Organizational structure of the hotel service. Course work: Organizational structure of enterprise management of the restaurant and hotel business and methods of its optimization

In the experience of the functioning of accommodation facilities, the following types of organizational management structures are most widespread:

Linear;

Functional;

Linear functional;

Grocery;

Matrix.

Linear organizational structure of management. The linear type of the organizational structure of management in the hotel reflects linear shapes links between management links; the whole range of management and production functions management decisions focuses on the line manager. Line manager is fully responsible for the functioning of the entire hotel (small in size) or its structural divisions

(large in size). Each subordinate unit is directly subordinate to only one leader from whom all management decisions come. The supreme body (head) does not have the right to give orders to the service personnel, bypassing their immediate supervisor - that is, the principle of one-man management is being implemented. On this basis, a hierarchy of the management system is created, for example: section manager - service manager - director of the enterprise. Individual specialists help the line manager to obtain and analyze information, make management decisions, but they themselves do not give instructions and instructions to the controlled object (Fig. 3.2., Table 3.1.)

Rice. 3.2. Linear type of organizational structure of hotel management

A linear management structure is characterized by simplicity, clarity, consistency of actions of performers, efficiency, at the same time, less flexibility in adapting to the changing market of hotel services. Each leader has a wide range of powers, but little ability to solve problems based on deep specialized knowledge.

In the experience of management, a linear organizational structure is used primarily in small-sized accommodation establishments that provide basic and insignificant amount of additional services (a homogeneous product) in the absence of broad ties in cooperation.

Table 3.1

Advantages and Disadvantages of a Linear Organizational Management Structure

Advantages

Flaws

1. Clear and simple communications between departments (one communication channel)

2. Unity and clarity of orders;

3. Clear responsibility of the head for the results of the activities of the headed unit;

4. Efficiency in making decisions;

5. Receipt by executors of interconnected orders and assignments, provided with resources.

1. High requirements for the leader, who must have versatile knowledge and experience in all management functions and areas of activity, at the same time limits the leader's ability to effectively manage the organization;

2. Overload with information, large flow of documentation, many contacts with subordinates, higher and related organizations;

3. Lack of specialists in certain functions of management and planning;

4. Inconsistency with the growing requirements of modern production.

Functional organizational structure of management. The essence functional structure management consists in the performance of certain functions by specialized management bodies and individual specialists who are endowed with significant management powers. In the organization of hotel management, specialists of the same profile are more often united into structural divisions (departments), for example, the department of marketing, reception and accommodation, finance, commercial, etc. Thus, the general task of hotel management, starting from the middle level, is divided by functional criterion, hence name - functional management structure.

With a functional management structure, the functions of managerial managers, who must have universal training and perform all management functions, a staff of specialists emerges with high competence in a particular area, who are responsible for a specific direction of management. The functional specialization of the management apparatus significantly increases the efficiency of the hotel business. This management model is used in conditions of rapid growth in production volumes and its complications, the emergence of new types of services and services in hotel complexes.

Table 3.2

Advantages and disadvantages of a functional organizational structure MANAGEMENT

Advantages

Flaws

1. High competence of specialists responsible for the implementation of specific functions;

2. Empowering line managers in matters strategic management production by transferring a number of functions to specialized links;

3. Creates the possibility of centralized control of strategic results;

4. Compliance with the structure of the strategy;

5. Improves management efficiency where tasks are daily and repetitive;

6. Quickly responds to the needs of the practice of creating new functional services.

1. Difficulties in maintaining constant relationships between different functional services;

2. Lack of mutual understanding and unity of action between employees of functional services of various production departments of the company;

3. Reducing the level of responsibility of performers for work due to double subordination;

4. Violation of the principle of one-man management;

5. The emergence of problems of functional coordination, the possibility of cross-functional rivalry, conflicts;

6. Formation of a narrow point of view of management and the development of small, partial solutions;

7. Transfer of responsibility for profit to higher levels of management;

8. Cases of irrational prioritization of the organization by functional specialists;

9. Functional myopia often works against acting entrepreneurship, adjusting to change.

Linear-functional (combined) hotel management structure is created from specialized units (shifts, brigades) for each line manager. This model helps hotel managers to study and make decisions on problems that arise, to focus on current activities.

The combined type of control eliminates the disadvantages of the linear and functional types of control structures. In this management structure, the functional links are deprived of the right to directly influence the performers; they prepare solutions for the line manager, who exercises direct administrative influence on the performers. It is assumed that the first (line) leader in the development of specific issues and the preparation of appropriate decisions, programs, plans is assisted by a special apparatus consisting of functional units (departments, groups) (Fig. 3.4, Table 3.3).

Rice. 3.4. Linear-functional type of organizational structure of hotel management

The role of functional bodies (services) depends on the scale economic activity and hotel management structures. With a linear-functional management structure, a linear organization has its advantages, but with an increase in the level of management, the role of functional management increases. If within the framework of management of small structural units its role is insignificant, however, on the scale of enterprise management, the role of functional bodies is significant. Functional services provide the entire scope technical training production, prepare options for solving problems related to the management of the production process, release line managers from planning, financial calculations, etc.

Table 3.3

Advantages and disadvantages of the linear-functional organizational structure of management

Advantages

Flaws

1. Release of the chief line manager from a detailed study of production tasks and problems;

2. Professional processing, research and analysis of management decisions in the hotel through the use of the experience of highly qualified specialists;

3. The possibility of attracting the services of experts, consultants, scientists, and practitioners to study and improve the technological process.

1. Tendencies towards excessive centralization of managerial decision-making;

2. Lack of close relationship and interaction at the horizontal level between the structural divisions of the hotel;

3. Difficult implementation of technological innovations without the involvement of senior managers.

Combined structures provide such a division of labor in which the linear management links must make decisions and control, and the functional ones - advise, inform, organize, plan.

Product type of organizational structure of management. The product type provides for the creation of independent economic units in the structure of the hotel, focused on the production of individual hotel services, the market or category of consumers. In such a management organization, the structural divisions, which are called the center (profit center, sales center, investment center) have their own divisions (services, teams, shifts), production, sales, planning, etc. Services (departments, divisions) are subordinate to the hotel administration. , which coordinate the issues of functioning common for the institution. Such decentralization in management provides high flexibility in the strategy of each business unit of the enterprise, predetermines the dismissal of the hotel manager from the management of specific processes and gives him the opportunity to focus on the overall strategy of the enterprise.

The product organizational structure is typical for hotel complexes with a complex functional structure. production organization... In addition to basic services in the enterprise system, a number of additional services are provided by specialized divisions. Such an organizational structure of management is typical for resort, tourist hotel complexes (Figure 3.5, Table 3.4).

