to the systematic, rhythmic work of the enterprise.
Thus, LLC MC "YugMedTrans" has internal forces to take advantage of external opportunities, but also has weaknesses of the firm that can complicate problems associated with external threats.
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economic service medical checkup
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Appendix to the order
TFOMS of the Perm region
Table No. 1
Structure medical organization
MO registry code ___________
Attribute “separate structural unit” (1-OSP) | Name of the unit/department/site/point | Add. sign of separation | Level of medical care provision | Sign of participation in the formation of MO costs: | Branch type | Conditions for the provision of medical assistance in the registry (classifier V006) | Type of medical care provision (classifier V008) | Profile of medical care (for type of department 1 - “Treatment and prevention (Hospital) (classifier V002) | Source of financing (0 – compulsory medical insurance, 1 – budget, 2 – not included in the TP) | Attribute "Attachment allowed" (for sections, points) (1-yes; 0-no) | MO providing emergency medical services |
|||||||||||
divisions | departments | (1-PSO, RSC) | (1-first, 2-second, 3-third) | 1 - main (profitable), 2 - paraclinical auxiliary (costly), 3 - auxiliary (costly), 4 - hospital auxiliary (costly) | code of the department in which the costs are taken into account<*> | Name | Name | Name | Name | Name |
||||||||||||
<*>for departments/sections/points for which cost accounting is not separately maintained, the code of the department in which the costs are taken into account is filled in in accordance with the coding of the MO Structure: 6 digits (XXYYZZ), where XX is the department code, YY is the site code, ZZ - point code (for example, 010101 - department code 01, area code 01, point code 01).
Performer, tel.:
Table No. 2
Capacity of a medical organization
as of ______________________________
Name of medical organization (short)__________________________________________
MO registry code ___________
Section 1. Bed capacity of departments with type 1 – “Treatment and prevention (Hospital)” | ||||||||
Branch code | Name of subdivision/branch/site/point | Department nomenclature<*> | Number of deployed beds | Bed profile<**> | ||||
Name | including compulsory medical insurance | Name | ||||||
Department 1 | Stationary | |||||||
Ward 2 | Stationary | |||||||
Ward 3 | ||||||||
<**>all bed profiles of a given department are indicated in several lines. |
Performer, tel:
Section 2. Capacity (number of beds) of departments with type 2 – “Treatment and prophylaxis ( Day hospital)» | ||||||||||||||
Nomenclature of department/point | Number of places | Number of shifts | Bed profile<*>(classifier V002) | VMP sign | ||||||||||
divisions | departments | Name | including compulsory medical insurance | Name | 1 – provides VMP; 0 – does not provide VMP | |||||||||
Department Day hospital 1 | ||||||||||||||
Day hospital department 2 | Day hospital for APP | |||||||||||||
Day hospital for AFP No. 1 | Day hospital in the emergency department | |||||||||||||
Performer, tel.: | ||||||||||||||
Section 3. Capacity (number of visits per shift) of departments with type 3 – “Therapeutic and preventive (TP)” |
|||||||||||
Name of subdivision/branch/site/point | Nomenclature of department/area/point<*> | Cabinet sign (1-yes, 2-no) | Planned number of visits per shift | Number of shifts | Speciality<**> (classifier V015) |
||||||
divisions | departments | Name | Name |
||||||||
APP department 1 | Precinct | ||||||||||
APP department 2 | Specialized | ||||||||||
APP Department 3 | ORP Center | ||||||||||
APP Department 4 | Health Center | ||||||||||
Department (office) APP 5 | Urgent | ||||||||||
Department (office) APP 6 | Prevention | ||||||||||
APP Department 7 | Medical rehabilitation | ||||||||||
Department (office) APP 9 | Dentistry | ||||||||||
APP Department 10 | Women's consultation | ||||||||||
APP Department 11 | Emergency room | ||||||||||
Department (office) APP 12 | School and preschool | ||||||||||
APP Department 13 | Radiological | ||||||||||
APP Department 14 | Exercise therapy, massage | ||||||||||
APP Department 16 | Palliative | ||||||||||
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<*>filled out on the basis of Appendix No. 2. | |||||||||||
<**>all specialties of this department are indicated in several lines. | |||||||||||
Performer, tel: | |||||||||||
Section 4. Capacity (number of brigades) of the SMP | |||||||||||
Name of division/branch/point | Nomenclature of department/point | Profile of EMS brigades<*> | Number mobile teams(shifts) | ||||||||
departments | Name | ||||||||||
Substation 1 | |||||||||||
Substation 2 | |||||||||||
EMS department | |||||||||||
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<*>indicated in accordance with the data of the Industry Statistical Reporting Form No. 40. | |||||||||||
Performer, tel.: | |||||||||||
Appendix to the order
TFOMS of the Perm region
Nomenclature of departments, sites, points of medical organizations
1. Directory of department nomenclature
Nomenclature of structural units |
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Name | Name |
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department | Stationary |
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department | Anesthesiology and resuscitation |
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department | Operating unit |
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department | Medical rehabilitation |
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department | Day hospital at the Hospital |
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department | Day hospital for APP |
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department | Reception |
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department<*> | Precinct |
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department<*> | Specialized |
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department | ORP Center |
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department | Health Center |
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department<*> | Urgent |
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department<*> | Prevention |
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department<*> | Dentistry |
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department | Women's consultation |
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department | Emergency room |
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department<*> | School and preschool |
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department<*> | Radiological |
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department<*> | Exercise therapy, massage |
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department<*> | Alternative medicine |
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department | |||
department | Palliative |
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department<*> | Laboratory |
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department<*> | Radiation and X-ray diagnostics |
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department<*> | Functional-instrumental diagnostics |
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department<*> | Physiotherapeutic |
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department<*> | Transfusiology |
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department | Pathological |
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department<*> | First aid |
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department | Registry |
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department | Food department |
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department | Dairy kitchen |
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department | |||
department | Laundry |
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department | Sterilization |
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department<*> | |||
department<*> | AO other (garage, plumbing, gas ventilation services, etc.) |
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department<*> | Medical examination |
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department<*> | Other general hospital (medical archive, dormitory, library, museum, etc.) |
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Therapeutic |
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Pediatric |
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Complex |
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Attributed |
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Paramedic |
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Obstetric<**> |
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Health center<**> |
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Day hospital in the emergency department<**> |
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Mobile FAP |
<*>- department (office);
<**>
2. Directory of nomenclature of sites
Name | Decoding |
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Therapeutic | Services for the adult population are provided by a local physician |
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Pediatric | services to the children's population are provided by a local pediatrician |
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services for adults and/or children are provided by a general practitioner (family) |
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Complex | a site is formed from the population of a medical organization site with an insufficient number of attached population (small-staffed site) or the population served by a general practitioner at a medical outpatient clinic, and the population served by feldsher-obstetric stations (paramedic health centers) |
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Attributed | services for the adult population are provided by the local physician-therapist of the workshop area |
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Paramedic | service to the population is provided by a paramedic (midwife) at a paramedic-midwife station |
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Obstetric | service by a gynecologist or midwife to the female population in the outpatient department |
3. Directory of item nomenclature
Name |
|
Health center |
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Day hospital in the emergency department |
|
Mobile FAP |
<***>- the population served is not assigned.
