The organization of labor is based on the division and cooperation of labor. Cooperation of labor in an organization (at an enterprise) depends on the nature and depth of the division of labor. Cooperation between individual workers is implemented in two ways: as cooperation of individual independent workers whose production activity is limited by their workplace (individual form of labor organization), and as cooperation of a group of workers who have a collective workplace and perform a common production task, connected by the commonality of the processed object of labor, and often with single tools of labor, using the coordinated efforts of the entire team and bearing common responsibility for the results of labor (a collective form of labor organization).

Thus, the organization of the labor process can act as one of its forms: individual or collective. These varieties of forms of labor organization are characterized by the composition of the equipment, the composition of the work (or the number of functions performed), the composition of the performers, the indicators according to which wages are paid, and other indicators.

In economic practice, new organizational forms of labor processes constantly arise and obsolete ones that do not meet the requirements of production die off. Therefore, it is necessary to constantly analyze and identify the main directions in the development organizational forms work processes to apply those that provide best use working time and labor force and create conditions for the efficient operation of the enterprise.

The need to unite workers into groups has long been predetermined by the technical, technological and organizational features of the performance of certain types of labor, individual works. The main ones are the following:

• maintenance and operation of units, equipment requiring coordinated joint actions of various performers;
• the presence of large physical or psychological stress, requiring the joint efforts of performers (assembly, processing and installation of large parts, components of machines and apparatus, etc.);
• the need to perform large production tasks, the division of which into separate elements between individual performers is impossible or difficult (repair work);
• performance of work in which the individual form of labor organization causes downtime of equipment and performers (work with a large proportion of machine-automatic work, work of various labor intensity included in the production task);
• the need to reduce the time of work by the simultaneous participation of several performers in them;
• the lack of a permanent workplace for workers and the ability to accurately determine the duties of individual workers (loading and unloading, transport work);
• performance of homogeneous technological work, when the task cannot be performed by an individual performer and requires the joint actions of a group of workers (in the mining industry).

In the conditions of scientific and technological progress, forms of labor organization focused on individual labor processes often come into conflict with modern highly mechanized and automated technology, which requires joint, coordinated by the ultimate goal of the work of workers of one or different professions, and therefore, involves the organization of collective labor processes.

In addition to technical and organizational, the need to use collective labor processes is also dictated by economic and social reasons. Thus, under certain conditions, the use of a collective form of labor organization leads to an increase in labor productivity, a reduction in the cost of production, an improvement in the quality of work performed, an economical use of material resources, a more complete and efficient use of equipment, working time, etc. The social advantages of the collective form of labor organization are: the possibility of creating more favorable conditions labor activity, reducing the monotony of labor, increasing its content, diversity, ensuring a change in labor, expanding the professional profile of workers and improving their skills, strengthening the interest and responsibility of each member of the team for the final results of labor, developing self-government and self-organization, etc.

Therefore, the most important conditions effective use collective form of labor organization: a comprehensive account of the technical and technological and organizational prerequisites for its application, a comprehensive economic and social justification for its implementation.

The collective form of labor organization has the following varieties: pair service, link, group, brigade, section, workshop, etc., depending on which team of the named departments is assigned the total amount of work, records its implementation and accrues the total (collective) earnings. The most common form of collective labor in the manufacturing sector is production teams.

The production team is the primary labor collective, uniting workers of the same or different professions, jointly performing common production tasks and bearing collective responsibility for the results of labor. Brigades are the links in the production management system, they plan the main quantitative and qualitative indicators of work, set the norms of labor costs for the production of products (performance of work), they are assigned the corresponding production areas, equipment, tools, raw materials, materials, they ensure the material interest of workers in the high final results of collective work.

The organization of such a team should be based on the following principles.

The principle of concerted joint efforts: teams should ensure a close and constant relationship between workers, synchronization in time and space of their labor actions performing various labor functions. This principle makes it possible to create more favorable working conditions for the members of the brigade and increase its efficiency. The coherence of the labor process in space determines the nature of the location of individual workplaces, their certain connection with each other within the framework of a collective workplace.