Table 3.4

Product advantages and disadvantages organizational management structure

Matrix type of organizational structure of management. The matrix type of management structure is used in hotels, the product of which has a relatively short life cycle and often changes, that is, enterprises need to have high flexibility in production and strategy. With this structure, temporary teams of specialists are formed, to which personnel and the necessary resources from the functional departments are sent.

In the matrix management structure, in the process of defining horizontal links, it is necessary to:

Selection and appointment of the head of the program (project), his deputies in individual departments according to the structure of the program;

Identification and appointment of responsible executors in each specialized department;

Organization of a specialized program management service.

To ensure activities within the framework of the matrix management structure, it is necessary to make changes in the organizational structure: to create specialized target units in the hotel complex that would bring together leading specialists to jointly develop the main ideas of the program.

With a matrix management structure, the program manager works directly with the specialists subordinate to him, who are simultaneously responsible to line managers (Figure 3.6). He determines the timing and scope of implementation in a specific program, and line managers decide on the executors of certain functions. After completing the assignments, the program manager, resources and personnel return to their services (divisions). Flexibility allows this governance structure to accelerate innovation.

Challenges in prioritizing and allocating staff time on projects can disrupt the stability of a hotel and make it difficult to achieve its long-term goals. In order to ensure the coordination of the implementation of functions in the matrix structure, the program control center should link the implementation of management procedures by individual units (services). Matrix management structures, which complement the organizational structure of management with new elements, have opened a qualitatively new direction in the development of the most active and dynamic problem-targeted organizational forms of management, aimed at raising the creative initiative of managers and specialists and identifying opportunities to improve service efficiency (Table 3.5).

Table 3.5

Advantages and disadvantages of a matrix type of organizational management structure

Advantages

Flaws

1. Sufficient attention to each of the strategic priorities of the hotel enterprise;

2. Possibility of simultaneous implementation of various types of strategic initiatives;

3. Creation of conditions for making a decision on the criterion of the greatest benefit for the organization;

4. Encouragement of cooperation, coordination of related species technological processes;

5. Significant activation of the activities of managers and employees of the management apparatus;

6. Distribution of management functions between managers responsible for ensuring high end results (project team leaders) and heads of functional departments;

7. Providing flexibility and efficiency in maneuvering resources when performing multiple programs within the hotel.

1. Difficulties in maintaining a balance between the two lines of power;

2. Possibility of wasting time for communication;

3. Difficulties in promptly solving problems due to the different approaches of a significant number of managers;

4. Promoting the development of organizational bureaucracy and weakening effective entrepreneurship;

5. Significant size and complexity of the communication process.

Service oriented structures or the introduction of new hotel technologies used by the best hotel chains is one of the newest management schemes. It concerns the integration in the current process of production and marketing of the developed profitable products of the hotel and restaurant production process in the current production group, and the development of new products and technologies in the search group. The latter is responsible for the project until its commercial implementation is determined. Pilot production is provided in the search team, and New Product used in the market for these services.

V management practice The most common types of organizational structures in the hospitality industry are:

· Linear;

· Functional;

· Linear-functional.

Linear organizational structure of management... Linear connections in a hotel reflect the movement of management decisions and information emanating from the so-called line manager, that is, a person who is fully responsible for the activities of the hotel (usually a small one) or its structural units (in a large one). This is one of the simplest organizational management structures. It is characterized by the fact that at the head of each structural unit there is a head, endowed with all powers, carrying out all management functions (Fig. 1).

Rice. 1 - Linear organization management structure

As can be seen from the figure, with linear control, each link and each subordinate has one manager, through which all control commands pass through one channel. In this case, the management links are responsible "for the results of all activities of the objects they manage. We are talking about the object-by-object allocation of managers, each of whom performs all types of work and makes decisions related to the management of this object. Since in a linear management structure, decisions are passed along the chain." from top to bottom ", and the head of the lower level of management is subordinate to the head of a higher level, a kind of hierarchy of leaders of a particular organization is formed. the right to give orders to any performers, bypassing their immediate superior.

The linear management structure is logically more harmonious and formally defined, but at the same time less flexible. Each of the leaders has all the power, but relatively little ability to solve problems that require narrow, specialized knowledge. The linear organizational structure of management has its advantages and disadvantages.

The advantages of a linear organizational management system:

1. unity and clarity of orders;

2. consistency of actions of performers;

3. simplicity of control (one communication channel);

4. clearly expressed responsibility;

5. efficiency in making decisions;

6. personal responsibility of the head for the final results of the activities of his unit.

Disadvantages of a linear organizational management system:

1.high requirements for the leader, who must be prepared comprehensively to ensure effective leadership for all management functions;

2. lack of links for planning and preparation of decisions;

3. overload of information, a lot of contacts with subordinates, superior and shift structures;

4. concentration of power in the ruling elite.

Functional organizational structure of management... Functional management is carried out by a set of subdivisions specialized in performing specific types of work necessary for making decisions in the linear control system (Fig. 2).

The idea is that the performance of individual functions is entrusted to specialists. In an organization, as a rule, specialists of the same profile are united into structural divisions (departments), for example, a marketing department, a reception and placement department, a planning department, etc. Thus, the overall task of managing the organization is divided, starting from the middle level, according to the functional criterion. Hence the name - the functional management structure.

Rice. 2. The functional structure of the organization's management

Functional management exists alongside linear management, which creates double subordination for performers.

As can be seen from Figure 2, instead of universal managers (see Figure 1), who must understand and perform all management functions, a staff of specialists appears who have high competence in their field and are responsible for a certain direction (for example, planning and forecasting). This functional specialization of the management staff significantly increases the efficiency of the hotel.

Like a linear structure, a functional structure has advantages and disadvantages.

Benefits of a functional structure:

1.high competence of specialists responsible for the implementation of specific functions;

2. exemption of line managers from solving some special issues;

3. standardization, formalization and programming of phenomena and processes;

4. elimination of duplication and parallelism in the performance of management functions;

5. reducing the need for generalists.

Disadvantages of the functional structure:

1. excessive interest in the implementation of the goals and objectives of "their" units;

2. difficulties in maintaining constant relationships between different functional services;

3. the emergence of tendencies of excessive centralization;

4. duration of decision-making procedures;

5. a relatively frozen organizational form, with difficulty reacting to changes.

The disadvantages of both linear and functional structures are largely eliminated by linear functional structures.

Linear-functional (staff) hotel management structure... With such a management structure, the full power is assumed by the line manager, who heads a specific team. When developing specific issues and preparing appropriate decisions, programs, plans, he is assisted by a special apparatus consisting of functional units (departments, departments, bureaus, etc.) (Fig. 3).

In this case, the functional structures of the unit are subordinate to the main line manager. They enforce their decisions either through the chief executive or (within the limits of their authority) directly through the respective heads of the executing services.