Appendix to the order
TFOMS of the Perm region
Instructions for filling out the form “Structure of a medical organization”
1. The “Structure of Medical Organizations” form has been developed in accordance with:
Chapter 5 Federal Law-FZ “On the fundamentals of protecting the health of citizens in the Russian Federation”;
Article 44 of the Federal Law - Federal Law “On Compulsory Health Insurance in the Russian Federation”;
Order of the Ministry of Health and Social Development of the Russian Federation No. “On approval of the Procedure for the provision of pediatric care”;
Order of the Ministry of Health and Social Development of the Russian Federation No. “On approval of the Regulations on the organization of the provision of primary health care to the adult population”;
By Order of the Ministry of Health and Social Development of the Russian Federation No. “On approval of the nomenclature of hospital beds by profile medical care"(hereinafter - Order of the Ministry of Health of the Russian Federation n);
Order of the Federal Compulsory Medical Insurance Fund “On approval of the General principles for the construction and operation of information systems and the procedure for information interaction in the field of compulsory health insurance” (hereinafter referred to as the FFOMS order);
Perm Law Edge -PC“On the territorial program of state guarantees of free medical care to citizens for 2015 and for the planning period of 2016 and 2017” (hereinafter referred to as the Compulsory Medical Insurance TP).
2. The form “Structure of medical organizations” is filled out by the Moscow Region in accordance with the procedures for providing medical care, regulatory legal acts in the field of healthcare of the Perm Territory, license and administrative documents of the Moscow Region (approved structure of the Moscow Region, staffing table, orders of the chief physician, etc.) , copies of which are available upon request to the TFOMS of the Perm Territory.
3. In the “MO Code” field (Table No. 1), the MO registration number is indicated - 6 digits: “59” plus 4 digits of the MO code in the TFOMS encoding of the Perm region.
4. In the columns “Division code”, “Department code”, “Site code”, “Point code” (Tables No. 1, 2) a code of no more than 2 digits is indicated;
It is allowed to use the numbering in force in the Moscow Region, provided that the codes of departments within one Moscow Region are unique and the codes of sections (points) are unique within one department (area), respectively.
The column “Division code” is also filled in for departments, areas, points included in this division.
The column “Branch code” is filled in mandatory: if there are branches in the Moscow Region, indicate the branch code unique to the Moscow Region. If there is no department level in the structure of the MO and there are simultaneous sections and/or points, the conditional code of department 99 is indicated in the “Department Code” column, and the “Department Name” column is not filled in.
According to the “Site Code” column at the “Item” level for:
- “FAP”, one of the site codes must be indicated (if the order of the chief physician does not include a FAP attached to one of the medical sites of the Moscow Region, you must enter a line with the “Paramedic” site in the form, assign a code to it and attach all the FAP data to it) ;
- “Health center”, “Visiting specialized advisory team”, indicate the site code – “0”;
- “Day hospital in the emergency department”, indicate the code of the corresponding area “area”.
At Anmo LLC, Eurasia Medical Center, the management process is carried out on the basis of a linear-functional management structure.
The essence of the linear management structure is that control influences on an object can be transferred only by one dominant person - the manager, who receives official information only from his directly subordinate persons, makes decisions on all issues related to the part of the object he manages, and is responsible for responsibility for his work.
Figure - 1 Organizational structure of LLC "Anmo" MC "Eurasia"
Advantages of the organizational structure of the health center: clear division of responsibilities among services, control, subordination, effective management.
At Anmo LLC, the Eurasia MC has a linear organizational structure. The diagram of the organizational structure and the composition of its divisions are shown in Fig. 1. The number of management levels is three.
Let's look at each division in more detail.
The administrative service consists of 4 administrators. The service reports directly to the economist-manager. The administrative assistant reports to the shift administrator.
Functions, economist-manager of a health center: carry out work to implement the economic activities of the center, aimed at increasing efficiency and profitability, the quality of patient care and the development of new types of services, achieving high final results with the optimal use of material, labor and financial resources.
