We create a structural unit in the organization. Structural divisions of the organization: types. Types of structural divisions

The legislation does not contain a universal definition of a structural unit of an organization. Based on the established practice, under the structural divisions of organizations it is customary to consider their parts, isolated on a territorial or functional basis. So, in accordance with Article 55 of the Civil Code of the Russian Federation, a branch or representative office legal entity is an separate subdivision a legal entity located outside its location, while the branch performs all the functions of the parent organization or part of them, and the representative office can only represent the interests of the organization and protect them. At the same time, according to the judicial authorities, another locality should be understood as an area outside the administrative-territorial boundaries of the relevant locality(for example, part three, clause 16 of the Decree of the Plenum of the Supreme Court of the Russian Federation dated March 17, 2004 No. 2 "On the application by the courts Russian Federation Labor Code Russian Federation").

Article 27 of Federal Law No. 273-FZ contains a wide list of various structural units of educational organizations, characteristic of their various types, types and focus of educational programs, as well as other features of functioning. Among them, the Federal Law names branches, representative offices, departments, faculties, institutes, centers, departments, preparatory departments and courses, research, methodological and educational departments, laboratories, design bureaus, educational and training workshops, clinics, educational and experimental farms, training grounds, training bases of practice, educational and demonstration centers, educational theaters, exhibition halls, educational circus arenas, educational dance and opera studios, educational concert halls, artistic and creative workshops, libraries, museums, sports clubs, student sports clubs, school sports clubs, hostels, boarding schools, psychological and socio-pedagogical services that provide social adaptation and rehabilitation of students who need it. With the exception of branches and representative offices, other structural subdivisions can be considered separate precisely on the basis of the functions performed. This list is open, and the current legislation does not establish any prohibitions to consider other “parts” as structural divisions educational organization.

For example, a kindergarten attached to a general educational institution can be considered a structural subdivision of this institution, the activity of which differs in the level of the general educational program being implemented. At the same time, it is of no fundamental importance (if it is not a branch) the territorial location of groups of children of the former kindergarten. And vice versa, if the elementary school attached to the general educational institution simply expanded the already existing contingent of classes-kits elementary school, then it is unreasonable to consider it a structural unit.

Thus, in itself, the location of an educational organization and its parts in different buildings with different legal addresses is not yet a sufficient reason to consider these parts as structural subdivisions, since there is no functional isolation of these parts.

An important legal aspect of structuring educational organizations is present in the design labor relations with employees: if employment contract when applying for a job indicated structural subdivision, then a permanent or even temporary change in a structural unit is considered a transfer to another job, requiring the consent of the employee (Article 72.1 of the Labor Code of the Russian Federation).

The creation and functioning of structural divisions of an educational organization is regulated by local regulations (parts 2, 4, article 27 of Federal Law No. 273-FZ).

D.L. Shchur, head of the legal department of the Publishing and Consulting Center "Delo and Service"

The regulation on the structural unit is a local regulatory act of the organization that determines the procedure for creating a unit, the legal and administrative position of the unit in the structure of the organization, the tasks and functions of the unit, its rights and relationships with other units of the organization, the responsibility of the unit as a whole and its head.

Since the requirements for provisions on structural divisions and the rules for their development are not established by law, each enterprise independently decides which issues of organizing the activities of a particular division should be regulated in these local regulations.

Let's start with what is meant by a structural unit and for what type of unit the following recommendations are developed.

Structural subdivision is an officially allocated management body for a certain area of the organization's activities (production, service, etc.) with independent tasks, functions and responsibility for their implementation. A subdivision can be either isolated (branch, representative office) or not possessing the full characteristics of an organization (internal). It is for the second type of units, that is, internal ones, that these recommendations have been prepared.

As follows from the Qualification Directory for the positions of managers, specialists and other employees, approved by the Decree of the Ministry of Labor of Russia dated August 21, 1998 No. 37 (as amended on November 12, 2003), the department of organization and remuneration of labor should develop provisions on structural divisions. Since such a unit is not created in every organization, usually this work is entrusted either to the personnel service, which is most often the initiator of the introduction of provisions, or personnel service(HR department). The legal or legal department may also be involved in the collaboration.