Rice. 3. Linear-functional management structure

Thus, the line-functional structure includes special units under line managers.

The linear functional structure also has its advantages and disadvantages.

The advantages of a linear functional structure:

1. better preparation of decisions and plans related to the specialization of workers;

2.the release of the chief line manager from detailed analysis problems;

3. the possibility of attracting consultants and experts.

Disadvantages of the linear-functional structure:

1. the lack of close relationships and interaction at the horizontal level between production departments;

2. lack of clear responsibility, since the person who prepares the decision, as a rule, does not participate in its implementation;

3. An overdeveloped system of vertical ties, that is, a tendency toward excessive centralization.

The considered organizational structures are basic and can be detailed in relation to a specific management object.

Organizational structure a hotel enterprise is determined by its purpose, the capacity of the room stock, the specifics of the guests and a number of other factors.

Management structure of large hotel enterprises may include positions of 5-6 directors who are responsible for certain functional units (Fig. 4).

Rice. 4 - Approximate organizational structure of a large hotel complex

Typical pyramidal structure of hotel management is shown in Fig. 5.

The shape of the pyramid in the figure indicates that at each successive level of government, starting from the bottom, there are fewer people than at the previous one.

Rice. 5. Typical pyramidal structure of hotel management

The highest level of management of the hotel business is represented by the hotel owner and the general director, who make general strategic decisions. In this case, the owner can be a private person or a whole corporation.

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

Federal state educational institution

secondary vocational education

"St. Petersburg Technical College of Management and Commerce"

Course work

Discipline: "Management"

Topic: "Organizational management structures in hotels"

Student Kryuchkova Natalia__

Group 9GS-31 _____________

Supervisor Fedorchenko E.I.

Completion date__________

Defense date_________

Grade______________

Saint Petersburg

Introduction …………………………………………………………………… .3

Chapter 1 Organizational structures of hotel management, their types and types …………………………………………………………………………… ..6

The concept of organizational structure …………… .. ………… .6

Types of organizational structures …………………………… ... 9

Types of organizational structures …………………………… .17

Methods for designing organizational structures of management of hospitality enterprises ………………… ... 21

Chapter 2 Organizational structures of hotel management on the example of the Grand Hotel "Europe" and the hotel "Dynasty" ………………………… ..27

Conclusion ………………………………………………………………… 35

References ………………………………………………………… ... 37

Appendix ……………………………………………………………… ... 38

Introduction

The time we live in is a time of rapid change. Our society is undergoing an extremely difficult, largely contradictory, but historically inevitable and necessary restructuring. These changes in society are so global that this time it is no longer possible to do with a simple reorganization (reorganization, transformation) of labor. Today, in order to comply with the time, its norms and trends, we must begin to comprehend the science and art of management. In a simplified sense, management is the ability to achieve set goals, use labor, intellect, and the motives of other people's behavior. Management - in Russian "management" - a function, a type of activity to guide people in a wide variety of organizations.

It is common knowledge that the success of any business depends on its correct organization. The hotel business is no exception to this rule, therefore the organizational structure of the hotel is very high degree affects the vast majority of indicators of the enterprise. In order to promptly and efficiently provide clients with the stated range of services, the hotel must have a well-functioning mechanism for providing such services. Large, medium and small businesses should differ in their organizational structure. But in any case, for successful work, it is necessary that key services are personally controlled.

As there are no alike people, there are no exactly alike hotels. Each hotel has its own face, its own flavor and individuality. Each company is unique in its own way. Apparently this is why every hotel has regular customers, regulars who find themselves any benefits in the chosen hotel. The right of any hotel to create its own organizational model, the positions of hotel personnel may be designated in different ways. It is important that the hotel company fulfills its main purpose with high quality - serving guests, meeting their needs as much as possible and, of course, generating income.

When organizing a hotel, and most importantly, its management structure, a creative approach to serving hotel guests is required.

The main task is to satisfy the requests and needs of the guest. Any hotel is a kind of system or a set of interconnected elements that act as a whole in the implementation of its general goal.

For effective hotel management, it is necessary that all management decisions aimed at meeting the needs of guests are based on a strictly fixed management hierarchy.

The organizational structure of management is aimed at a qualitative solution of two main tasks. The first is the task of rational organization of labor at each workplace. The second is the task of motivating each employee of the organization to productive and high-quality work.

The organizational structure of an enterprise in the hotel service industry is characterized by a set of jobs, positions, management bodies and production units, the forms of their interrelationships that ensure the achievement of the strategic goals of the hotel.

The purpose of the course work- to study the organizational structure of hotel management by the example of the Grand Hotel "Europe" and the hotel "Dynasty".

Tasks:

study the concept of "organizational structure";

consider the types of organizational structures;

describe the types of organizational structures;

find out how organizational structures are designed in the hotel industry;

analyze the organizational structure of the Grand Hotel "Europe" and the hotel "Dynasty".

Working methods - analysis of literature and internet sources.

Chapter 1 Organizational structures of management in hotels, their types and types.

1.1 The concept of organizational structure.

The hotel is not only the most important type of enterprise economic activity, but also a complex organizational structure, which is characterized by the distribution of goals and objectives of management between entire departments and individual employees.

"Management structure of the organization" or "organizational structure of management" (OMS) - one of the key concepts of management, closely related to the goals, functions, management process, the work of managers and the distribution of powers between them. Within the framework of this structure, the entire management process takes place (the movement of information flows and the adoption of management decisions), in which managers of all levels, categories and professional specializations participate. The structure can be compared to the frame of a building of a management system, built so that all processes occurring in it are carried out in a timely manner and efficiently.

The organizational structure of management should be understood as a set of management links located in strict subordination and providing the relationship between the management and controlled systems.

The organizational structure of the hotel is a reflection of the powers and responsibilities that are assigned to each of its employees.

The purpose of the organizational structure is:

Division of labor;

Definition of tasks and responsibilities of employees;

Defining roles and relationships

The main function of the organizational structure is to ensure control and coordination of the activities of the divisions of the enterprise.

The organizational structure of a hotel enterprise depends on many factors:

on capacity - in large hotels, the management structure is much more complicated than in small and medium-sized ones, because in a small private hotel, family members are both managers and ordinary employees, and in large hotels with a large staff of employees, there is a specialization of personnel to perform a certain type of work;

from the destination - for example, in a resort hotel, it is advisable to have an animator on the staff who will carry out exercises with vacationers, play chess and darts. In a large business hotel for business people, this position will probably be superfluous;

from the form of ownership - hotels can exist as independent commercial enterprises or be part of hotel chains;

on the level of comfort and much more.

