A freelancer differs from an ordinary worker not at all by the specifics of his labor activity but by the need to force oneself to perform discipline. After all, if at work this concept is taken for granted and, as a rule, is performed a priori, then the level of earnings depends on a well-organized performance discipline for a freelancer.

Acquaintance with performing discipline

Performing discipline is characterized as the process of fulfillment by an employee or orders, instructions, decisions and orders that were taken by superiors. This kind of discipline arises from the authoritarian behavior of superiors or a strictly regulated social necessity.

Performing discipline also means timely and highly qualified performance of tasks. When a company consists of several people, then such a thing as performance discipline in the organization is leveled. After all, there is a boss who monitors everything, and subordinates understand that if the boss says something, then you need to do it.

When it comes to a large corporation, performance discipline, or rather the lack of it, can turn into a serious problem.

Discipline Management

In each organization, the work is formed as follows:

1. The boss gives instructions to the employee, clearly sets the goal and requirements according to which the project will be evaluated.
2. The terms of the project implementation are determined.
3. An employee submits a job.

The scheme is quite simple: the boss said - the subordinate did, however, the employee should not forget about the intermediate phases of the development of a project. This is exactly what discipline management is all about.

Every manager should make sure that the employee reports from time to time on the work done. As practice shows, projects that were handed over on the deadline day are much lower in quality than those that were supervised by the authorities throughout the entire development stage. This can bring huge losses to the company, which will depend on the size of the penalties and the number of lost, profitable offers.

Managing performance discipline will help to avoid such incidents. Management refers to the implementation of a control system in the company that will monitor the deadlines for the execution of contracts, improve the quality of projects and ensure teamwork.

Increasing the level of discipline

Executive discipline or performing, is characterized by four main indicators:

• Quality of work.
• Efficiency.
• Timeliness.
• Efficiency.

These indicators can be improved if special attention is paid to some points. First, before hiring an employee, you need to make sure of his skill level and work experience. Carefully study the personal characteristics of the candidate and his past work experience. Some corporate owners are of the opinion that it is better to hire a person "without experience" because it is much easier to teach than to retrain. When hiring employees, all factors must be taken into account.

Secondly, it is necessary to establish a structure within the organization:

• Discipline. Of course, we are not talking about the fact that a few minutes were allocated for personal hygiene and controlled down to seconds. But there must be discipline. Familiarity in the team is good on the one hand, but on the other hand, the company may suffer from this. Therefore, the disciplinary procedure should be the same for everyone, and penalties should be imposed for non-compliance with the established rules.
• Versatility. Each project has its own characteristics and nuances, so experts recommend creating several groups of employees in the company. Some will carry out projects according to universal quality requirements, and the other group will customize this project to the personal requirements of the customer.
• Qualification. Employees must develop. After all, the more experienced the employee, the higher the level of executive discipline, and, accordingly, the company's profit.

Is performance discipline necessary?

Performing discipline is the timely and high-quality fulfillment of the task set by the management. Considering labor discipline as the only way to form relationships in work collective, many overlook the category of performing discipline. And subsequently they remain at a loss as to why the company is losing its positions and customers, incurring losses and bursting at the seams. After all, employees are not late and adhere to the dress code, complete all assignments on time.

Possibly for labor indicator, but the performance discipline is focused on other criteria. Employees must not only submit work on time, but report after each completed stage and guarantee high quality project, only then it will be possible to talk about the development of the company and increase profits.

Performing discipline in the Armed Forces Russian Federation- compliance by all military personnel and civilian personnel of the Armed Forces of the Russian Federation with the requirements of legal acts of the Ministry of Defense of the Russian Federation and the General Staff of the Armed Forces of the Russian Federation, as well as orders, instructions, instructions, instructions of commanders and chiefs on specific issues.

Performing discipline includes control over the execution of orders of commanders (chiefs) and the execution of official documents.

Control over the execution of official documents is a set of measures aimed at the high-quality and timely execution of instructions given in the documents.

Control over the execution of official documents includes the collection and generalization of information on the status and results of the execution of documents, bringing this information to the relevant officials who were given instructions, taking the necessary measures for the timely and high-quality execution of documents, and, if necessary, the application of disciplinary measures. to persons guilty of untimely and poor-quality execution of documents.