The same workers may constantly work at individual workplaces, or they may replace each other. This involves the use in the brigade the principle of interchangeability.

According to the constancy of the connection of the workplace with a certain content of the work performed on it, it can be specialized or non-specialized (universal). If a worker working under the conditions of an individual labor organization cannot influence the specialization of his workplace, because this is within the competence of the site management, then the team is able to do this by applying principle of specialization.

Along with this, the organization of the labor process in space also determines the possibility of performing the same work at several workplaces. The presence of several such jobs and the possibility of distributing the amount of work among them allows the team to apply the principle of simultaneous parallel execution of certain work at several workplaces.

Brigades can also improve the organization of labor over time. Consistent execution in the brigade of individual stages of the technological process and the possibility of organizing the movement of objects of labor from one workplace to another until the entire scope of work at the previous workplace is completed (for example, until the entire batch of parts is processed) are associated with the use by the brigade flow principle.

The discrepancy between the mode of operation of the production unit and the shift mode of work of the performers is ensured thanks to another principle of organizing labor in teams - principle continuous work over several shifts.

In the manufacturing sector, there have been developed and are functioning different types brigades, distinguished by three groups of classification features: organizational, technological and economic.

I. Organizational features

1. According to the forms of professional, qualification and functional division and cooperation of labor, brigades can be specialized and complex.

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

Complex brigades unite workers of different professions (specialties) of the same or different skill levels and possibly even different functional groups.

• 2. According to the degree of division and cooperation of labor, complex teams can be of three varieties:
  • with a complete division of labor when each employee performs duties strictly in accordance with his profession (specialty) and skill level;
  • with a partial division of labor and, accordingly, partial interchangeability, when workers master two or big amount professions and perform, in addition to the main work, related work in other professions;
  • without division of labor with full interchangeability when the brigade unites workers of a wide production profile, who own different professions and are able to perform any work assigned to the brigade.

Complex brigades with complete interchangeability have the greatest potential for solving economic and social problems. In such brigades, it is possible to organize work with a change of labor, that is, with the alternation of jobs that require different professional knowledge and skills, or with the performance of work sequentially at different workplaces, each of which has its own set of production operations. This is important for industries with a very narrow division of labor, characterized by its great monotony.

• 3. By the nature of the work, brigades are distinguished:
  • technological, when work can only be done by the collective efforts of a group of workers;
  • organizational, when work can be performed both in the conditions of an individual and in a brigade organization of labor, but due to a number of organizational or economic considerations, a brigade form is preferred.
• 4. By the nature of the maintenance of the working area, brigades can be stationary And mobile with a mobile nature of work.
• 5. By coverage of work shifts:
  • interchangeable teams - are formed when the duration of the production cycle for the manufacture of the product (performing the completed work) is equal to or a multiple of the duration of the work shift. In such teams, during the shift, it is possible to completely complete the production of one or more products (perform a certain number of tasks);
  • through (daily) brigades - are formed when, with a multi-shift operation of the enterprise, the duration of the production cycle is greater than the duration of the work shift. Work started in one shift is continued by workers in the second and subsequent shifts. In this case, it is advisable to combine workers from different shifts performing a common task into one team, called a through team.

End-to-end construction of teams during multi-shift operation of the enterprise is also effective if the duration of the production cycle allows organizing shift teams. But then it is necessary that the planning of the work of the brigade would be carried out on the basis of a single outfit. In through brigades, conditions are created to save preparatory and final time. If workers of all shifts are members of the same team working on a single outfit, then all procedures for finishing and starting work between shifts turn out to be redundant. The effect of saving time and increased responsibility for the overall result of work in cross-cutting teams makes them preferable compared to shift teams in multi-shift work.