Functions of the administrator of the Eurasia health center:
- - answers incoming calls to a medical institution in accordance with the rules for conducting telephone conversations;
- - opens a medical record for a patient visiting the health center for the first time before the initial consultation;
- - concludes an agreement with patients who visit the health center for the first time. The contract is filled out in two copies: one is handed over to the patient, the other is pasted into the patient’s medical record;
- - invite the patient to sit down and wait until the doctor invites the patient to go into the office;
- - warn the doctor about the arrival of the next patient; coordinates the passage of patients to the wellness center;
- - registers patients for primary and repeated treatment, according to the established temporary rules for receiving patients. In the case of an appointment with two specialists, the appointment is made with the assistance of the attending physician;
- - records appointments for consultations of primary patients using specialized software;
- - strive to minimize downtime in the doctor’s schedule by keeping a tight record and filling the resulting downtime with calls from patients of various categories;
- - conducts telephone conversations with patients in order to invite patients who have applied for services to the health center to a preventive examination, as well as calling patients who have not completed the full course of treatment;
- - conducts telephone conversations with patients in order to confirm the patient’s appointment with a doctor. Confirmation of the appointment is carried out the day before the patient makes an appointment (in the evening from 16.00 to 20.00);
- - carries out mailings to regular patients with information on various areas of work, promotions and new products of the health center;
- - select cards of patients who have an appointment with a doctor the next day. Card selection is carried out daily in the evening from 16-00 to 18-00;
- - organizes the exchange of necessary information within the health center team;
- - carries out payments to patients and issues checks to them; controls the safety of documentation and cash;
- - attends meetings of administrators within the time limits specified by the management of the center;
- - monitors the cleanliness and order in the hall, porch and corridors of the wellness center;
- - arrives to work early before the center opens;
- - complies with safety regulations and industrial sanitation.
Consider the financial service.
Functions of the chief accountant: ensuring a rational document flow system, using progressive forms and methods of accounting, based on modern computer technology, allowing for strict control over the rational and economical use of material, labor and financial resources.
The chief accountant is prohibited from accepting for execution and registration documents on transactions that contradict the law and violate contractual and financial discipline; in the event of receiving an order from the head of the enterprise to perform such an action, the chief accountant, without carrying it out, is obliged in writing to draw the attention of the head to the illegality of the order given by him. Upon receipt of a repeated written order from the manager, the chief accountant executes it, and reports facts of gross violation of the law to the prosecutor's office. In this case, the head of the enterprise bears full responsibility for the transaction; ensuring regular informing of the council of the labor collective and the general meeting (conference) about the results of financial and economic activities, audits, inspections, identified violations, those responsible, as well as ways to eliminate shortcomings in financial and economic activities, strengthen economic accounting and the financial position of the enterprise ; providing ongoing assistance in studying the basics of accounting by workers, employees and specialists of the enterprise in order to wide application They use this knowledge in practical work to control the economical use of resources.
Functions of an accountant-cashier-personnel officer: carry out operations for receiving, accounting, issuing and storing cash and securities with mandatory compliance with the rules ensuring their safety, maintain a cash book based on receipts and expenditure documents, verify the actual availability of cash and securities with the book the remainder, forming a stable working team, creating a personnel reserve, organizing a personnel accounting system.
Functions of an engineer for the operation and repair of buildings: develops long-term and current plans; (graphs) various types repair of equipment and other fixed assets of the enterprise (buildings, water supply systems, sewerage systems, air ducts, etc.), as well as measures to improve their operation and maintenance, monitors the implementation of approved plans (schedules); checks the technical condition of equipment, the quality of repair work, as well as the acceptance of equipment newly arriving at the enterprise, and, if necessary, draws up documentation for its write-off or transfer to other enterprises; organizes the preparation of repair work, determines the need for spare parts for equipment repair, to provide them to the enterprise on the terms of cooperation; exercises control over compliance with the rules of operation, maintenance and supervision of the equipment used; draws up the necessary technical documentation and maintains established reporting.
At the Eurasia health center, the positions of director and chief physician of the clinic are combined, the functions of the director are:
- - manages the healthcare institution in accordance with current legislation;
- - represents the healthcare institution in government, judicial, insurance and arbitration bodies;
- - organizes the work of the team to provide timely and high-quality medical and medicinal assistance to the population;
- - ensures the organization of treatment and preventive, administrative, economic and financial activities of the institution;
- - carries out an analysis of the activities of a healthcare institution and, based on an assessment of its performance indicators, takes the necessary measures to improve the forms and methods of work of the institution;
- - reviews and approves regulations on the structural divisions of the institution and job descriptions of employees;
- - monitors compliance with the requirements of internal labor regulations, safety regulations, labor protection, technical operation of devices, equipment and mechanisms.
The chief physician has the right:
- - request necessary information and documents from employees;
- - give employees mandatory instructions;
- - make decisions on the imposition of material and disciplinary sanctions on employees who do not fulfill or improperly perform their official duties and on the encouragement of distinguished employees; take part in meetings, conferences, sections where issues related to professional competence are discussed.
The chief physician is responsible for:
- - for improper performance or non-fulfillment of their job responsibilities provided for by this job description, - within the limits determined by the current labor legislation of the Russian Federation;
- - for offenses committed in the course of carrying out their activities, - within the limits determined by the current administrative, criminal and civil legislation of the Russian Federation;
- - for causing material damage - within the limits determined by the current labor and civil legislation of the Russian Federation.
Functions and responsibilities of the senior medical staff of LLC "Anmo" MC "Eurasia":
- - provides qualified medical care in his specialty, using modern methods of prevention, diagnosis, treatment and rehabilitation, approved for use in medical practice;
- - determines the tactics of patient management in accordance with established rules and standards;
- - develops a plan for examining the patient, clarifies the scope and rational methods of examining the patient in order to obtain complete and reliable diagnostic information in the shortest possible time;
- - based on clinical observations and examination, medical history, clinical and laboratory data and instrumental studies establishes (or confirms) the diagnosis;
- - in accordance with established rules and standards, prescribes and monitors the necessary treatment, organizes or independently carries out the necessary diagnostic, therapeutic, rehabilitation and preventive procedures and measures;
- - examines the patient daily in the hospital. Makes changes to the treatment plan depending on the patient’s condition and determines the need for additional examination methods;
- - provides advisory assistance doctors of other departments of health care facilities in their specialty;
- - directs the work of the nursing and junior medical personnel subordinate to him (if any), facilitates the performance of his official duties;
- - monitors the correctness of diagnostic and medical procedures, operation of tools, apparatus and equipment, rational use reagents and medicines, compliance with safety and labor protection rules by nursing and junior medical personnel;
- - participates in conducting classes to improve the qualifications of medical personnel;
- - plans his work and analyzes his performance indicators; ensures timely and high-quality execution of medical and other documentation in accordance with established rules;
- - carries out sanitary educational work. Complies with the rules and principles of medical ethics and deontology;
- - competently and timely executes orders, instructions and instructions from the management of the institution, as well as regulations in their professional activities;
- - complies with internal regulations, fire and safety regulations, sanitary and epidemiological regime;
- - promptly takes measures, including timely informing management, to eliminate safety, fire and safety violations sanitary rules posing a threat to the activities of a healthcare institution, its employees, patients and visitors;
- - systematically improves his qualifications.