It is impossible to offer a single ideal organizational model of a modern hotel; it is really possible to only highlight the most general aspects of the organization of hotels. However, it is difficult to imagine a modern, fairly large metropolitan hotel without the following basic services:

Room management service (Room division).

Administration Department.

Service organization food (Food and Beverage Department).

Commercial service (Sales and Marketing Department).

Technical Department.

The structure of these services may include various departments, divisions. The structure, functions, composition, subordination in these services may differ, vary in individual hotels.

Managing the structure of a hotel enterprise means optimally distributing goals and objectives between structural divisions (services, shifts, teams, etc.) and each individual employee of the enterprise.

1.2 Types of organizational structures

Modern management knows several basic types of classical organizational management structures, depending on the method of their construction - linear, functional, linear-functional, matrix, process (sabotage). Each of the structures can be used to manage the hotel depending on the type and number of employees. Let's consider the features, methods and conditions, as well as the advantages and disadvantages of using each of the organizational management structures using the example of hotel management.

Linear management structure (LSC).

The linear management structure is the simplest in construction and provides a direct, direct impact on the management object, that is, on the hotel staff (performer), and business processes on the part of the line manager who heads a certain area of the hotel (rooms, restaurants and bars, congress center and banquet service, health club, etc.)

In LSU, the principle of one-man management is fulfilled, since all performers within the subdivision are subordinate to one person - the line manager, who solves issues within his area. Such interactions ensure high speed and reliability of information movement, consistency of tasks, and help to reduce the number of management personnel in the hotel. The management system also provides the ability to control the execution of orders, since the line manager bears full personal responsibility for the results of the work of his department.

However, the manager in the LSU must be highly qualified and competent in all matters relating directly to his area.

The construction of hotel management systems on the principle of LSU is most often found in mini-hotels that provide a narrow or limited range of services and belong to the category of three or four stars.

The advantages of a linear organizational management system:

1) unity and clarity of orders;

2) the consistency of the actions of the performers;

3) ease of management (one communication channel);

4) clearly expressed responsibility;

5) efficiency in decision-making;

6) the personal responsibility of the head for the final results of the activities of his unit.

Disadvantages of a linear organizational management system:

1) high requirements for the leader, who must be comprehensively trained in order to provide effective leadership in all management functions;

1Ministry of Education and Science Russian Federation Federal State Budgetary Educational Institution of Higher Professional Education "Yaroslavsky State University named after P.G. Demidov "University College Course work in the discipline "" Management " Organizational structure of hotels on the example of the "Sport" hotel. Completed by: student of the GS-31KO group, specialty 100 105.51 Hotel service Y. E. Kotova Checked by: S. I. Fomina Rating ________________ _____________________________ (signature) Yaroslavl 2012.

3IntroductionOrganizational structure of the hotel enterprise is a set of management links (services) located in a strict aggregate and providing interconnection with each other. The successful functioning of any enterprise is largely determined by the effectiveness of its organizational support. The optimal organizational structure of management creates favorable conditions for the process of making managerial decisions, its stability makes the organization stable and at the same time allows it to successfully respond to changes in the internal and external environment. the organizational structure of the hotel enterprise. Subject of research: the organizational structure of the hotel "Spotr." Knowing the structure, it is possible to purposefully influence the composition and content of individual elements of the control system, bringing it in line with changing production conditions. The purpose of this course work is: to study the organizational structure of hotels. Tasks: - to study the organizational structure of the enterprise; - to characterize the types and types of the organizational structure of the enterprise;

41 Characteristics of types and types of organizational structures 1.1 Characteristics of the bureaucratic structures of the organization and its types Bureaucracy, originally formulated in the early 1900s by German sociologist Max Eber. Weber's theory does not contain descriptions of specific organizations. Weber proposed bureaucracy as a kind of normative model, an ideal that organizations should strive to achieve. bureaucratic structures of the organization characterized by a high degree of division of labor, a developed hierarchy of management, a chain of teams, the presence of numerous rules and norms of personnel behavior, and the selection of personnel according to their business and professional qualities. Bureaucracy is often also called a classical or traditional organizational structure. Majority modern organizations represent options for bureaucracy. The reason bureaucratic structure has been used for such a long time and on a large scale is that its characteristics are still reasonably well suited for most service organizations. The objectivity of the decisions made allows an effectively managed bureaucracy to adapt to the ongoing changes. Max Weber's analysis of bureaucratic structures continues to be the unique and most significant description of the nature of modern organizations.1 Principles of the bureaucratic system: 1. A clear division of labor and the use of qualified specialists for each position. 2. Hierarchy of management. 3. The presence of formal norms and rules that ensure the uniformity of the performance of functional. 4. The spirit of formal impersonality characteristic of the performance of officials of their duties. 5. Implementation of recruitment for work in accordance with qualification requirements, and not with subjective assessments. 6. The main concepts of bureaucratic structures: hierarchy, rationality, responsibility. 1 http://www.bibliotekar.ru/ Fundamentals of management. URL: http://www.bibliotekar.ru/biznes-43 /188.htm(17.09.12)

5Types of bureaucratic structure of the organization Linear organizational structure It is the simplest bureaucratic hierarchical management structure. In its simplest form, it consists of the head of the enterprise and several subordinate employees, while large enterprises can have up to 3-4 or even more levels of hierarchy. . She is based on the principle of the unity of distribution of orders, according to which only the higher authority has the right to give orders. Compliance with this principle should ensure the unity of management. Such an organizational structure is formed as a result of building a management apparatus from mutually subordinate bodies in the form of a hierarchical ladder, i.e. each subordinate has one leader, and the leader has several subordinates. Two executives cannot communicate directly with each other.2 (Figure 1) Picture 1. Linear organizational structure Advantages: - simple structure - unambiguous limitation of tasks, competence, responsibility - tough leadership management bodies - efficiency and accuracy of management decisions; Disadvantages: - difficult connections between authorities; - concentration of power in the governing elite; - heavy workload of middle management levels. Functional organizational structure 2 Bolshakov A.S. Modern management: theory and practice. - SPb: Peter, 2006. (17.09.12)

6 Based on the creation of divisions to perform specific functions at all levels of management. These functions include research, production, sales, marketing, etc. Here, with the help of directive guidance, hierarchically lower levels of management can be connected with various higher levels of management. The transmission of instructions, instructions and messages is carried out depending on the type of task. For example, a hotel employee (porter) receives instructions not from one person, but from several hotel employees, i.e. the principle of multiple subordination applies. Therefore, such an organizational structure is called multi-line. The functional structure of the organization's management is aimed at performing constantly repetitive tasks that do not require prompt decision-making. Functional services usually include highly qualified specialists who perform specific types of activities, depending on the tasks assigned to them. (Fig. 2) Figure 2. Functional organizational structure Advantages: - reduction of coordination links - reduction of duplication of work - strengthening of vertical ties and strengthening control over the activities of lower levels - high competence of specialists responsible for the performance of specific functions Disadvantages: - ambiguous distribution of responsibility - difficult communication - lengthy decision-making procedure4 Divisional organizational structure 3 http://corpsys.ru Linear organizational structure of enterprise management. - URL: http://corpsys.ru /Articles/Structure/Linear.aspx(17.09.12)