In some organizations, it is accepted that each structural unit independently develops a position for itself. It is unlikely that such a practice can be called correct, especially if the company has not developed uniform rules and requirements for these local regulations.

The general management of work on the preparation of regulations on structural divisions, as a rule, is carried out by the deputy head of the organization (for personnel, for administrative and other issues).

Types of structural divisions

When assigning a name to a structural unit, first of all, it is necessary to decide what type of unit is being created. The most common is the structuring of the organization into the following divisions:

1) control . These are subdivisions formed according to industry and functional characteristics, and ensuring the implementation of certain areas of the organization's activities and managing the organization. Usually they are created in large companies, bodies state power and local self-government and combine smaller functional units (for example, departments, divisions);

2) branches . Treatment-and-prophylactic, medical institutions and organizations are most often structured into departments. These are usually industry or functional divisions, as well as departments that combine smaller functional divisions.

Public authorities are also structured into branches (for example, branches are created in regional customs departments). As for banks and other credit institutions, as a rule, branches in them are created on a territorial basis and are separate structural units registered as branches;

3) departments . They are also subdivisions structured according to industry and functional characteristics, which, as well as departments, ensure the implementation of certain areas of the organization's activities. Usually, such units are created in state authorities and local governments; they unite in their composition smaller structural units (most often - departments). Departments are also created in representative offices of foreign companies and in companies in which management is organized according to Western models;

4) departments . Departments are understood as functional structural units responsible for a specific area of the organization's activities or for organizational and technical support for the implementation of one or more areas of the organization's activities;

5) service . "Service" is most often called a group of functionally united structural units that have related goals, tasks and functions. At the same time, the management or leadership of this group is carried out centrally by one official. For example, the service of the Deputy Director for Personnel may unite the personnel department, the personnel development department, the organization and remuneration department, and other structural units that perform functions related to personnel management. It is headed by the Deputy Director for Human Resources and is created to implement a unified personnel policy in the organization.

The service can also be created as a separate structural unit, formed on a functional basis and designed to ensure the activities of all structural units of the organization within the framework of the implementation of one direction. Thus, the security service is a structural unit that provides physical, technical and information security all structural units of the organization. The labor protection service is also most often created as an independent structural unit and for the implementation of a very specific task - to coordinate labor protection activities in all structural divisions of the organization;

6) bureau . This structural unit is created either as part of a larger unit (for example, a department), or as an independent unit. As an independent structural unit, the bureau is created to conduct executive activities and service the activities of other structural divisions of the organization. Basically, "bureau" is traditionally called the structural units associated with "paper" (from the French bureau - a desk) and reference work.

In addition to the above, production units are created as independent structural units (for example, workshops ) or units serving production (for example, workshops, laboratories ).

Looking at the organizational structure federal bodies executive branch, the following dependence can be found: the staffing of the department is at least 15 - 20 units, the department within the department - at least 5 units, the independent department - at least 10 units.

Rules and principles of structuring commercial organization, the staffing standards of a particular unit, its management determines independently. However, it should be taken into account that the fragmentation organizational structure into independent subdivisions consisting of 2 - 3 units, the heads of which do not have the right to accept management decisions, leads to the "blurring" of responsibility and the loss of control over the activities of all structural units.

As already noted, independent units, in turn, can be divided into smaller structural units. These include:

a) sectors . Sectors (from lat. seco - cut, divide) are created as a result of temporary or permanent division of a larger structural unit. Temporary structuring occurs when two or more specialists are allocated as part of a department to solve a specific problem or carry out a specific project, headed by a chief or leading specialist; after the task is completed, the sector is disbanded. The main functions of the permanent sector is the implementation of a specific area of activity of the main unit or the solution of a certain range of issues. For example, in the financial department, a sector for financing operating expenses, a sector for methodology and taxation, a sector for financing investments and lending, a sector for securities and analysis bureaus can be created as permanent ones; as a temporary sector, a sector for the implementation of a specific investment project can be created;

b) plots . These structural divisions are created on the same principle as the permanent sectors. Usually they are strictly limited to "zones" of responsibility - each section is responsible for a specific area of work. Usually the division of a structural unit into sections is conditional and is not fixed in staffing(or in the structure of the organization);

c) groups . Groups are structural units created according to the same principles as sectors, sections - they bring together specialists to perform a specific task or implement a specific project. Most often, groups are temporary, and their creation is not reflected in overall structure organizations. Typically, the group operates in isolation from other specialists of the structural unit in which it was created.