• 6. According to the strength of the brigade, there are: large; medium; small. However, these concepts are rather arbitrary: for one production team of 10 people. may be small, for another - medium, etc. Small teams of 3-5 people. do not have the necessary stability. Numerous teams of 50-70 people. difficult to manage. For each specific production, there is an optimal number of production teams. In mechanical engineering, for example, the optimal number of teams is in the range of 15-25 people.
• 7. According to the internal structure, enlarged brigades can be: two-link; three-link etc.
• 8. According to the period of operation, brigades are distinguished: temporary; permanent.

II. Technical and technological features

• 1. According to the degree of discreteness of technological processes, teams can be: continuous processes; serving discontinuous processes.
• 2. By the nature of technological processes, teams are distinguished that perform: machine processes; hardware processes; assembly- me processes; main processes, etc.
• 3. According to the degree of technological division and cooperation of labor, brigades are: partial, that is, performing a single operation or a series of sequential operations; full- performing a cycle of operations (works) for the manufacture of products (parts, units, kits).

III. Economic signs

• 1. According to the degree of application of the elements of cost accounting, brigades are distinguished:
  • self-supporting teams that keep records of the costs of raw materials, materials, semi-finished products, energy, labor in the implementation of planned targets.

To establish self-supporting relations in brigades, it is necessary:

• a) set the cost of raw materials, materials, energy, tools, labor and other elements of production per unit of output (work);
• b) adjust ^^ actual costs for all the specified elements of production;
• c) organize stimulation workers for compliance with the norms for the consumption of raw materials, materials, etc., especially incentives for their savings.
• with partial self-financing brigades in which accounting for the consumption of resources is carried out according to those cost items that make up the largest specific gravity in the cost of production (work) of the brigade. If the production of products is material-intensive, then the consumption of materials is kept, and the rest of the cost items in the team are not taken into account; if the production is energy-intensive, then only energy consumption is taken into account, etc.
• 2. According to the principle of remuneration, brigades are:
  • using individual outfits;
  • working for one outfit;
  • with payment for the performance of individual operations of the technological process or for a part of the product (work) made;
  • from paymentby end result^product, work).
• 3. According to the principle of distribution of collective earnings, brigades are divided into teams that carry out this distribution:
  • taking into account the actual hours worked;
  • by wage category and hours worked;
  • by conditional category and hours worked;
  • taking into account the scoring;
  • according to LTU (labor participation rate) or KTV(the coefficient of labor contribution) and hours worked.
• 4. Depending on the status of the brigades are divided into: contract; rental; without contracts or leases.

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

The economic essence of a brigade contract is that the contractor brigade assumes obligations to produce products (perform work or services) in a certain amount and within a specified time frame, and the customer administration, which has concluded an agreement with the brigade, undertakes to provide it with the necessary resources, accept work and pay it at agreed rates or other conditions. Work can be carried out at the expense of the contractor - from his materials, his forces and means.

The most important principles for organizing contractor teams:

• a clear establishment of quantitative and qualitative indicators of the final result of the work of the contract team;
• assigning means of production to the contractor team;
• independence of the contract team in the choice of forms and methods of labor organization, production and management, use of production assets;
• the responsibility of the contracting team for the timely and high-quality fulfillment of tasks, and the administration - for providing production with the necessary resources, creating normal organizational, technical and social and living conditions of work;
• material interest in the rational use of resources and high end results of labor.

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

In the rental form of labor organization, the brigade independently determines the type of its activity, paying for rented equipment and premises in rent, the amount of which and the terms of payment are established in the lease agreement.

Contracting and rental teams, with their appropriate organization, ensure the achievement of high end results of labor with a minimum expenditure of allocated resources, due to their economic independence and high material interest of employees.

Depending on the division and cooperation of labor, there are two forms of its organization in the enterprise:

Individual - each worker at his workplace performs either one or more homogeneous operations permanently assigned to him, or a complex of heterogeneous operations, or all operations for the manufacture of a particular type of product (product);

Collective - a group of workers unites for the joint and most effective implementation of a complex of heterogeneous and a group of homogeneous labor operations.