Functions and responsibilities of nursing staff:
- - fulfillment of duties provided for in the current job description;
- - providing medical care to the clinic’s clients (patients) in their specialty, using modern methods of prevention, diagnosis, treatment and rehabilitation accepted at the clinic;
- - in the absence of special knowledge and practical skills in the field of the latest methods and technological techniques introduced into the use of the clinic, active mastery of the specified knowledge and skills on the technological and methodological basis of the clinic, including through the acquisition of professional practical skills in the manner and under the conditions determined by internal local legal clinic standards;
- - compliance with the principles of medical ethics and deontology;
- - increasing professional level and qualifications;
- - careful attitude towards the property of the clinic and other employees;
- - management of the work of nursing staff;
- - performing tasks within his competence, corresponding to his specialty, qualifications and position, as well as orders (instructions) of the clinic administration;
- - maintaining medical confidentiality;
- - promoting the creation of a favorable business and moral climate in the clinic;
- - the obligation to maintain a business style of communication in communication with clients of the clinic, colleagues, nursing staff, other clinic personnel, and management of the clinic;
- - compliance with the terms of the employment contract and the current legislation of the Russian Federation;
- - compliance with the established Internal Labor Regulations, Regulations on the confidentiality of information constituting a trade secret of the clinic, production and financial discipline, and a conscientious attitude towards the performance of one’s official duties.
Our main priority is Human. We work with each of our patients as an individual. There cannot be two identical people, two identical problems, or standard diagnostic and treatment algorithms. Every Person is worthy of respect, understanding and compassion. This is the basis of successful treatment.
We are proud of our specialists. Our clinic is essentially an open, self-regulating system. This is a living organism. Every Person working with us is a professional and an individual capable of treating other people with respect and understanding. Our center welcomes healthy professional ambitions, but they do not run counter to universal human values. The disease makes a person vulnerable and vulnerable, therefore rudeness and profiteering with health are not acceptable in our center. Any thoughtless word, look, gesture can cause pain. Each of our employees, from the cleaner to the doctor, is a unique unit. These are people who come to us and stay for a long time.
The category “organization” is inseparable from the concept “system”. The use of the term “organization” in modern science and practice is as generally accepted as it is diverse. However, more often we see not the organization as a whole, but its products, services, employees, premises. We have only the most general idea of the organization itself.
Meanwhile, everything that surrounds us, or what can be imagined, we one way or another consider from the standpoint of the system and organization. In understanding the term “organization”, one can identify a certain number of independent and most frequently encountered definitions, reflecting a fairly wide range of generally accepted ideas and applications. The term “organization,” first of all, can be considered from the point of view of statics and dynamics: school, university, pharmacy, clinic, hospital, government agency.
In everyday (everyday) use, an organization thus means an official institution or social structure, i.e. a really existing, purposefully functioning socio-economic system.
At the same time, while exploring, analyzing and describing the goals, forms, internal structure of the structure, procedures and mechanisms for the formation, functioning and interaction of such an organization with other entities, we use the phrase “system organization”, meaning something other than the given entity itself. In this sense, the concept of organization is used to reflect the internal structure of an institution, to represent its components in their relationships and dependencies.
The selection and use of this understanding of the term “organization” is aimed at defining and representing internal structure, structure, functional-procedural separation, distribution, specialization, relationship and interaction of the constituent elements and subsystems of the system under consideration, including health care.
On the other hand, organization seems to be the most common type of purposeful human activity, which must provide, to one degree or another, an effective solution to any task facing him. Everything that is carried out by a person is, in one way or another, organized by him or other subjects in relation to him. In this sense, an organization is a process of establishing relationships, connections, dependencies, constructing forms and procedures, planned and implemented by a person, a specialist, in a certain way. the management process itself (goal - situation - problem - solution).
It is the establishment of quantitative, qualitative, temporal, spatial and other connections between individual components that represents the essence of organization as a process. It is clear that the main subject of defining and establishing such connections, in accordance with specific ideas about the necessary order, becomes a specialist manager, bringing his subjective, intellectual beginning into them.
In the process of searching, accumulating, constructing and applying a system of scientific knowledge, the researcher purposefully studies the organization of what was created without his participation and against his will. He defines and studies the external forms, structures, properties of objects in the external environment from the standpoint of clarifying, formalizing and classifying their organization.
Already such a rather superficial, primary analysis leads to the conclusion that the exceptionally wide and varied perception, understanding and application of the term “organization” reflect phenomena and events. They can represent both a process and a system, have both a subjective and objective, mixed nature; manifest itself in material, intellectual and mixed forms.
Thus, a medical organization is a relatively autonomous group of specialists of a certain profile with clearly structured joint activities and established boundaries, which is created or exists to achieve a mission and common goal(s) - diagnosis, treatment, implementation of rehabilitation and health processes. So, regardless of the object of management, be it a healthcare organization, a pharmacy chain or a medical industry enterprise, it is necessary to have a general understanding of organizational management structures as a powerful and effective control lever for a manager of any rank.
Any organization, when designing or changing its organizational structure, must follow certain rules or comply with the principles of their construction, as well as take into account factors of the internal and external environment.
Internal environment of the organization- an essential part of the professional business environment in which the organization is located. It is she who has a constant and direct impact on all activities of the organization. The internal environment of an organization includes a set of key processes and elements of the organization, the state and totality of which determines its potential.