The specific name of the subdivision indicates the main activity of the selected structural unit. There are several approaches to establishing unit names.

First of all, these are the names, which in their composition contain an indication of the type of unit and its main functional specialization, for example: “financial department”, “economic management”, “X-ray diagnostic department”. The name may be derived from the titles of the positions of the chief specialists who head these divisions or supervise the activities of these divisions, for example, “chief engineer service”, “chief technologist department”.

The name may not contain an indication of the type of unit. For example, “office, “accounting”, “archive”, “warehouse”.

Names are assigned to production units most often by the type of products produced or by the nature of production. In this case, the name of the manufactured product (for example, “sausage shop”, “foundry shop”) or the main production operation (for example, “car body assembly shop”, “repair and restoration shop”) is attached to the designation of the type of subdivision.

In the event that a structural unit is assigned tasks that correspond to the tasks of two or more units, then this is reflected in the name - for example, “financial and economic department”, “marketing and sales department”, etc.

The legislation does not contain rules for establishing the names of structural units - as a rule, organizations assign them independently, taking into account the above rules. Previously, state-owned enterprises were guided by officially approved staffing standards for the number of structural units, the Unified nomenclature of positions of employees (Decree of the USSR State Labor Committee of 09.09. 1988).

At present, to determine the name of the structural unit, it is advisable to use the already mentioned Qualification guide positions of managers, employees and other specialists, containing the names of heads of departments common to all sectors of the economy (heads of departments, heads of laboratories, etc.). In addition, this issue should also be guided by All-Russian classifier professions of workers, positions of employees and wage categories (OKPDTR).

The composition of the details of the Regulation

The main requisites of the position<*>about the structural unit as a document are:

1) name of the organization;

2) the name of the document (in this case, the Regulation);

3) registration number;

4) title to the text (in this case, it is formulated as an answer to the question about which structural unit this Regulation is about, for example: “On the financial department”, “On the personnel department”);

5) stamp of approval. As a rule, regulations on structural divisions are approved by the head of the organization (directly or by a special administrative act). Constituent documents or local regulations of the organization, the right to approve regulations on structural divisions may be granted to other officials (for example, the deputy head of the organization for personnel). In some organizations, it is accepted that the provisions on structural divisions are approved by the body authorized by the founders (participants) of the legal entity;

6) text;

7) approval marks (if the Regulation, in accordance with the rules adopted by the organization, is subject to external approval, then the approval stamp is affixed, if only internal - then approval visas). Usually the draft Regulations are only internally approved. The list of structural divisions with which it is coordinated is determined by the organization independently.

The draft Regulations on the structural unit are subject to approval:

With a higher manager (if the unit is part of a larger unit);

With the deputy head of the organization, who oversees the activities of the unit in accordance with the distribution of responsibilities between senior employees;

With the head of the personnel service or other department that manages personnel;

With the head of the legal or legal department or with the lawyer of the organization.

In order to avoid inaccuracies in the wording of the relationship of the unit with other structural units, duplication of functions in the regulations on different structural units, it is desirable that the draft Regulations be agreed with the heads of those structural units with which the unit interacts. If the number of subdivisions with which the draft Regulation is to be approved is more than three, then it is advisable to issue an approval visa in the form of a separate list of approvals.

Such requisites as the date of publication may not be affixed, since the date of the Regulation will actually be considered the date of its approval. Also, the number may not be indicated, since a separate Regulation is developed for each structural unit.

The text of the Regulation can be structured into sections and subsections. The simplest is structuring into sections:

one. " General provisions».

2. "Goals and objectives".

3. "Functions".

4. "Rights".

More complex is the structure, in which sections are added to the above sections:

"Structure and staffing";

"Leadership (management)";

"Interaction";

"Responsibility".

Even more complex is the structure, which includes special sections on the working conditions of the unit (working mode), issues of control and verification of the activities of the structural unit, assessing the quality of the performance of the unit's functions, property of the structural unit.