The most effective collective form of labor organization is the brigade. On domestic industrial enterprises depending on the content of the work performed, apply different kinds production teams:

Specialized, carrying out technologically homogeneous types of work or operations and uniting workers of the same profession or specialty;

Complex, performing a complex of technologically heterogeneous, but interconnected types of work and operations and uniting workers of various professions and specialties. These brigades can be either with full, partial distribution of labor, or without division of labor.

Depending on the mode of operation, shift teams are organized, uniting workers of one shift, and through teams, including workers of several shifts. These brigades can be both specialized and complex.

At industrial enterprises, production teams are created in the following cases:

1) for maintenance of large units, automatic lines, flexible production systems;

2) when a group of jobs is connected by a common rhythm of work (for example, production lines);

3) when performing a certain amount of homogeneous work that requires the simultaneous participation of several performers;

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

5) to perform certain work in order to increase responsibility for the final results of labor and ensure material interest in high-quality and effective work.

The formation of teams in a production environment requires compliance with a number of principles:

Technical isolation, which consists in assigning certain operations to the brigade, the range of parts and assemblies;

Territorial integrity, which means assigning a certain production area to the brigade, where the corresponding jobs are located;

Voluntariness, providing for the creation of a brigade and the unification of jobs based on the personal interest of workers, and not just production needs;

Equivalence, which assumes that workers of all shifts, employed on the same equipment, are included in one cross-cutting team while maintaining the necessary organizational independence of each shift;

Reliability of accounting, which determines the need and possibility of ensuring the correct and reliable acceptance of the results of the work team;

Efficiency of planning, which provides for bringing the production task to the brigade, reflecting the content of its activities and the system of material incentives;

The optimal number characterizing the number and composition of workers in the team in accordance with the current standards of manageability.

The indicated principles of organizing teams can be successfully implemented if, during their formation, a thorough analysis of production conditions, the nature and content of production relations is carried out, issues of regulation of labor and its payment, optimization of the number, planning, accounting and cost accounting are considered and resolved.

The improvement of technology and technology, the growth of the cultural and technical level, the qualifications and skills of workers create the prerequisites for the introduction of advanced forms and methods of organizing labor. This has not only economic, but also social significance; helps to eliminate the monotony of labor, increase its attractiveness and content, increase the qualifications of workers and expand their labor profile. These forms of labor include the combination of professions and functions, multi-machine maintenance.

The combination of professions is the performance by one worker of functions and works related to different professions. This means that the worker during the normal working hours, along with his main job, performs work in another profession or specialty. You can combine various functions, but on condition that labor productivity does not decrease. An allied profession is one that has a technological or organizational commonality with the main one and is carried out at the workplace in the main profession (for example, a machine operator). The performance of work in an adjacent profession is called combination. Combination also includes the mastery of a second specialty (profession) by a worker, the labor functions of which do not have common features with the functions of the main profession. The combination can be complete if the worker performs all the labor functions of a worker of another specialty, or partial, if only part of the functions of a worker of one specialty is transferred to the worker. As a result, the workload of workers increases and the total number decreases, labor productivity increases.

The combination of professions is possible subject to the following conditions:

1) part-time employment of a worker in the main profession;

2) uniformity in the performance of combined functions;

3) the absence of a negative impact of combining work on the accuracy, quality and productivity of labor;

4) sufficient for the development of the second profession (specialty) level of qualification of the worker.

The combination of professions is most effective when professions (specialties) are combined that are related in content and the course of the technological process, the unity of the processed objects of labor, ensuring the growth of labor productivity and improving its quality.

The essence of combining professions in that the employee, during the working hours established by law, along with his main job, performs the additional work of another employee, which, as a rule, belongs to a related profession. This leads to the complete release of workers who previously worked in a combined profession (if the combination is carried out constantly).

When combining functions, the employee, while maintaining the previous profile of his work, partially performs the duties of another performer. Such a combination of functions is accompanied by a partial release of workers.

The expansion of service areas differs from the combination of professions in that in this case, work is combined within the same profession. By this measure, it is possible to achieve an improvement in the use of working time, the release of workers.