The main elements of the internal environment and its resources are, as it were, completely permeated by organizational (ethical-deontological) culture. For efficient work From a management perspective, an organization needs to anticipate both difficulties and the emergence of new opportunities, which is what strategic management clarifies.
The potential of the organization, its main elements. From the point of view of static and dynamic state, the internal environment of an organization has a certain potential. Managers have to recognize this potential and turn it into real resources to achieve the organization's goals. The most important elements of an organization's potential are presented in Fig. 6.
Rice. 6. Key elements of organizational capacity
Foundation of the organization- potential of human resources - specialists and their groups with value systems. Over the past 20-30 years, management’s attitude towards human resources has changed significantly, which is reflected in many management concepts and theories. To operate effectively, organizations have mastered a huge arsenal of tools and methods of communicating with staff, “balancing” between technocratic and humanistic approaches.
The great potential and attractiveness of the technocratic approach is based on computerization, automation and robotization, which are associated with the displacement of labor from production and do not adequately justify themselves.
Although the humanistic approach is more “expensive” and is not always convenient (and sometimes even conflicting), it is precisely this approach that makes it possible to more effectively support and improve the performance of organizational structures.
Therefore, in real practice, every leader is forced to balance between technocratic and humanistic approaches.
Individual, group, organization and the nature of their interaction. Various aspects of this interaction relate to relevant interests: what, when, where, to what extent in time and space (quantitatively and qualitatively), under what conditions will the specialist operate and what will he receive from the group and organization? These and other factors determine the degree of a person’s satisfaction from interaction with the organization and its subjects, as well as his attitude towards them.
Undoubtedly, the differences of individuals are manifested in all the diversity of their characteristics. Each person has a stable set of traits and qualities that form his individuality. But over time, the stability of a person’s individuality can change significantly under the influence of the collective.
Representatives of many scientific disciplines are engaged in this complex process. In this case, experts identify the following groups of factors:
Heredity and physiological characteristics of the individual;
Educational environment (family, culture, membership in certain groups and organizations);
The active role of the individual in their own development.
Conflicts, scandals and difficulties in communication and interaction of people are often based on the manager’s incorrect conclusions about the individuality of the employee, which is fraught both for him and for the organization as a whole.
A group of employees in an organization. A person in an organization performs his work in interaction with people, being a member of the relevant group.
Group- a relatively isolated association of people who are in fairly stable interaction over a fairly long period of time. The interaction of group members is based on common interests and is associated with specific purpose. Moreover, the group has synergistic potential.
The state and functioning of a group of employees is determined by its structural and situational characteristics, as well as the characteristics of individual individuals.
Briefly, the structural characteristics of the group cover:
Her communications and norms of behavior;
Status and roles;
Personal likes and dislikes both between individual members of the group and its formal and informal leaders;
Power of influence and conformity.
Group situational characteristics include:
Band size;
Spatial arrangement of group members;
The nature of the tasks being solved;
Group reward systems.
One of the main results of a team member’s interaction with the organization, with groups, their managers and leaders is his awareness of his status. This circumstance is reflected in his behavior, the degree of his adaptation to the organization with one or another motivation.
Social and psychological climate in the team- a complex phenomenon that has its own structure, the interaction of socio-demographic and professional qualification characteristics, probabilistic dynamic connections and interactions between members and individual groups of the team. Each individual enriches the collective and enriches himself.
The socio-psychological climate in a team is a system of moral and ethical (deontological) relationships between team members that arise regarding production and non-production relations.
If the manager does not pay the necessary attention to the socio-psychological climate in the team, problems arise. various kinds conflicts. In general, the socio-psychological climate is assessed by the amount conflict situations and level of discipline.
Conflict- this is an open clash of parties, opinions and forces associated with differences in values, ideas about goals, ways and methods of achieving them, about the nature of tasks and methods of solving them. Conflicts are very diverse in strength, duration, number of workers involved in them, and consequences (both destructive and possibly creative).
Stimulating motivation. One of most important tasks The leader’s job is to motivate, i.e. organize the process of creative influence on the employee in such a way as to induce in him certain motives for realizing the goals and objectives of the organization.
Motivation- this is the desire to achieve something, a set of internal and external driving forces that encourage an employee to implement certain tasks.
In addition to traditional economic incentives (such as bonuses, a progressive wage system, profit sharing, etc.), the manager has the opportunity to encourage each employee of the organization in such a way that he feels respect for himself and his involvement in the general affairs of the organization.
A system of management methods is designed to facilitate the solution of these problems. Concepts and corresponding approaches to solving problems of motivation and the content of this complex process have been empirically developed. In this case, the main attention is paid to how various groups needs influence the behavior of people.
Leadership potential as a resource. The effective application of the concept of human resource management in a particular organization is largely determined by the degree to which the leadership potential of both managers and employees is realized.
Leader- this is a person who knows how to convince employees of the need to achieve common goals and solve assigned tasks, regardless of their own initial intentions. Any organization has leadership potential, since each member of the team, in certain conditions and situations, is able to influence other employees. Problem
consists of unlocking this potential, using it appropriately and turning it into a resource. The art of leadership is not just a given or acquired. At the same time, it is given from birth and acquired in the process of joint work with a team, as well as training in the system of continuous education and self-education. But even having knowledge and an optimal set of professional qualities does not guarantee leadership. In management, in a professional and business environment (like “seething water”), the opportunity, the chance to demonstrate one’s knowledge and qualities, is no less important. And the manager’s task is to create opportunities and conditions for employees’ self-realization, and for them to demonstrate their potential.
Man is a social being, and one of the most powerful psychological motives and results that work brings him is a sense of involvement in the activity process. Related interests and needs can be satisfied by an employee-centered leadership style.
Leadership style- this is a system of established relations between the manager and the team regarding the implementation of the management process. Ready-made recipes There are no management styles: every situation and every leader is unique. There are a variety of classifications of management styles as guidelines. But your own and adequate (suitable) style depends primarily on the leader as an individual and on the situation, the scale of the organization, the level of discipline and its phase life cycle. In this case, we are talking about varieties of management styles such as authoritarian (overbearing), liberal (patronizing) or democratic (consultative and participatory).