In order to show how the provisions on structural divisions are designed, let's take such a division as the personnel department. A sample Regulation on the simplest, but sufficient for the technocratic organization of the activities of this unit, is given in the "PAPERS" section (p. 91). To develop provisions along this model, it is enough to use the recommendations below for the first four sections. As for more complex models of regulations on structural divisions, one of them, prepared taking into account the recommendations for all sections, will be published in one of the following issues of the journal.

Section 1. "General Provisions"

This section of the Regulations reflects the following issues:

1.1. The place of the unit in the structure of the organization

If the organization has such a document as the "Structure of the organization", then the place of the unit is determined on its basis. If there is no such document, then the Regulation indicates the place of the unit in the organization's management system, and also describes what this structural unit is - an independent unit or a unit that is part of a larger structural unit. In the event that the name of the unit does not allow you to determine the type of unit (for example, archive, accounting), then it is desirable to indicate in the Regulation on what rights it was created (on the rights of a department, department, etc.).

1.2. The procedure for the creation and liquidation of a division

As a rule, a structural subdivision in a commercial organization is created by order of the head of the organization by his sole decision or in pursuance of a decision taken by the founders (participants) of a legal entity or a body authorized by them. The details of the document on the basis of which the division was created are indicated when stating the fact of the creation of a structural division.

The same paragraph defines the procedure for the liquidation of the unit: by whom such a decision is made and by what document it is drawn up. If the employer establishes special rules for the liquidation of a unit in his organization, then it is also advisable to describe the liquidation procedure here (provide a list of liquidation measures, the timing of their implementation, the procedure for paying compensation to employees). If the organization applies the general rules for reducing the staff of the organization's employees, then in this paragraph of the Regulation it is sufficient to confine itself to referring to the relevant articles of the Labor Code of the Russian Federation.

It is highly undesirable to use the concept of “abolition of a structural unit”, since abolition is understood as the termination of the activities of a structural unit not only as a result of the liquidation of the unit, but also as a result of its transformation into something else. However, since it is still desirable to resolve this issue, the Regulations must provide for the procedure for changing the status of a structural unit (its merger with another unit, transformation into a different type of unit, separation of new structural units from its composition, joining the unit to another unit).

1.3. Subordination of the structural unit

This paragraph indicates to whom the structural unit is subordinate, that is, which official exercises the functional management of the unit's activities. As a rule, technical departments report to technical director(chief engineer); production - to the deputy director for production issues; planning and economic, marketing, sales divisions - to the Deputy Director for Commercial Affairs. With such a distribution of responsibility between executives, the office may report directly to the head of the organization, legal department, public relations department and other administrative divisions.

If a structural unit is part of a larger unit (for example, a department within a department), then the Regulations indicate to whom (position title) this unit is functionally subordinate.

1.4. Fundamental documents that guide the unit in its activities

In addition to the decisions of the head of the organization and general local regulations of the organization, the Regulation lists special local regulations(for example, for the office - Instructions on office work in the organization, for the personnel department - Regulations on the protection of personal data of employees), as well as industry-wide and industry-specific legislative acts (for example, for accounting - the Federal Law "On Accounting", for the information protection department - Federal Law "On Information, Informatization and Information Protection").

The structure of this paragraph of the Regulation may be as follows:

“1.4. The department carries out its activities on the basis of: _____________________________"

(name of documents)

“1.4. In its activities, the department is guided by:

1.4.1. ______________________________________________________________________.

1.4.2. ________________________________________________________________________"

“1.4. In solving its tasks and performing its functions, the department is guided by:

1.4.1. ________________________________________________________________________.

1.4.2. ___________________________________________________________________________"

1.5. Other

The Regulations on the structural unit may provide other information that determines the status of the unit. So, for example, the location of the structural unit can be indicated here.

The same section of the Regulations may contain a list of basic terms and their definitions. It is advisable to do this in the regulations on structural units that perform specific functions, and the staff of which includes specialists who perform duties that are not related to the main tasks of the unit (for example, in the Regulation on the Department for Information Protection, it is desirable to clarify what is meant by "information leakage" , "object of information", "opposition", etc.).

In addition, other issues can be included in the "General Provisions" section, which will be discussed further as part of other sections of the Regulations on the structural unit.

A structural unit is a structural part of an organization that performs certain production or functional tasks within the framework of the charter and job descriptions workers.