The combination of professions (functions), the expansion of service areas are caused by the need for a more rational use of working time, a fuller load of equipment, increased maneuverability in the use of personnel, and ensuring interchangeability.

The combination of professions (functions) expands the production profile of an employee, helps to increase professional and qualification mobility, the content of labor, and eliminates monotony in work.

The main conditions under which it is possible and economically justified to combine professions:

The presence of unused working time for employees, due to the production technology or the equipment used;

Common content of labor in combined professions, their technological and functional interdependence;

Territorial proximity of jobs;

Variation in the performance of combined functions;

The absence of a negative impact of combining work on the accuracy, quality and productivity of labor;

Sufficient professional level of the employee or the possibility of its promotion.

Varieties of combining professions

I. By types of combined professions, works, functions:

Combination of basic functions with the main ones;

Combination of main functions with auxiliary ones;

Combination of basic functions with equipment maintenance functions;

Combination of a number of auxiliary (or service) functions;

Combination of auxiliary functions (or serving) with the main ones.

II. By the number of combined professions (specialties):

One profession (simple combination);

Several professions (combined combination).

III. According to the degree of combination:

Complete (with the implementation of the entire scope of work in the combined profession);

Partial (with the performance of part of the functions of the combined profession).

IV. In order of combination: parallel; consistent.

V. According to the complexity of combined work compared to work in the main profession:

the lowest grade;

Similar category;

Higher rank.

VI. According to the stability of the combination:

Temporary;

Permanent.

The specific form of combination is chosen in specific production conditions, depending on the production technology, the composition and location of equipment, the forms and depth of the division of labor, the qualifications of workers, etc.

Multi-machine service is a form of labor organization in which a worker (or a group of workers) services several machines (aggregates) at the same time, performing manual elements of the operation on each of them, as well as all or part of the workplace maintenance functions during the machine-automatic operation of each machine .

Multi-machine service is organized in areas where the active work of the worker on the machines alternates with the automatic operation of the machine, in which the role of the worker is reduced to observation.

The technical prerequisites for the development of multi-machine maintenance are an increase in the level of equipment automation, an improvement in the equipment control system and the design of technological equipment, due to which the share of manual labor is reduced and the share of its automatic work increases.

Conditions for organizing multi-station service:

1) rational layout of equipment, ensuring the convenience of its maintenance;

2) the shortest routes of transition from machine to machine;

3) effective organization of service jobs.

Economic feasibility of multi-machine maintenance

lies in the possibility of ensuring full employment of machine operators and in increasing the efficiency of equipment use.

The basis for calculating multi-machine maintenance is the duration and structure of the cycle of multi-machine work (Tc). The cycle of multi-machine maintenance is the time during which all regularly repeated elements of operational work on the serviced machines are fully carried out. If during multi-machine maintenance the working time is fully used, then

Тц = ZT3 (ZТ3 - busy time on all machines).

If the worker has free time (Tsv), then

Tc \u003d Sum ZT3 + Tsv

If there is equipment downtime, then

Tc \u003d Tm.s. + Sum of ZT3 + Tp.s.

where Tm.s. - free machine time, i.e. the time of machine-automatic operation of the machine, during which the worker is not busy doing manual work and actively monitoring the technological process on this machine;

Tp.s. - the time of breaks in the operation of machines due to waiting for service, related to one cycle.

It is necessary to strive to ensure the equality Tp = ZT3. It depends on the selection of machines and the definition of the operations to be performed by the worker.

When determining the optimal service area, the degree of employment of the worker is taken into account by calculating the employment coefficient (K3), which is defined as the quotient of dividing the employment time (T3) by the value of the operational time of an individual machine (Top)

Under optimal conditions, the sum of the employment coefficients for all serviced machines should not exceed one, in otherwise equipment downtime may occur.

The calculation of the number of machines included in multi-machine maintenance (n) in the simplest case, when all machines are the same and perform the same operations (such maintenance is called cyclic), is made by the formula

n= 1+Tma*Kp/T3

where: Kp - coefficient taking into account the time for transitions from machine to machine and micropauses in work; 1 - the first machine; Tma - machine-automatic time.