A medical organization is an open system that develops, adapting to a rapidly changing internal and external environment under the influence of relevant factors and conditions. A systematic approach helps to understand the diversity of organizations and enterprises in the health industry and the peculiarities of its functioning.
The systems approach allows the manager to create various organizations to achieve certain goals, taking into account the most important laws and principles of the systems. With this approach, each phenomenon and structural formation is considered as a whole, taking into account all their interrelations; The goals and objectives of the system are clearly formulated, and all circumstances related to the solution of these objectives are taken into account. The systems approach is based on the general goal of the system and the consistent subordination of many subsystems to this goal in their development.
The organization as an open system interacts with the professional business environment. Thus, it receives resources from the environment in the form of human potential, finance, energy, information, etc. Resources based on certain technologies (therapeutic and diagnostic, production) are transformed into organizations in the form of services, products, information and transferred to the external environment (Fig. 7). Thus, in any organization three processes are implemented: obtaining resources from the external environment, producing a product and transferring it to the external environment. At the same time, the production process involves more than just the production of products: value (effect or benefits) is added to what is processed.
Rice. 7. Medical organization as an open system
Created from many elements (divisions), organizations themselves are subsystems of larger systems (services, units, sectors). There are also supersystems (supersystems): economic, social, environmental, technical, etc. At the same time, an organization can form a subsystem of any association (medical, insurance, medical) or association (research and production).
A manager of any rank and level of healthcare deals with different systems: medical and biological (the patient in his clinical and biological concept, biotechnological), socio-economic (organizations, federal and municipal entities, ministries, etc.), technical (computers, equipment).
Primary care system is an element - an object that is not subject to further division into parts. In turn, the element itself can be considered as a kind of system. In a medical organization, the following most important elements can be distinguished: personnel, equipment, medicines and materials, finances, energy, information.
The set of elements of the organization constitutes a certain subsystem:
Managed (object) and controlling (subject);
Social - a set of workers employed in an organization with a complex set of relationships between them. The basis of this subsystem is the process of personnel work: recruitment, selection, selection and placement of personnel; their training and development, remuneration and provision of appropriate working conditions;
Production and technological - material and financial resources, therapeutic, diagnostic and laboratory equipment, materials, tools, energy. The subsystem ensures the processing of incoming resources in the form of services (products) offered to the external environment;
Information - a set of organizational and technical means that provide the channels and networks of the organization, taking into account its external professional and business environment, with relevant information for effective communications in the management of the organization;
Medical-economic - a set of economic processes occurring in an organization: cash flow, cost-benefit ratio, other clinical and economic indicators;
Marketing - meeting the needs of patients for services (products) medical purposes) by studying the medical and pharmaceutical market, creating a system for their implementation, organizing optimal pricing and effective advertising, as well as through active influence on existing demand to increase market share and increase profitability of sales. The internal environment of an organization is an organic combination of such components or internal variables as goals, structure, treatment, diagnostic and rehabilitation technologies, personnel, organizational ethical and deontological culture, and funds.
The main elements of the internal environment and its resources are, as it were, permeated by organizational ethical and deontological culture and professional principles. For an organization to effectively survive in the long term, it needs to anticipate both difficulties and the emergence of new innovative opportunities. Therefore, strategic management, when studying the external environment, identifies both possible threats and additional opportunities for improving the internal environment.
The purpose of the organization. It is advisable to consider the organization as a means of achieving goals, allowing staff to realize collectively what each individual is not able to achieve individually. A goal is the final state or desired result of an organization's functioning.
The organization and its divisions have a variety of highly specialized (profile) goals. The head of the organization coordinates and directs the implementation of the goals of the divisions to achieve the goals of the entire organization, preventing their contradiction.
Resources of the internal environment of the organization. In order for an organization to achieve its goals, it is necessary to spend resources received from the external environment. Resources- the most important part of the internal environment of the organization; they have the most direct impact on the efficiency of its functioning.
The internal environment of an organization is relatively autonomous and depends on the external environment. Coming from the external environment, resources determine the internal environment, acting as its internal variables. Therefore, components such as personnel, diagnostic and treatment technologies, finances, etc. are analyzed through the organization’s resources.
Organizational resources - available or required funds, capabilities, equipment, values that ensure the stable operation of the organization to achieve its main goals. Only human resources are capable of ensuring socio-economic results. Other types of resources obey the laws of mechanics. They can be better used, but their output will never be greater than the sum of their inputs. The organization has at least the following types of resources: personnel, material and financial, medical and technological, information, time, etc.
Human resources can be defined as the potential of valeogenic and creative energy, professional knowledge and skills. Therefore, they are considered from different points of view: motivational, intellectual, managerial, organizational, communicative, informational,
competitive, socio-psychological, environmental-hygienic, demographic, activity-based, strategic, scientific-innovative.
Among other types of resources, information should be especially highlighted. This is a collection of data and knowledge that represents a measure of the organization of the system. The effectiveness of the organization's management system depends on the level of organization of the processes of collection, accumulation, storage, search, transmission and methods of information processing.
The movement and formation of monetary resources as a whole, their distribution between subsystems and elements of the organization, financing of investment projects, settlements with consumers and suppliers, etc. are the daily tasks of management in conditions of a shortage of financial resources.
The possibility of using certain types of fixed assets (equipment and material resources) depends on the financial condition of the organization. At the same time, the share of costs for these types of resources in the cost of services (products) has increased sharply in the last period.
The development of the medical technological process leads to an expansion in the scale of production of services and medical products. The efficiency of using all types of resources of an organization depends on the level of applied technologies for the production of services and management, which is determined by its technological resources. Clinical technology includes a set of drugs in a certain combination. The emergence of completely new technologies (bioengineering, information, etc.) requires innovative approaches to management. No less important is the influence of technology on the climate in an organization and its organizational culture.