Legal aspects of the work of structural divisions

A structural subdivision cannot be considered separately from the enterprise, because it is not endowed with legal or economic independence. In accordance with the legislation, the following features of these structural units can be distinguished:

if the management of the enterprise has decided that it is necessary to create a structural unit, then there is no need or obligation to report this to the registration authorities;
registration is not required tax authorities, pension and insurance funds;
no separate accounting documents are maintained for the structural unit, and its activities are reflected in the general balance sheet of the organization;
a separate statistical code is not assigned to this link;
it is not allowed to open separate bank accounts for a structural unit.

Regulations on divisions

The activity of the structural unit is carried out on the basis of a special regulation, which is developed by the management of the enterprise in accordance with the established legislative norms. The document contains the following main sections:

general provisions that describe the enterprise itself, as well as intentions to create a specific organizational structure;
an overview of the number and composition of personnel both in general and for each unit;
functions to be performed by the structural link;
determining the goals of its activities, as well as setting tasks that will ensure their achievement;
appointment of the management of divisions, as well as the definition of their terms of reference;
description of the mechanisms of interaction between structural divisions, as well as with governing bodies;
determining the responsibility of the unit as a whole, as well as the head and individual workers personally;
the procedure for liquidating a structural link, indicating the procedure, as well as significant reasons.

Requirements for structural units

To ensure continuous efficient work, the structural unit must comply with a number of mandatory requirements, namely:

subordination should be centralized, that is, each of the employees should be directly accountable to the head of this structural unit, who, in turn, regularly reports to the general director;
the work of the unit must be flexible, with the ability to quickly respond to any changes both within the organization and in the external environment;
the work of each structural unit must be strictly specialized (that is, the link must be responsible for a certain area of activity);
the load on one manager should not be too large (no more than 20 people, if we are talking about the middle link);
Regardless of its functional purpose, the unit must in every possible way ensure the saving of financial resources.

Functions of structural divisions

Each structural unit of the organization is called upon to perform certain functions, reflected in the corresponding provision. Their content depends on the scope and type of activity of the link. When developing features, guidance should be based on the following requirements:

the formulation of functions implies the simultaneous setting of tasks to achieve them;
the designation of functions in the document is carried out in descending order (from main to secondary);
the functions of different structural divisions should not overlap and be repeated;
if the link has certain connections with other structural units, then their functions must be coordinated in order to avoid contradictions;
all functions of departments should have a clear numerical or temporary expression in order to provide an opportunity to assess the quality of work;
when developing functions, care must be taken that they do not go beyond the authority or rights of management.

Division management

Like the enterprise as a whole, all its links need effective management. The head of the structural unit is directly responsible for this task. It should be noted that the methodology and management models can be chosen by the local authorities on their own or delegated from above.

Depending on the field of activity of the unit, as well as the scope of responsibility of the head, the latter has the right to delegate some powers to his subordinates. At the same time, a strict system of reporting and control must be observed. The final responsibility for the results of the work rests solely with the manager.

Activities should be organized as follows:

at the beginning of the period, the head carries out planning, which is fixed in the relevant documents;
then there is continuous monitoring of the results of work in order to be able to respond to deviations in time;
at the end of the reporting period, a check is carried out for compliance of the resulting indicators with the planned ones.

conclusions

The structural subdivision of the organization is its main working cell, which performs certain functions regulated by the relevant regulation. It should be noted that such a structural division is expedient only within the framework of large enterprise, after all, in small firms, powers can be distributed among individual employees.

It is important to organize effective interaction between various structural divisions. Their functions should not be duplicated or contradict each other. Particular attention is paid to the issue of management organization. The management of the structural unit, although it has broad powers regarding its management, nevertheless undertakes to strictly comply with all orders and requirements of the general director.

Depending on the activities of the enterprise and for ease of definition of its functions, there are various divisions. The most common is the structuring of the organization into the following divisions:

1) management. These are subdivisions formed according to industry and functional characteristics, and ensuring the implementation of certain areas of the organization's activities and managing the organization. Usually they are created in large companies, state authorities and local governments and combine smaller functional units (for example, departments).
2) branches. Treatment-and-prophylactic, medical institutions and organizations are most often structured into departments. These are usually industry or functional divisions, as well as departments that combine smaller functional divisions.