With non-cyclic service, when machines perform different operations of unequal duration, the number of serviced machines is determined by the formula: n = Tma * Kp / T3

where: Tzm - the maximum employment time of a worker on one machine.

The most widely used in industry are 3 methods of multi-machine service: guard (on duty), route and route-guard.

Division and cooperation of labor of managers, specialists and employees

Each industrial enterprise has a certain organizational structure of management, which is based on the forms of division and cooperation of labor of managerial personnel: managers, specialists and employees.

The functional division of labor of managers, specialists and employees is determined by the content of the management functions they perform and consists in the separation of homogeneous jobs that require a certain set of knowledge, training and skills. So, managers perform general management functions: they organize, direct, coordinate and regulate the activities of subordinate units and persons, make decisions and bear responsibility for them.

Specialists are employees who perform certain management functions that require special technical knowledge, an appropriate level of professional training, skills and experience (technologists, mechanics, rate-setters, economists, etc.). They perform engineering, economic, financial work, are engaged in the organization of production and labor.

Employees are employees who perform management functions that do not require special knowledge. They carry out the preparation and execution of documentation, accounting and control. These are clerks, secretaries, cashiers, etc. When forming the organizational structure of enterprise management, functions are distributed and, accordingly, employees are divided into departments and services of the management apparatus, provisions are developed for these departments, where tasks, the content of work, the functions performed and relationships with other services and departments are clearly formulated .

The technological division of labor consists in the specialization of workers in the performance of work related to the commonality of technological processes. Based on this, managers and specialists are divided into administrative and managerial and shop personnel. In addition, stereotyped and formalized operations are distinguished from various types of their activities, which are performed by specialized technical services. These services provide functional units and managers with the information necessary for making managerial decisions.

The professional and qualification division of labor of managers, specialists and employees provides for the distribution of duties and the delimitation of responsibilities between employees, taking into account the position held, the degree of complexity of the work assigned, the level of professional knowledge required to perform them and fill positions, specialty and qualifications to ensure the efficiency of the work of each employee. The professional and qualification division of labor of managers, specialists and employees at enterprises is carried out on the basis of the Unified Qualification Directory of Employee Positions, which defines the scope of duties for each position, indicates what the employee should know, and establishes qualification requirements (education, practical skills). The list of professions (specialties) of specialists and employees, the level of their professional training (qualifications) are determined by the content of the production economic activity enterprises, the composition of the production process, the level of technical equipment, the organization of production and labor, the range and characteristics of products, the scale of production.

The division of labor of managers, specialists and employees is inextricably linked with its cooperation, which is a system of stable production relationships between functional units, systems of subordination within them. Thus, the functional division of labor necessitates cooperation between structural units and services in the performance of their assigned functions. With the technological division of labor, cooperation is possible both between individual workers and between structural divisions, and the professionally qualified division of labor basically corresponds to cooperation between workers within each division.

In order to put into practice the forms of division and cooperation of labor of managers, specialists and employees at the enterprise, they develop regulations on structural divisions, in which they clearly distinguish and fix the tasks, functions and rights of each division, determine relationships with other divisions of the enterprise. On the basis of these provisions, instructions are drawn up that indicate the organizational and legal provisions of each employee: functions, rights, obligations, relationships, evaluation criteria and responsibilities. These documents are used for the organization of work and management of managers, specialists and employees.

Questions for self-control

1. What is the division of labor in the enterprise?

2. What types of division of labor take place in the enterprise? Give them a description.

3. What boundaries characterize the division of labor? What are they?

4. What is meant by labor cooperation in the enterprise? How is it related to the division of labor?

5. What types of industrial labor cooperation are used at the enterprise?

6. What criteria characterize the rational boundaries of labor cooperation?

7. What forms of labor organization are used at the enterprise? Describe them.

8. What are the conditions for creating teams at the enterprise?

9. What principles are observed in the formation of teams in a production environment?

10. What is a combination of professions? Under what conditions is it possible?

11. Describe the multi-machine service and the conditions for its use.

12. What forms of division of labor of managerial personnel are used in enterprises?

13. What is the labor cooperation of managerial personnel and how is it implemented at the enterprise?

Introduction

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

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

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

The object of the study is collective systems organization and stimulation of labor. Collective labor is not a simple sum of partial labor processes. Only the correct correlation between partial labor processes, together with the correct placement of workers, ensuring their rational employment, leads to high labor productivity. Therefore, labor cooperation in an enterprise is an association of workers in the course of the joint implementation of a single process or a group of interrelated labor processes.