7Already by the end of the 1920s, the need for new approaches to the organization of management became clear, associated with a sharp increase in the size of enterprises, the diversification of their activities, the complication of technological processes in a dynamically changing environment. (Fig. 3) the structure finds application in large industrial organizations, which, using bureaucratic methods, gradually lose their flexibility and mobility and work by inertia. The use of divisional structures by technological and product innovations makes it possible to create relatively small and fairly economically independent divisions within the framework of the whole. Divisional structures are more often used to achieve a high degree of flexibility in the production system while pursuing an intensive innovation policy, and this structure is used in a multi-product manufacturing environment. The external level in such an organization carries out the planning and allocation of basic resources, and the divisions of the organization take operational solutions and responsible for the profits.5 64 http://www.managment.aaanet.ru/ Functional organizational structures. - URL: http: //www.managment.aaanet.ru/management/org-strukturi.php (19.09.12) 5 http: // lo1 .ru / Types of organizational structures.-URL: http://lo1.ru/gos/4/Content/2/2.1.htm(29.09.12)6 Zaitseva O.A. and others. Fundamentals of Management: Teaching and Practical Guide for Universities / О.А. Zaitseva, A.A. Radugin, K.A. Radugin, Rogacheva N.I .; Ed. A.A. Radugin. - M .: Center, 2004. (09/29/12)

8Figure 3. Divisional management structure Advantages: - it provides management of diversified enterprises with a total number of employees of the order of hundreds of thousands and geographically remote divisions; - provides greater flexibility and faster response to changes in the environment of the enterprise in comparison with linear and line - headquarters; - when expanding boundaries independence of departments, they become "profit centers", actively working to improve the efficiency and quality of production; - closer connection of production with consumers. Disadvantages: - a large number of "floors" of the management vertical; between workers and the production manager of a division - 3 or more management levels, between workers and the company's management - 5 or more; - disunity of the headquarters structures of the departments from the company headquarters; - the main connections are vertical, therefore, there are shortcomings common to hierarchical structures - red tape, overworked managers , poor interaction in solving issues related to departments, etc.; - duplication of functions on different "floors" and as a result - very high costs on the maintenance of the management structure;

9- in the branches, as a rule, a linear or linear-headquarters structure with all their disadvantages is preserved. 77 http://www.i-see.ru/ Divisional organizational structure of the enterprise.-URL: http: //www.i-see .ru / articles / articles / divizionnaya_struktura.htm (30.09.12)

10Linear-functional organizational structure Linear - functional organizational structure is sometimes called traditional or classical because it was the first structure to be studied and developed. Such structures are based on the one hand on line powers. Linear powers are powers that are transferred directly from a superior to a subordinate and then to other subordinates (a hierarchy of management levels). The principles of management, embedded in linear structures, were formulated at the beginning of the twentieth century. The most complete formulation of these principles was given by the German sociologist Max Weber (the concept of rational bureaucracy). An important feature of this structure is the one-man command and the chain of command. (Figure 4) In addition, such management structures are based on the principle of functional departmentalization (the process of dividing an organization into separate elements, each of which has its own clearly defined, specific task and responsibilities). The specific characteristics and features of the activities of a particular unit correspond to the most important areas of activity of the entire organization. The combination of linearity of authority and functional departmentalization in a linear - functional structure provides the advantages and disadvantages of this type of structure.8 Advantages: - Stimulates business and professional specialization. - Reduces duplication of effort and consumption of material resources in functional areas. - Improves coordination in functional areas. Disadvantages: - Departments may be more interested in the implementation of the goals and objectives of their departments than the overall goals of the entire organization. This increases the potential for conflicts between functional areas. - In a large organization, the chain of commands from the leader to the direct executor becomes too long. - Slow response to external changes. - Problems with the distribution of responsibility for the elimination of problems. 8 Albert. M. Fundamentals of management: M. Albert., M. H. Mescon., F. Hedouri. - M: Delo, 2004. (09/29/12)

11Figure 4... Linear-functional organizational structure Linear - headquarters organizational structure This type of organizational structure is a linear development and is designed to eliminate its most important drawback associated with the lack of strategic planning links. The line-of-staff structure includes specialized divisions (headquarters) that do not have the right to make decisions and manage any subordinate divisions, but only help the relevant leader in performing certain functions, primarily the functions of strategic planning and analysis. The headquarters perform a preliminary analysis of the information coming from the lower echelons, prepare analytical reports and reviews on it, and develop draft orders and orders. In addition, the headquarters eliminate one of the most important shortcomings of the usual linear structure, carrying out tactical and strategic planning activities within the framework of their service. (Fig. 5) The line-of-staff structure can be a good intermediate stage in the transition from a linear structure to a more efficient one. The structure allows, albeit to a limited extent, to embody the ideas of the modern philosophy of quality. Staff structures are created in the following cases: - elimination of consequences or prevention of natural disasters, accidents, catastrophes. For example, the headquarters for liquidation of the consequences of floods, the headquarters of civil defense; - the development of new products, new technology, not traditional for this enterprise. So, during the Great Patriotic War to organize the production of tanks at the tractor factories, headquarters units were formed;

12-solving a sudden non-ordinary task, for example, related to aggressive behavior of competitors in the market and the need to develop a response. The headquarters unit can be either temporary or permanent and perform a consulting role in the formulation and implementation of a specific problem or task. Figure 5. Linear - headquarters organizational structure Advantages: -deeper than linear, study of strategic issues; -Some unloading of top managers; - the possibility of attracting external consultants and experts; - When empowering headquarters units with functional leadership, such a structure is a good first step towards more efficient organic management structures. Disadvantages: - insufficiently clear distribution of responsibility, since the persons preparing the decision do not participate in its implementation; - tendencies towards excessive centralization of management; - similar to a linear structure, partially - in a weakened form. 9 http://www.cfin.ru/Corporate Management.URL: http://www.cfin.ru/management/iso9000/iso9000_orgchart.shtml (7.10.12)

