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Barbarian Diordieva - the lawyer, an analyst.
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Career and work

And, and people: how to distribute working duties

Distribution of duties - one of the most difficult skills for the proprietor or the manager. Some cannot learn it never. They penetrate into all details and early descend in a tomb. Others in words agree, but actually at all catch.

At the small enterprises it is difficult enough to charge someone work, responsibility and the power, after all it means, that this<кто-то> will solve how to spend master's money. It is necessary to give such share of the power that business went, assistants showed the initiative, and the enterprise worked in your absence.
Here some words about importance of distribution of work and responsibility.

Theoretically, principles of distribution of work are identical, there will be at you 25 workers and one managing director, or 200 employees and some managers. But to realise these principles difficult enough.

Distribution of duties is, probably, the most difficult, that it is necessary to study to the owner of the enterprise. Some cannot learn it never. They penetrate into all details and early descend in a tomb. Others in words agree, but actually at all catch. They willingly transfer to managers responsibility, but do not give any power.

How many the power?
The power is a fuel on which the car when you transfer work and duties goes. There is a question:<в какой степени вы позволите чужому человеку принимать решения, которые касаются ваших собственных денег?>.

It is hard to answer this question. Sometimes the owner of the enterprise should solve it routinely as it should be made to That Бразеру. He so was proud of that it the most important, that could not give another a part of the duties in any way. It tried, but, to the disappointment, has found out, that the result does not satisfy it.

Once, having returned from short business trip, the Volume has passed in the office, but has there and then jumped out therefrom, shaking by a pack of sheets.<Кто подписал документ на выплату сверхурочных, пока меня не было?>, - he shouted.<Я>, - the chief of industrial department has answered.

Having seen, that all heads have turned on shout, the Volume has lowered tone of conversation. It has led the chief of industrial department in an office.

There there was a following conversation:

- You have dared to confirm the overtime. It for the present my company, and I solve, what overtime to pay and what - are not present! You perfectly know, that the overtime are not included into the price.

- Yes, but you have told, that I completely am responsible for manufacture. You have told, that I for what did not break delivery.

- Truly. Really, I remember, that wrote to you about several orders before leaving a city.

- It is good, that have recollected. And with one of them, with that, big, we were late, therefore I and have signed the overtime.

- Yes, I, probably, would arrive as. But on the future let's agree at once. Since this moment all overtime are confirmed by me.

After that the Volume has collected chiefs of other departments, including the agent on purchases and the manager. Office. He has told it, that has occurred, and has explained, that they should not make the decisions connected with increase of an overhead charge. Such decisions are confirmed only by him, has underlined Volume. It is its company, and it will be ruined, if costs eat profit.

And nevertheless, even if you successfully cope with the company, you all the same should transfer someone a part of duties. What part, it is defined in each concrete case.

At least, it is necessary to give such share of the power, that:

1) business went;
2) assistants showed the initiative;
3) and the enterprise worked in your absence.

To whom to transfer?
To distribute responsibility - does not mean simply to tell to assistants:<Ребята, теперь вы все - начальники>. Those to whom you transfer the power and responsibility, should understand technical details of that business which you trust them. But technical training it yet all.

Besides, the person coming on a responsible post, should either to be the manager, or to have corresponding qualification. The basic duties of the manager consist in planning, operating and co-ordinating work of others.

The manager should possess three<И> - the initiative, interest and an ingenuity. The chief of department should be independent enough to begin work and to support its normal course. The manager does not need to specify, for example, that all its subordinates came for work in time.

It is necessary to take into consideration and personal qualities. The head should possess strong will that if it is necessary, to overcome resistance. It also should be ambitious enough to be in good repute. But not so, to cause hostility of other employees.

Explain distribution of duties
Reasonable people usually wish to know, for what they will answer. On Charles Vilej's example we will look, as the owner of the enterprise explains it to them. It has begun that has created hierarchical structure. It has divided the small firm into departments - industrial department, a sales department and an administrative part.

The manager of industrial department was responsible for advertising, a booking and servicing. Mr. Vilej considered an administrative part as a staff, auxiliary in relation to other two departments. The manager of an administrative part was responsible for shots, purchases and accounts department.