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

The objectives of this work are:

1. Forms of collective labor organization and their classification.

2. Labor discipline.

3. Forms and systems of remuneration for collective work.

Forms of labor organization and their classification

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

By ways to set targets and record work performed it is possible to single out individual and collective (joint) forms of labor organization.

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

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

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

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

Depending on the method of division and cooperation of labor with collective forms of labor organization there may be subdivisions:

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

With partial interchangeability, when employees own two or a large number professions (specialties) and can perform work not only in their main profession (specialty), but also in a combined or combined one;

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

Depending on how the unit is managed divisions are distinguished:

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

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

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

According to the method of generating funds for the implementation of activities different forms of labor organization are characteristic of individual labor activity, for contract and rental teams, for cooperatives and small enterprises 55 .

By methods of payment and material incentives for labor distinguish between the organization of work:

With individual wages;

With collective payment based on the tariff system;

With collective wages based on the tariff system using

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

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

quality of work, etc.);

With tariff-free wages;

With commission pay.

How to interact with senior management it is possible to single out forms of labor organization based on direct subordination, on a work contract, on a lease agreement, on a contract.

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

construction workers

To carry out construction processes, it is necessary to divide labor based on the qualifications and specialization of workers. As a rule, construction processes are carried out not by individual workers, but by links, teams.

The link consists of several workers of the same or different professions. The qualifications of workers depend on the type of work performed.

The simple part of the work is performed by less skilled workers, and the complex part of the work by more skilled workers.

Several units make up a brigade. The qualification and quantitative composition of units and teams depend on the scope of work and the complexity of construction processes.

Specialized teams are made up of workers of the same profession performing the same processes. For example, stone, concrete, installation work. The number of specialized brigade - 25 people.

Integrated brigades They are made up of workers of different professions and specialties, performing simultaneously the basic and preparatory processes that are in direct organizational dependence and are connected by the unity of the final product. The number of complex brigade 40-60 people.

Integrated teams, connected by the unity of the final product, are more effective when performing individual technological cycles (parts of the building) or the building as a whole. The output of final products in integrated teams is 20% higher than in conventional specialized integrated teams, because the professional level of workers is higher and the responsibility of the performers is greater.

The main regulatory and instructive documents based on the main provisions of the scientific organization of labor (NOT) of construction workers are work process maps (KTP).

KTP is developed for one simple construction process, divided into separate labor operations.

The composition of the KTP sections determines all the regulations for the implementation of construction operations in order to ensure the highly efficient work of performers.