131.2 Characteristics of organic (adaptive) structure organization Since the 1960s, some organizations have faced such a situation where the external conditions of their activities changed so quickly, projects became so complex, and technology developed so rapidly that the disadvantages of bureaucratic management began to outweigh their merits. Essentially, the harmony of a traditional organizational structure (especially where the chain of command is long) can slow communication and decision-making to such an extent that the organization can no longer effectively respond to ongoing changes. To enable organizations to respond to change environment and implement new technology, adaptive organizational structures have been developed.10 Organic system principles: 1. High flexibility. 2. Less binding to rules and regulations. 3. Using group work organization as a base. 4. Decisions are made collectively. 5. The main integrating factors are the mission and strategy of the organization. 6. Distribution of work between employees is not determined by them. positions, and the nature of the problems to be solved. The main property of organic management structures is their ability to change their shape, adapting to changing conditions. The types of structures of this type are design, matrix (program-target), brigade forms of structures. When these structures are introduced, it is necessary to simultaneously change the relationship between the divisions of the enterprise. 10 http://www.labex.ru/ Building organizations.-URL: http://www.labex.ru/page/m_book_14.html

14Types of organic structure of the organization Matrix organizational structure In connection with the need to accelerate the pace of product renewal, target-oriented management structures have emerged, which have received the names matrix. The essence of the matrix structures is that temporary working groups are created in the existing structures, while resources and employees of other departments are transferred to the group leader in double subordination. (Fig. 6) In the matrix management structure, project groups (temporary) are formed that implement target projects and programs. These groups are in double subordination, they are created temporarily. This achieves flexibility in the distribution of personnel, effective implementation of projects Figure 6. Matrix organizational structure Advantages: - flexibility; - acceleration of innovation; - personal responsibility of the project manager for the results of work; Disadvantages: - presence of double subordination; - conflicts due to double subordination; - complexity of information links.

15Project structure organization The project structure is a slightly simplified kind of matrix, although, in fact, it is its predecessor. The basic principle of building the project structure is the concept of the project, which is understood as any purposeful change in the system. The activity of an enterprise is considered as a set of ongoing projects, each of which has a fixed start and end. For each project, labor, financial, industrial, etc. resources are allocated, which are managed by the project manager. Each project has its own structure, and project management includes defining its goals, forming a structure, planning and organizing work, coordinating the actions of performers. After the project is completed, the project structure disintegrates, its components, including employees, go into new project or quit (if they worked on a contract basis). In form, the project management structure can correspond to both the brigade structure and the divisional structure, in which a certain division (department) does not exist permanently, but for the duration of the project. In other words, it is a temporary structure created to solve a specific problem.11 (Fig. 7) Figure 7. Project structure of the organization11 http://www.e-college.ru/ Theory of organization x.-URL: http://www.e-college.ru/ books / xbook031 / book / index / index.html? Go = part-015 * page.htm (12.10.12)

16 Advantages: - high flexibility; - reduction in the number of management personnel compared to hierarchical structures. Disadvantages: - very high qualification requirements, personal and business qualities a project manager who must not only manage all stages life cycle project, but also take into account the place of the project in the network of company projects; - fragmentation of resources between projects; - the complexity of the interaction of a large number of projects in the company; - complication of the development process of the organization as a whole. 1212 http://iteam.ru/ Organizational management structures http: //www.iteam.ru/publications/strategy/section_31/article_1237 (12.10.12)

17Brigade management structure The basis of this management structure is the organization of work by working groups (teams). The form of the brigade organization of work is a rather ancient organizational form, but only since the 80s its active use began as a structure for managing an organization, in many respects directly opposite to the hierarchical type of structures. The basic principles of such a management organization are: - autonomous work of working groups (brigades); - independent decision-making by working groups and horizontal coordination of activities; - replacement of rigid administrative ties of a bureaucratic type with flexible ties; - involvement of employees from different departments for the development and solution of tasks. These principles are destroyed by the rigid distribution of employees inherent in hierarchical structures among production, engineering, economic and management services, which form isolated systems with their own goals and interests. In an organization built on these principles, functional units can be retained or absent (Fig. 8). In the first case, employees are under double subordination - administrative (to the head of the functional unit in which they work) and functional (to the head of the working group or team they are part of). In the second case, functional units as such are absent, we will call it brigade. This form is widely used in the organization of project management. 1313 http://infomanagement.ru/167/20/INFOMANADTMENT/-URL:http://infomanagement.ru/167/20/ (13.10.12)

18Figure 8... Brigade management structure Advantages: - reduction of the management staff, increase in management efficiency; - flexible use of personnel, their knowledge and competence; - work in groups creates conditions for self-improvement; - possibility of application effective methods planning and management; - the need for a wide range of specialists is reduced. Disadvantages: - complication of interaction; - Difficulty in coordinating the work of individual teams; - high qualification and responsibility of the personnel; - high requirements for communications.

192Description of the organizational structure of the hotel"Sport" Each hotel company has its regular customers who find for themselves any advantages in the chosen hotel. The right of any hotel to create its own organizational structure. The main thing is that the hotel company fulfills its main purpose in a quality manner - serving guests, meeting their needs to the maximum and generating income. The Sport Hotel is an average hotel with 45 rooms. This is a three-star hotel in Yaroslavl, part of the Eurocity hotel group. The purpose of the hotel is: - business travel; - excursion and educational tourism; - tourist groups. The hotel is located in a quiet place in the southern part of the city in close proximity to the largest sports facilities - Ice Palace "Arena-2000 Lokomotiv" and the sports complex "Atlant". The organizational structure of a hotel enterprise depends on many factors. First of all, it depends on the capacity of the enterprise. In small hotels, the management structure is much smaller than in large ones. Mid-range hotels are considered the most cost-effective, efficient and flexible in management. The organizational structure of a modern hotel also largely depends on its purpose, location, consumer segment, hotel category, form of ownership and much more.

20Table 1. Organizational structure of the hotel "Sport" .DirectorEngineering and technical serviceReception and accommodation serviceSecurity serviceFinance service

22The organizational structure of a hotel enterprise depends on many factors. First of all, it depends on the capacity of the enterprise. In small hotels, the management structure is much smaller than in large ones. Mid-range hotels are considered the most cost-effective, efficient and flexible in management. The organizational structure of a modern hotel also largely depends on its purpose, location, consumer segment, hotel category, form of ownership and much more. The organizational structure of the hotel is characterized by a set of workplaces, positions, management bodies and production units, forms of their relationship, ensuring the achievement of the strategic goals of the hotel. (Table 1) Within the organizational structure of the enterprise, two main components are distinguished: the management structure and the service structure. The service structure predetermines the division of an economic object into parts, elements according to production and technological principles (booking, accommodation, payment for services). general manager, which performs a huge number of tasks, for example, making oriented decisions aimed at meeting the needs of customers, determining the general directions of the hotel enterprise within the framework of the goals, tasks, including carrying out financial events, which may include issues such as determining limits on the content personnel, for administrative and business needs. The hotel uses one of the simplest structures - linear. With a linear structure of hotel management, the production of services and their implementation are clearly delineated: some divisions are engaged in the preparation of services, others - in servicing, and others - in the sale of services. The main task of the manager is to provide the necessary resources to the employees of the hotel service industry to fulfill the intended goals. The number of employees in the hotel company should be optimal so that the company operates profitably, and at the same time the quality of service does not suffer. The number of attendants should, on average, be 0.8 and more per room for three-star hotels.

