Development of internal regulations

For many domestic organizations a duty instruction is virtually the only regulating  (administrative regulatory) document defining  the tasks, at solving which the efforts of employees shall be directed. A deep-rooted habit of  the formal attitude towards this management tool  both from the part of chief executives and  the personnel of soviet and post-soviet  organizations, converted it to a  formal document used in most cases  as a  legal justification for dismissal of an employee in view of his/her «inaptitude». Being the grounds for selection of employees for respective positions, a duty instruction influences the efficiency of  formation of the  workforce capacity of the organization.

However, except for  duty instructions, other regulations are also applied in the practice of management, particularly, provisions on the organizational structure  and structural subdivisions. These documents, together with  duty instructions, stipulate(regulate) the following key issues:

  • the model of management applied or which will be applied  by the company(centralized, decentralized);
  • major principals and approaches to construction of the organizational structure, which the company adheres or intends to adhere to;
  • the existing  organizational structure and  directions of its further development;
  • the objectives set to  structural units and subdivisions of the company;
  • allocation of functions, powers and responsibility among structural units  and subdivisions of the company;
  • interrelations between  structural units  and subdivisions of the company;
  • the number and staff composition of structural units and subdivisions of the company;
  • functions, official duties and responsibilities, powers, interconnections with other subdivisions  or employees of the company and main competences, which a separate officer of the company shall possess.

As a result of formalization of  the above-mentioned issues the possibility of  achieving goals which shall be set to any management of any company, becomes more realistic, particularly:

  • ensuring of understanding by employees of their  functions, goals and tasks;
  • organization of an effective interaction between employees;
  • monitoring and analysis of the management system and  respective influence on such changes;
  • simplification of the system of  knowledge transmitting within the company;
  • simplification of the system of control and organization of activities of subordinate employees.