Depending on the division and cooperation of labor, there are two forms of its organization in the enterprise:
. individual - each worker at his workplace performs either one or several homogeneous operations permanently assigned to him, or a complex of heterogeneous operations, or all operations for the manufacture of a particular type of product (product);
. collective - a group of workers unites for the joint and most effective implementation of a complex of heterogeneous and a group of homogeneous labor operations.
The most effective collective form of labor organization is the brigade. At domestic industrial enterprises, depending on the content of the work performed, various types of production teams are used:
. specialized, carrying out technologically homogeneous types of work or operations and uniting workers of the same profession or specialty;
. complex, performing a complex of technologically heterogeneous, but interconnected types of work and operations and uniting workers of various professions and specialties. These brigades can be either with full, partial distribution of labor, or without division of labor.
Depending on the mode of operation, shift teams are organized, uniting workers of one shift, and through teams, including workers of several shifts. These brigades can be both specialized and complex.
At industrial enterprises, production teams are created in the following cases:
1) for maintenance of large units, automatic lines, flexible production systems;
2) when a group of jobs is connected by a common rhythm of work (for example, production lines);
3) when performing a certain amount of homogeneous work that requires the simultaneous participation of several performers;
4) if a certain completed part of the technological process cannot be performed by one worker and requires parallel work of a group of workers;
5) to perform certain work in order to increase responsibility for the final results of labor and ensure material interest in high-quality and efficient work.
The formation of teams in a production environment requires compliance with a number of principles:
. technical isolation, which consists in assigning certain operations to the brigade, the range of parts and assemblies;
. territorial integrity, which means assigning a certain production area to the brigade, where the corresponding jobs are located;
. voluntariness, providing for the creation of a brigade and the unification of jobs based on the personal interest of workers, and not just production needs;
. equivalence, which assumes that workers of all shifts, employed on the same equipment, are included in one cross-cutting team while maintaining the necessary organizational independence of each shift;
. reliability of accounting, which determines the need and possibility of ensuring the correct and reliable acceptance of the results of the work team;
. efficiency of planning, which provides for bringing to the brigade the production task, reflecting the content of its activities and the system of material incentives;
. the optimal number, characterizing the number and composition of workers in the team in accordance with the current standards of manageability.
The indicated principles of organizing teams can be successfully implemented if, during their formation, a thorough analysis of production conditions, the nature and content of production relations is carried out, issues of regulation of labor and its payment, optimization of the number, planning, accounting and cost accounting are considered and resolved.
The improvement of technology and technology, the growth of the cultural and technical level, the qualifications and skills of workers create the prerequisites for the introduction of advanced forms and methods of organizing labor. This has not only economic, but also social significance; helps to eliminate the monotony of labor, increase its attractiveness and content, increase the qualifications of workers and expand their labor profile. These forms of labor include the combination of professions and functions, multi-machine maintenance.
The combination of professions is the performance by one worker of functions and works related to different professions. This means that the worker during the normal working hours, along with his main job, performs work in another profession or specialty. You can combine various functions, but on condition that labor productivity does not decrease. An allied profession is one that has a technological or organizational commonality with the main one and is carried out at the workplace in the main profession (for example, a machine operator). The performance of work in an adjacent profession is called combination. Combination also includes the mastery of a second specialty (profession) by a worker, the labor functions of which do not have common features with the functions of the main profession. The combination can be complete if the worker performs all the labor functions of a worker of another specialty, or partial, if only part of the functions of a worker of one specialty is transferred to the worker. As a result, the workload of workers increases and the total number decreases, labor productivity increases.
The combination of professions is possible subject to the following conditions:
1) part-time employment of a worker in the main profession;
2) uniformity in the performance of combined functions;
3) the absence of a negative impact of combining work on the accuracy, quality and productivity of labor;
4) sufficient for the development of the second profession (specialty) level of qualification of the worker.
The combination of professions is most effective when professions (specialties) are combined that are related in content and the course of the technological process, the unity of the processed objects of labor, ensuring the growth of labor productivity and improving its quality.
Multi-machine service is a form of labor organization in which a worker (or a group of workers) services several machines (aggregates) at the same time, performing manual elements of the operation on each of them, as well as all or part of the workplace maintenance functions during the machine-automatic operation of each machine .
Multi-machine service is organized in areas where the active work of the worker on the machines alternates with the automatic operation of the machine, in which the role of the worker is reduced to observation.
The technical prerequisites for the development of multi-machine maintenance are an increase in the level of equipment automation, an improvement in the equipment control system and the design of technological equipment, due to which the share of manual labor is reduced and the share of its automatic work increases.
Conditions for organizing multi-station service:
1) rational layout of equipment, ensuring the convenience of its maintenance;
2) the shortest routes of transition from machine to machine;
3) effective organization of service jobs.
The economic feasibility of multi-machine maintenance lies in the possibility of ensuring the full employment of machine operators and in increasing the efficiency of equipment use.