Besides, Mr. Vilej has developed an order of passage of orders with the assistants. Chiefs of departments have helped to find areas in which duties were blocked or<висели в воздухе>. After that have made the underground group of duties on a paper. Thus, each chief of department precisely knew the duties and limits of the competence.

In the charter there was also a list of the measures, which chiefs of departments could undertake under own initiative, and the list of actions which demanded the statement of head office - Mr. Vilej, or, in its absence, the assistant to the general manager.

Mr. Vilej has thought over a situation when it can not be at factory. To be assured, that all will be normal, it has appointed the chief of industrial department the assistant to the general manager, and has authorised it to solve all current questions for lack of Mr. Vilej.

Thinking of absences, Mr. Vilej has gone further away - he has disposed, that the chief of each department has prepared to itself the assistant, capable to operate department, in a case if it is required.

When you distribute duties, be convinced, that work of departments is co-ordinated. We will consider experience of the owner of other small enterprise, Ann Johns. She thought, that at it everything is all right while the chief of shop has not reported on it, that it have filled up with urgent orders.

<Я не в состоянии выполнять обещания, которые дал Билл>, - The chief of shop grumbled. Bill was the chief of a sales department. Have caused Bill. He has declared:<Я должен был пообещать выполнить заказ пораньше. Иначе мы бы его вообще не получили>.

Ann has solved a problem, having ordered to chiefs of departments further to co-ordinate all terms. When define to each manager of its duty and responsibility, be convinced, that work of departments is co-ordinated. Only so you reduce risk to get confused in terms and will know, who is responsible for this or that work. At such distribution of duties each manager knows what to do, while the situation did not leave from under the control.

Do not lose management
If you supervise over the company through intermediaries, you should not lose the control over conditions. For this purpose you define, who is responsible for each concrete business, and check its/its work.

Operating assistants, it is necessary to adhere to the middle. It is not necessary to penetrate into their actions so to stir to work, but also it is impossible to keep away too not to lose representation that occurs in your own company.

The feedback is necessary to you to be in the know. Reports allow to receive the necessary information during the necessary moment. They can be daily, weekly or monthly, in dependence because, what information is necessary to you. Each chief of department can report about the successes or their absence, in the units of measure most convenient for it, for example, the boxes ready to sending, contracts in territory, or working hours on one employee.

Other way to receive the information - working meetings. On them chiefs of departments can tell about the work, successes and difficulties.

Work with shots
For the owner of the enterprise responsibility distribution does not come to an end with adjustment of the control over activity of managers. The enterprise should develop, and skills of management do not come by itself. You should learn the managers.

The good technique of training is to tell to managers, you if were on their place have as though arrived. Besides, you should watch, that they received the information which is necessary to them for a correct estimation of a situation.

During training you should be convinced, that have finished the thought to the listener. Sometimes words not precisely transfer thoughts. Set questions to be assured - the manager you has understood, and has understood correctly. In other words, distribution of duties will give effect only if at you good contact to the manager is come into.

And, the most important thing, listen. Happens, that the owner of the enterprise so will take a great interest in the speech, or that he is going to tell that at all does not listen to the interlocutor. If you want, that your pupil moved ahead, it is necessary to explain, why you learn it to it. If the person knows the purpose of the activity, it can is more sensible to supervise.

Give the chance to the employees to work
Sometimes you notice, that увязли in weight of small affairs, though you have made everything to distribute duties and to transfer a responsibility part to the managers. But instead of defining limits of the competence for each manager, to paint all duties, to watch their execution and to learn new, you cannot get out of routine work in any way. Why?

Usually it happens because you could not make the most important thing.

You could not depart aside and set in motion the mechanism.

If you transfer powers, you should give to managers and possibility to work how it it is convenient. You will put the company in a difficult situation if will try to estimate managers on, whether they are capable to carry out the concrete task in the same way as it would be made by you. It is necessary to judge by results, but not on a way of their achievement.

Any two persons differently react in the same situation. Be ready to that something will be made not how it is done by you. Certainly, if the manager too far departs from main principles of activity of the enterprise, its/its it is necessary to return in a demanded channel. You do not presume to have the unpredictable doubler.

You should remember also, that, forcing managers to do work qualitatively more low, you deprive of their self-trust. As to you if your assistant does not consult with the work, and its/its lacks cannot be corrected, simply replace this person. But if the assistant achieves good results, it is not necessary to watch everyone its or its step.