23It is impossible to propose the organizational structure of a modern hotel; it is really only possible to highlight the most general aspects of the organization of hotels. However, it is difficult to imagine a modern hotel without the following basic services: - reception and accommodation service - economic service - engineering and technical services - financial service - service marketing service There are departments that are difficult to rank among the above services. These are all kinds of additional and related services. These include: - Transfer service - Calling a taxi - Luggage tray - Laundry services - Kiosks selling souvenirs, newspapers, books, flowers, pharmacy products and others. Often the staff is not part of the staff of the hotel enterprise, these divisions are tenants. The hotel "Sport" has all of the above services and additional services, and tenants are provided with such a unit as a security service. All departments of the hotel can be conditionally divided into two large groups: , restaurant services) and the Heart of the Hotel are departments whose employees do not have direct contact with customers (accounting department, personnel department, engineering service, etc.). According to the financial basis, hotel services are divided into profit centers (reception and accommodation service, restaurant,) and support centers (accounting, secretary, etc.). The reception and accommodation service is headed by a manager. Most often, the head of this service is subordinate to the reception and accommodation staff, the specialists of the reservation department, the staff of the united service group (service personnel in uniform - the receptionist department). Reception and accommodation service staff solve the issues of booking rooms, receiving guests, registering them and placing by numbers. The staff of this service is the first to meet guests, is constantly in contact with them and the last of the services to see off the guests of the hotel.

24Since the Sport hotel is a small hotel, at the reception desk, booking, registration, accommodation of guests, connection to rooms and other necessary operations is carried out by one employee under the guidance of the hotel director. Housekeeping service. The purpose of this unit is to provide service to guests in rooms, to maintain the necessary sanitary and hygienic condition of guest rooms and public premises, to provide personal services clients. No hotel can exist without this service. This service is usually headed by a female head of the economic service. Subordinate to the head of the economic service is the deputy, senior maids, staff of maids, laundry, dry cleaning and linen staff, cleaners. The housekeeping service works around the clock. Depending on the status of the hotel, the room is cleaned once or several times a day.14 In the Sport Hotel, the head of the housekeeping service is subordinate to the head maid, the laundry and dry cleaning staff, and the cleaning service. The service is open 24 hours a day, linen is changed twice a week and towels are changed daily. This service most often includes the secretariat, the accounting department, the personnel department. Accounting, solves all financial issues. This division includes a chief accountant, a deputy chief accountant. In the settlement part, there is a specialization of accountants in the performance of certain operations: processing of payment documents received from the reception and accommodation service and associated with the acceptance of payment for accommodation and additional paid services; maintaining all financial documents coming from the catering service; accrual wages hotel staff. This unit also needs a cashier. The personnel department solves the issues of selection, placement, promotion of personnel, organization of training and advanced training. This unit is called upon to create and maintain the necessary working conditions, safety measures. The division is headed by the head of the personnel department. In the hotel "Sport" the administrative service is also responsible for organizing the management of all services of the hotel complex, solving financial issues, 14 http://www.city-of-hotels.ru/ Business service.-URL: http: //www.city -of-hotels.ru/165/stuff-terms-ru/housekeeping-ru.html (18.10.12)

25 issues of staffing, is engaged in the creation and maintenance of the necessary working conditions. The composition of the service: - secretariat - accountant - financial service - personnel service This service provides customer service in restaurants, bars, hotel cafes; provides service for banquets and events in the banquet halls of the hotel; responsible for cooking, storing food and drinks, cleaning the kitchen, washing dishes; takes orders and delivers them to the rooms, in some hotels - control and replenishment of food and drinks in minibars; responsible for organizing service in the restaurant for the staff. In the "Sport" hotel, the catering department is an integral part of the hospitality... The restaurant "Lime" in the hotel is not only the prestige and face of the hotel, but also one of the main sources of profit. The hotel pays special attention to the breakfast service. The guests' day begins with breakfast, and its organization largely determines whether the beginning of the day will be good or bad for guests; moreover, at the Sport Hotel breakfast in the Lime restaurant is included in the room rate. For a fee, the hotel provides a mini-bar in the rooms. It would be rational and convenient for guests to replenish the mini-bar at the request of the client, or include it in the room price. The engineering service in the hotel management system is subordinate to the chief engineer. Depending on the scale of production, the composition and functions of the engineering service may vary. The engineering service includes: an electrician, a mechanic of climatic devices, a plumber, a joiner, a painter, an upholsterer, a decorator, etc. Chief Engineer determines the technical policy and directions of the technical development of the hotel enterprise in a market economy, the ways of reconstruction and technical re-equipment, the level of specialization in the provision of services for the future. It also performs administrative functions: - plans the work of the service; - organizes control of the condition of the building and its technical equipment; - organizes different types repair work; - supervises the installation, certification and certification of equipment;

26- monitors the quality of work; - draws up a timesheet and schedules of staff coming to work, vacation schedules, job descriptions, safety instructions and other documents; - concludes contracts with the controlling and servicing organizations of the hotel; - controls the maintenance, storage of various documents, such as acts of current inspections of the activities of the engineering and technical service, instructions for the operation of equipment. Sport "has in the staff: electrician, mechanic, plumbing, carpenter. Since the hotel is not large, it does not need a large number of employees of this service, therefore, if necessary, the hotel hires specialists. Hotel "Sport" also has auxiliary services. They provide the process of work of the hotel complex, offering laundry, tailoring, linen services, cleaning services, warehouse services, etc. Also additional services provide paid services. They include: swimming pool, sauna, air hockey.