Public authorities are also structured into departments (for example, departments are created in regional customs departments). As for banks and other credit institutions, as a rule, branches in them are created on a territorial basis and are separate structural units registered as branches;

3) departments. They are also subdivisions structured according to industry and functional characteristics, which, as well as departments, ensure the implementation of certain areas of the organization's activities. Usually, such units are created in state authorities and local governments; they unite in their composition smaller structural units (most often - departments). Departments are also created in representative offices of foreign companies and in companies based on Western models.
4) departments. Departments are understood as functional structural units responsible for a specific area of the organization's activities or for organizational and technical support for the implementation of one or more areas of the organization's activities;
5) services. "Service" is most often called a group of functionally united structural units that have related goals, tasks and functions. At the same time, the management or leadership of this group is carried out centrally by one official. For example, the service of the Deputy Director for Personnel may unite the personnel department, the personnel development department, the organization and remuneration department, and other structural units that perform functions related to personnel management. It is headed by the Deputy Director for Human Resources and is created to implement a unified personnel policy in the organization.

The service can also be created as a separate structural unit, formed on a functional basis and designed to ensure the activities of all structural units of the organization within the framework of the implementation of one direction. Thus, the security service is a structural unit that ensures the physical, technical and information security of all structural units of the organization. The labor protection service is also most often created as an independent structural unit and for the implementation of a very specific task - to coordinate labor protection activities in all structural divisions of the organization;

6) bureau. This structural unit is created either as part of a larger unit (for example, a department), or as an independent unit. As an independent structural unit, the bureau is created to conduct executive activities and service the activities of other structural divisions of the organization. Basically, "bureau" is traditionally called the structural units associated with "paper" and reference work.

In addition to the above, production units (for example, workshops) or units serving production (for example, laboratories) are created as independent structural units.

The justification for the creation of one or another independent structural unit, as a rule, is linked to the traditions of the organization (recognized or informal), methods and goals of management. Indirectly, the choice of the type of unit is affected by the number of personnel. So, for example, in organizations with an average number of employees over 700 people, labor protection bureaus are created with a regular number of employees of 3-5 units (including the head). If the staff of the structural unit responsible for ensuring labor protection includes 6 units, then it is called the labor protection department. If we turn to the organizational structure of the federal executive authorities, we can find the following dependence: the staffing of the department is at least 15-20 units, a department within the department is at least 5 units, an independent department is at least 10 units.

The rules and principles of structuring a commercial organization, the staffing standards of a particular unit, its management determines independently. However, one should take into account the fact that the fragmentation of the organizational structure into independent units, consisting of 2-3 units, whose leaders do not have the right to make managerial decisions, leads to the "erosion" of responsibility and the loss of control over the activities of all structural units.

As already noted, independent units can be divided into smaller structural units. These include:

a) sectors. Sectors are created as a result of temporary or permanent division of a larger structural unit. Temporary structuring occurs when two or more specialists are allocated as part of a department to solve a specific problem or carry out a specific project, headed by a chief or leading specialist; after the task is completed, the sector is disbanded. The main functions of the permanent sector is the implementation of a specific area of activity of the main unit or the solution of a certain range of issues. For example, in the financial department, a sector for financing operating expenses, a sector for methodology and taxation, a sector for financing investments and lending, a sector for securities and analysis bureaus can be created as permanent ones.
b) plots. These structural divisions are created on the same principle as the permanent sectors. Usually they are strictly limited to "zones" of responsibility - each section is responsible for a specific area of work. Usually, the division of a structural unit into sections is conditional and is not fixed in the staff list (or in the structure of the organization);
c) groups. Groups are structural units created according to the same principles as sectors, sections - they bring together specialists to perform a specific task or implement a specific project. Most often, groups are temporary, and their creation is not reflected in the overall structure of the organization. Usually the group operates in isolation from other specialists of the structural unit.

The specific name of the subdivision indicates the main activity of the selected structural unit. There are several approaches to establishing unit names.

First of all, these are names that in their composition contain an indication of the type of unit and its main functional specialization, for example: “financial department”, “economic department”, “radio-diagnostic department”. The name may be derived from the names of the positions of the main specialists who head these divisions or supervise the activities of these divisions, for example, “chief engineer service”, “chief technologist department.” The name may not contain an indication of the type of division. For example, “office, “accounting”, “archive”, “warehouse”.