Time is the same limited source as materials, finances, and raw materials. It is irreversible; it cannot be stretched or repaired. Therefore, it is fundamentally important for a leader to manage both his own time and the time of other people. And time management, therefore, is more about organizing working time than saving it.
The manager will have to manage the expenditure of resources in a crisis situation, stability and prospects in different ways. But in a specific situation, his task is to achieve such a ratio and mobilization of resources that would lead to achieving the goal with minimal costs. The solution to this problem is assigned to management.
The system of measures to reduce costs (expenses) in the organization is carried out according to the following algorithm.
1. Statement of the problem. The problem is solved both for the organization as a whole and its divisions, and for all types of services (products). In this case, the time period of analysis is important to identify seasonal deviations.
2. Analysis of the cost structure, identification of items with the greatest share. The most common method is to draw up diagrams by cost item. The simplest analysis clearly shows which cost items have the greatest share. As a rule, there are not many significant articles; the costs of wages, equipment, utilities, materials, and energy resources dominate, depending on the type of services provided (products).
3. Development of measures to reduce costs. The task set, the analysis carried out and the articles identified with the highest share
costs make it possible to outline the main measures to reduce them and develop a permanent mechanism for managing resource costs (taking into account the “effect of little things”).
The structure reflects the structure of the system (organization), i.e. the composition of its elements, the level of their integration and, on this basis, the degree of interaction, the method of connection. All these qualities together characterize the level of organization of a healthcare institution.
Structurality- a property of any system whose elements form a whole due to the connections between them. The structure of an organization always combines the variables of its internal and external environment. An organizational structure is a set of management units, between whose employees a system of relationships has been established, designed to ensure the implementation of various types of work, management functions and processes to achieve the goals of a particular healthcare entity (institution, body).
The following elements are distinguished in the organizational structure: links (divisions, departments, laboratories, etc.), levels (management levels) and connections - horizontal and vertical. Horizontal connections are in the nature of coordination and are, as a rule, single-level. Vertical connections are connections of subordination. The need for them arises when there are several levels or levels of management (hierarchy). Relationships in the structure can be linear and functional, formal and informal.
Factors in constructing organizational structures. Designing or creating an organization involves combining in a certain way types of activities and their performers. This connection has a static aspect, manifested in the organizational structure, and a dynamic aspect, expressed in the process of medical-pharmaceutical and industrial production, management.
In functioning organizations, the process of changing the organizational structure should be treated as a constant reorganization, which requires a search for the most effective combination of organizational and economic variables, i.e. factors and conditions. These variables or factors (conditions) are not constant and are situational in nature.
It is advisable to identify the following main groups of interrelated situational factors influencing the organizational structure, determining its type, composition of units, degree of centralization and other characteristics:
The state of the external professional and business environment, i.e. everything that surrounds the organization;
Technology of management and provision of services (pharmaco-industrial production);
Strategic choice of the organization's management regarding its goals and objectives;
Organizational behavior of employees.
When designing or changing the organizational structure, any organization must comply with certain rules or follow the principles of their construction, and take into account factors of the internal and external environment. These include the classical principles of building a bureaucracy
ical (hierarchical) structures that were formulated at the beginning of the last century and according to which large and super-large organizational structures are still built today. The main ones are the following:
1. The principle of division of labor. Division or specialization (professionalization) of labor - especially important in health care and natural method, allowing us to provide higher quality and larger services at lower costs. Specialization allows you to reduce the number of objects (patients) to which the efforts of medical personnel should be directed. At the same time, the division of labor has its limits.
2. The principle of centralization and decentralization- requires an optimal combination of centralization and decentralization, taking into account the specific situation and the abilities of the manager appointed to coordinate the activities of health authorities, divisions, departments of the organization.
3. The principle of power and responsibility- is closely related to the previous principle and asserts the need for a close connection and equality between the power of a leader and his responsibility. The requirements of the principle are especially important when delegating powers along the management vertical.
4. The principle of unity of purpose and leadership. The types of work that are allocated in the process of division of labor (1st principle) must be coordinated and directed towards a common goal. The principle indicates the need to allocate a leader to coordinate interdependent activities.
5. Circuit principle acts as a result of the requirements of the above 4 principles; establishes the need to create a subordinate chain of leaders “from the highest echelons of power to the lowest”, i.e. a path for vertical connections in an organization. It is important that all communications from the lower level pass through each manager in the chain of command.
The considered principles determine the main requirements when creating or revising (reforming organizational structures) the combination of tasks and powers. Of course, they are not strictly fixed rules, but highlight the main issues and outline the main directions in the activities of managers.
Designing and changing the organizational structure is aimed at achieving the main goals and solving the problems of the organization and is based on its strategic plans. Starting point building a structure - designing work and jobs, which depends on the form of labor organization. Selection structural divisions, hierarchically linked and in constant production interaction - next step in shaping the structure of the organization. The important role of management, the leader, is to determine the organizational dimensions of structural units (institutions, enterprises), their rights, duties and responsibilities. The system of interaction and communications with other departments is important, as well as the correct definition of goals and objectives, and equipping the structures with the necessary resources.
In the process of designing organizational structures, the following stages are distinguished:
1. Dividing the organization horizontally into broad blocks corresponding to the most important areas of its activities in strategic plan. Distribution of activities among line and headquarters units.
2. Regulation of the relationships of powers of various personnel positions, taking into account controllability standards.
3. Determination to specific individuals of a set of specific tasks and functions.
In the process of the organization's activities, there is a need to change (reform) the organizational structure under the influence of external and internal conditions. The decisive factor in the effectiveness of an organization is often the rationality of its structure. Therefore, concepts such as reorganization, restructuring, reform, relate primarily to the category of the structure of the organization as a whole. This does not exclude the restructuring of individual elements (personnel, equipment) and subsystems of the organization (economic-technological, information, etc.).