27Conclusion The structure of enterprise management is understood as the composition and subordination of its management units that perform certain production management functions. The management structure is influenced by a significant number of factors. The level of technical and economic indicators of production largely depends on the degree of rationality of the management structure. A properly constructed enterprise management structure creates the prerequisites for high management efficiency, coordinated work of all its structural divisions. There are the following types of management structure: linear (hierarchical), functional, divisional, adaptive. However, none of the listed management structures is applied in its pure form, with the exception of a linear one, and then only in a small enterprise such as the Sport Hotel. Most enterprises use a mixed type of management. Hotel "Sport" to achieve greatest success in the work it is necessary to carry out the following measures: 1. restructuring of the planning system of the enterprise (long-term and current) through the reorganization of commercial activities. 2. creation of a new functional management structure - marketing service - and its inclusion in the management apparatus, 3. creation of a modern information and management system at the enterprise. 4. revision of the current principles of employee incentives. The solution of these tasks is a complex complex task that requires systems approach and methodological support based on the analysis of regulatory materials, political and socio-economic situation

28List of used literature

Introduction. 2

SECTION 1. Theoretical basis organizational structures. 4

1.1. The management structure of enterprises in the hospitality industry. 4

1.2. Types of organizational structures. 7

SECTION 2. Characteristics of the hotel "Russian Dvorik". 14

SECTION 3. Organizational structure of the hotel .. 22

3.1. Main hotel services .. 22

3.2. Organizational structure optimization methods .. 28

Conclusion. 38

List of used literature .. 40

Appendix 1.42

Appendix 2.44

Introduction

Historically, until the beginning of the last century, the world hotel industry was dominated by the European classical model, which was built around two important managerial positions - metro hotel and chef. The first was the person who monitors the interaction between the hotel staff and guests so that the service of the latter proceeds properly, quickly and in accordance with the hotel's policy. And the second was the owner of the kitchen and supervised the selection and preparation of dishes offered by the hotel.

There are usually few organizational problems in small hotels these days. The distribution of tasks, the definition of powers and responsibilities, and the relationship between members of the enterprise can be built on a personal and informal basis. But most hotels require some kind of structure through which interpersonal relationships shared and coordinated. In large hotels, there is a need for a neat and purposeful organizational structure.

The organizational structure of a hotel enterprise is determined by the purpose of the hotel, its location, the specifics of guests and other factors. It is a reflection of the powers and responsibilities assigned to each of its employees. But this does not prevent us from identifying the main services available in any hotel:

Room Fund Management Service (Guest Service Department);

Catering service;

Administrative Service;

Commercial service;

Engineering (technical services);

Ancillary and supplementary services.

Regardless of the factors affecting the size of the hotel enterprise and the composition of its structure, there is the concept of "guest (or technological) cycle", which defines the minimum set of hotel services necessary for the production and sale of a quality hotel product.

The relevance and significance of the topic of the work is that in modern conditions tourism business and the economic integration of the Russian Federation, the issues of the hospitality industry are significant for the country's economy. Therefore, the development of a methodology for researching management systems in hotel complexes is of practical importance for the development of the Russian economy as a whole at the current stage of its development, when a new understanding of the concept of management and its functions is needed. Study Issues hotel industry in general, and the activities of individual hotel enterprises in the city of Moscow in particular, is practically significant and relevant.

The purpose of this work is to study and analyze issues related to management methods in hotel-type enterprises.

The object of research in this course work is the hotel "Russian Dvorik".

This course work will address the following issues:

Hotel management structure, types of organizational structures;

Characteristics of the organizational and economic activities of the research object;

Analysis of its organizational and legal form;

Analysis of the structure of the management apparatus;

Economic indicators of economic activity;

Analysis of the main services of the hotel;

Study of methods for optimizing the organizational structure.

Section 1. Theoretical Foundations of Organizational Structures

1.1 Management structure of enterprises in the hospitality industry

Hotels and restaurants are not only the most important type of economic activity, but also a complex organizational structure, characterized by the distribution of goals and management tasks between entire divisions and individual employees.

The organizational structure of management consists of the composition, ratio, location and relationship of individual subsystems of the organization. The creation of such a structure is aimed, first of all, at the distribution of rights and responsibilities between the individual divisions of the organization.

The following elements are distinguished in the hotel management structure: links (departments), levels (stages) of management and communication - horizontal and vertical.

The links of management include structural divisions, as well as individual specialists performing the corresponding management functions or part of them (for example, managers who regulate and coordinate the activities of several structural divisions).

The formation of a management link is based on the performance of a specific management function by a department. The links established between departments are horizontal.

The management level is understood as a set of management links that occupy a certain stage in the hotel management system. The levels of management are in vertical dependence and obey each other: managers of a higher level of management make decisions, which are concretized and brought to the lower levels.

Changing priorities entrepreneurial activity(the functioning of a business) - from obtaining a business (in the 50s) to the adoption of the theory of a social contract (a business owes its existence to society and should be responsible not only to its shareholders, but also to society) - has led to a change in the principles of the functioning of production (Table . 1.), which directly affected the work with personnel.

Table 1. Principles of functioning of the production of LLC "SPSZ"

TRADITIONAL PRINCIPLES	MODERN PRINCIPLES
Individualistic ethics, property law, independent decisions	Development of social ethics with a focus on local society, collective participation and responsibility, socio-cultural impact on personal well-being
Personal benefit and prosperity for everyone is a guarantee of higher social welfare	The need for concerted public action
Raising efficiency through division of labor and specialization	Awareness of the limit of specialization from the standpoint of human satisfaction
Enterprise as a business unit	Organization of an enterprise as a socio-economic system
Profit maximization as the only goal	Profit is main goal but there is a growing awareness of social goals. Multipurpose satisfaction
A universal focus on profitable and efficient economic gains	Emphasis on profitability, efficiency and participant satisfaction
Organization of an enterprise as a closed system	Organization of an enterprise as an open system interacting with the environment
Reaction only to the market and competitive environment	Reactions to many interest groups and social forces
Approaching government from a government perspective	Understanding the role of government in relation to public goals
Man seeks to use and dominate nature	Living in harmony with nature and in subjection to it
Strong link between the use of ecological resources and economic growth	Understanding the limits of growth and actions to maintain ecological integrity
Unlimited use of science and technology. A look at science from the standpoint of laissez-faire and determinism	Awareness of the limits of science and technology. Recognition of the need to control the applied use of technology
Reducing public expectations from the enterprise to the production of material values and services	Society expects the enterprise to address issues of quality of life in a broader sense
Measuring Enterprise Achievements by Profit	Evaluation of an enterprise in terms of profit and indicators of social results

An important feature of the in-house management at SPSZ LLC is becoming a single and comprehensive impact on all personnel as a whole. In this regard, a system of personnel work is taking shape, which:

1) integrates HR management into common system management of the company, links it with strategic guidelines and corporate culture, as well as planning research, production, sales, quality improvement, etc .;

2) includes a detailed system of permanent and programmatic measures to regulate employment, planning jobs, organizing the selection, placement and training of personnel, forecasting the content of work;

3) presupposes careful accounting (including in information systems) the qualities and professional characteristics of employees, as well as the results of their activities;

4) provides for propaganda and educational work both with employees of the company and with their family members (Japanese practice);

5) centralizes the management of labor in the firm in the hands of one of its leaders, and also takes measures to improve the mechanism of personnel work.

The essence of personnel management (HR) at SPSZ LLC lies in the fact that people are viewed as the company's competitive wealth, which must be allocated, developed, and motivated together with other resources in order to achieve its strategic goals.