The most common is the structuring of the organization into the following divisions:

1) management. These are subdivisions formed according to industry and functional characteristics, and ensuring the implementation of certain areas of the organization's activities and managing the organization. Usually they are created in large companies, public authorities and local governments and combine smaller functional units (for example, departments, departments);

2) branches. Treatment-and-prophylactic, medical institutions and organizations are most often structured into departments. This is usually
sectoral or functional divisions, as well as departments that combine smaller functional divisions.

3) departments. They are also subdivisions structured according to industry and functional characteristics, which, as well as departments, ensure the implementation of certain areas of the organization's activities. Usually, such units are created in state authorities and local governments; they unite in their composition smaller structural units (most often - departments). Departments are also created in representative offices of foreign companies and in companies in which management is organized according to Western models;

4) departments. Departments are understood as functional structural units responsible for a specific area of the organization's activities or for organizational and technical support for the implementation of one or more areas of the organization's activities;

5) services. "Service" is most often called a group of functionally united structural units that have related goals, tasks and functions. At the same time, the management or leadership of this group is carried out centrally by one official. For example, the service of the Deputy Director for Personnel may unite the personnel department, the personnel development department, the organization and remuneration department, and other structural units that perform functions related to personnel management. It is headed by the Deputy Director for Human Resources and is created to implement a unified personnel policy in the organization.

The service can also be created as a separate structural unit, formed on a functional basis and intended for
ensuring the activities of all structural divisions of the organization within the framework of the implementation of one direction. Thus, the security service is a structural unit that ensures the physical, technical and information security of all structural units of the organization. The labor protection service is also most often created as an independent structural unit and for the implementation of a very specific task - to coordinate labor protection activities in all structural divisions of the organization;

In addition to the above, production units (for example, workshops) or units serving production (for example, workshops, laboratories) are created as independent structural units.

If we turn to the organizational structure of the federal executive authorities, we can find the following dependence: the staffing of the department is at least 15–20 units, a department within the department is at least 5 units, and an independent department is at least 10 units.

The rules and principles of structuring a commercial organization, the staffing standards of a particular unit, its management determines independently. However, one should take into account the fact that the fragmentation of the organizational structure into independent units, consisting of 2-3 units, the leaders of which do not have the right to make managerial decisions, leads to the "erosion" of responsibility and the loss of control over the activities of all structural units.

Independent divisions can also be divided into smaller structural divisions. These include:

a) sectors. Sectors (from lat. seco - cut, divide) are created as a result of temporary or permanent division of a larger structural unit. Temporary structuring occurs when two or more specialists are allocated as part of a department to solve a specific problem or carry out a specific project, headed by a chief or leading specialist; after the task is completed, the sector is disbanded. The main functions of the permanent sector is the implementation of a specific area of activity of the main unit or the solution of a certain range of issues. For example, in the financial department, a sector for financing operating expenses, a sector for methodology and taxation, a sector for financing investments and lending, a sector for securities and analysis bureaus can be created as permanent ones; as a temporary sector, a sector for the implementation of a specific investment project can be created;

b) plots. These structural divisions are created on the same principle as the permanent sectors. Usually they are strictly limited to "zones" of responsibility - each section is responsible for a specific area of work. Usually, the division of a structural unit into sections is conditional and is not fixed in the staffing table (or in the structure of the organization);

c) groups. Groups are structural units created according to the same principles as sectors, sections - they bring together specialists to perform a specific task or implement a specific project. Most often, groups are temporary, and their creation is not reflected in the overall structure of the organization. Typically, the group operates in isolation from other specialists of the structural unit in which it was created.

The specific name of the subdivision indicates the main activity of the selected structural unit. There are several approaches to establishing unit names.

First of all, these are names that in their composition contain an indication of the type of unit and its main functional specialization, for example: “financial department”, “economic department”, etc. The name can be derived from the names of the positions of the main specialists heading these units or supervising the activities of these divisions, for example, "service of the chief engineer", "department of the chief technologist".

The name may not contain an indication of the type of unit. For example, “office, “accounting”, “archive”, “warehouse”.