List of typical problems in structuring organizations
1. Structuring an organization is not based on designing work in it.
2. The versatility of the organization (degree of diversification) makes management difficult.
3. Controllability standards are not observed or analyzed.
4. Individual management functions are not performed or duplicated.
5. Regulations on departments and officials are missing or outdated.
6. The structure is very “rigid”, does not show flexibility and reacts poorly to changes.
7. Disproportion in the number and workload of units.
If there are similar or other types of problems related to the organizational nature of the structures, it is recommended:
Periodically update the “bureaucratic apparatus”;
Rearrange personnel, changing their functions in order to gain the necessary mobility (mobility);
Eliminate the reasons for the decrease in activity in the management system - in its structure.
While some organizations are more like rigidly structured mechanisms, others resemble a living organism. This depends primarily on the type of organizational structure (Table 6).
Table 6. Comparative characteristics of organizational management structures
End of table. 6
Linear organizational structures
According to the well-known principle, given enough time and a sufficient number of steps on the hierarchical ladder, each employee climbs to his own level of incompetence and stubbornly remains there. This circumstance is largely due to the nature and characteristics of the so-called linear organizational structures.
The structures under consideration are of the bureaucratic (mechanistic) type. The concept of a linear structure is associated with the division of the organization vertically from top to bottom, based on the strict subordination of the lower level of management to the highest (Fig. 8). They are characterized by a clear unity of command - each manager, each employee is subordinate to only one superior person.
Rice. 8. Linear management structure
The manager, therefore, bears full responsibility for the results of the activities of the units subordinate to him. The dominant principle of constructing linear structures is the vertical hierarchy, which ensures simplicity and clarity of subordination. Therefore, each manager in such a structure must be a highly qualified specialist, possessing versatile, and not just narrow professional knowledge.
In conditions of market relations, linear structures are not always able to provide solutions to complex problems associated with an increase in the number of levels of the management hierarchy, the number of subordinate units and their different functional orientations. Under such conditions, naturally, the use of linear structures in their pure form is limited, even in various combinations. Lack of flexibility and adaptability prevents these structures from solving complex tasks on industry reform.
Volga State University of Telecommunications and Informatics
DESCRIPTION OF THE COMPANY'S ORGANIZATIONAL STRUCTURE
Completed by: Ryaguzova Yu.S.
group PIE-82
Checked by: Yurasova O.A.
Samara - 2010
External and internal environment of the organization.
To describe the organizational structure of the company, I chose a medical institution: “MMU city regiment No. 6.” This is a city clinic that provides medical services, such as: scheduled and unscheduled examination of patients, collection of biological material for analysis, medical examination.
Any enterprise and organization is influenced by the external environment, which should be understood as a set of elements that make up two levels - macro (macroenvironment) and micro (microenvironment). Macro environment is formed from six elements, or environments, the state of which affects the financial, economic, production and other activities of the institution and creates probabilistic conditions for obtaining the desired results. These include the political, or legal, economic, demographic, cultural, scientific, technical and natural environments.
Political or regulatory environment : has a direct impact on the municipal institution. The government fully regulates the conditions and development of medical institutions; it can either increase or reduce their number.
Economic Wednesday: mostly depends on the number of state subsidies for free treatment of pensioners and people with chronic diseases. The more such categories of citizens, the greater the demand for medical services. Also, the economic environment depends on the level of current income of the population, since most of the services are provided on a paid basis (monthly income is approximately 50 thousand rubles).
Demographic Wednesday: directly depends on the population size. The larger the population, the greater the demand for medical services.
Cultural environment: depends on the number of sports facilities: gyms, stadiums, swimming pools, etc. The more such facilities, the better the population is physically developed and, therefore, the less the population needs medical care.
Scientific and technical Wednesday: depends on scientific and technological progress. The better equipment and medicines are supplied to hospitals, the better and faster doctors will be able to provide care to the population. The better diseases are studied, the less time will be spent diagnosing them.
Natural Wednesday: depends on environmental pollution (air, water, flora and fauna). The more a person pollutes nature with his own hands, the more he suffers from it: accelerated development of diseases and the occurrence of pulmonary diseases.
Microenvironment is formed from six elements, which include, first of all, the organization itself, suppliers of all types of resources necessary for the provision of services, competing organizations, intermediaries, consumers of services, contact audiences.
Contact audiences - any groups of citizens showing real or potential interest in the services of the clinic, its activities and thereby influencing the ability of the clinic to achieve its goals.
The purpose of this institution - ensure the provision of high-quality medical services and reduce the likelihood of people getting sick.
Typology of organizational structures.
This medical institution is managed using a traditional linear structure. In this clinic, everyone is subordinate to the chief physician. Then the institution is divided into sections where subordinates are managed by the head physician, and subordinate to him are doctors, laboratory assistants and nurses.
Fig1. Linear management structure
Economics of personnel management.
There are economic and non-economic systems for stimulating labor activity:
Economic: Incentive method (wage increase, bonuses, etc.), punishment methods (fines, deductions), personnel services at a discount.
NOT economic: Providing free canteens, health insurance for employees, employee rating method (the best employee of the month receives a reward).
Human capital.
Organizations are beginning to place increasing importance on the intangible characteristics of their employees, such as loyalty, the ability to establish relationships with customers and willingness to take risks, and are also looking for ways to formally evaluate them. And realizing how expensive the potential of such human qualities is, companies transform them into something more concrete - human capital.
Proponents of human capital management believe that by measuring the broad impact that employees have on an organization's financial performance, companies can select, manage, evaluate and develop the capabilities of their employees in a way that translates their human qualities into significant financial performance of the company. Although this approach involves finding ways to quantify what were previously considered intangible assets, experts implementing such techniques note that similar approaches are already being used in the business market.
The main way to increase the “human capital” in my health care facility is to invest in it. However, investments are a necessary, but far from the only condition for the formation of “human capital”. A group of researchers is of the opinion that “human capital” can be formed in parallel and on its own without any investment (so-called self-growth).
Also, at present, the institution is spending an increasing amount of its funds on improving the qualifications of its employees. The costs of general training increase worker productivity to the same extent both in the institutions producing it and in all others; on-the-job training associated with increasing productivity is special.