The commander (chief) of the military control body, when exercising control over the execution of official documents, is obliged:

Organize proactive control over the execution of official documents in subordinate bodies of the military command, including the determination of means and methods of control over the timely execution of warning requests (control cards) in order to obtain and analyze intermediate information on the measures taken to execute the order, the implementation of control checks on the progress of the execution of the order, others Events;

Appoint officials responsible for monitoring the execution of official documents in subordinate military command and control bodies;

Ensure the submission to the higher regulatory body of information on the status and results of the execution of official documents;

Upon receipt of a notice of non-fulfillment in the set time or insufficient elaboration of documents, take strict measures against violators of executive discipline, which should be indicated in the reports submitted to the commander (chief) who gave the order.

The direct work of monitoring the execution of official documents is entrusted to persons appointed by orders of the relevant commanders (chiefs) of military command and control bodies.

Officials directly exercising control over the execution of official documents are obliged to:

Have all the necessary information on controlled documents;

Not later than 3 days (according to documents indicating "urgently" - immediately) after receiving the instruction, submit information about the performer (position, military rank, last name, first name, patronymic, office phone number) to a higher regulatory authority;

Carry out constant monitoring of the execution of official documents and periodically, depending on the importance and urgency of the documents, receive current information on the progress of their execution;

At least 7 days (for urgent - 1 day, for documents indicating "promptly" - 3 days) before the deadline for execution, and upon receipt of a request - immediately submit to the appropriate supervisory body of the military command and control information on the status of execution of each controlled document;

In the event that the course of execution of a controlled document does not guarantee the execution of an official document on time, take all necessary measures to ensure its timely execution. If the measures taken do not give proper results, you should report this to the higher authority and follow its recommendations;

Periodically analyze the state of execution of documents, the results of which should be reported to the relevant commanders (chiefs);

Develop measures to strengthen control over the execution of official documents and submit proposals to commanders (chiefs) to improve this work.

The state of control over the execution of official documents is checked twice a year (as of January 1 and July 1) by specially appointed commissions. The results of the checks are reflected in the acts.

Official documents subject to control are recorded according to the journal (card) for monitoring the execution of official documents or entered into the memory of personal electronic computers (PC), which should reflect: date, registration numbers, summary of the document, instructions of officials, deadline , surname of the performer, mark of performance and other necessary data.

An official document is considered executed and removed from control when:

All instructions given on it have been completed;

The results of consideration of the submitted documents by the official who was given the initial instruction do not require repeated reports, and all documents signed by him have been sent to the addressees;

The results of the execution were reported to the higher regulatory body, where confirmation was received that this document was removed from control.

All official documents must be executed within the specified time. If the deadline for the execution of an official document is not indicated in the order or the document itself, the document must be executed within a period of no more than a month, and documents marked "urgently" - no more than 3 days. Within 10 days, instructions containing the indication "promptly" in the text are executed.

The deadline for execution is calculated in calendar days from the date of signing the initial order by a higher official. According to official documents containing an appeal from a deputy of the State Duma of the Federal Assembly of the Russian Federation, the deadline for execution is 30 days, a deputy's request is 30 days, a parliamentary request is 15 days from the date of their initial registration with the military command and control body.

If it is necessary to extend the deadline for the execution of the order, no later than 3 days (for urgent documents - 1 day) before the expiration of the deadline, the official who gave the instruction is presented with a report with a reasoned request to extend the deadline for the execution with a mandatory indication of the reasons for the delay, the measures taken and the deadline necessary for the execution (improvement) of the order. It is allowed to submit a report with a request for an extension of the term without the consent of the officials indicated in the order as co-executors.

If an instruction for the execution of an official document is given to several officials, then the official responsible for the execution of the document as a whole is indicated.

If in the order responsible person is not specified, then for the execution of the document as a whole, the official responsible is the first one indicated in the order, who is obliged to organize the execution and approval of the document with the officials specified in the order, and, if necessary, with other officials within the prescribed time.

The co-executors must submit all the necessary materials, in agreement with the draft documents prepared, they must be endorsed, and in case of disagreement, give a reasoned opinion. Co-executors are responsible for the timely and high-quality execution of instructions along with the responsible executor of the document.

Official documents that do not meet the established requirements, that do not contain answers to all the questions posed in the instructions, that have not been agreed with the necessary officials, that have not passed legal control in the prescribed manner, or that have been submitted in violation of the deadlines for execution without indicating the reasons for the delay and measures to be taken against violators, returned for revision and re-submission or reported with draft orders for the punishment of those responsible.

The return of service documents that do not meet the established requirements is not a valid reason for delaying the deadline for execution.

March 30, 2016 11:28 am

If we ask business representatives who make a decision to purchase an EDMS what they expect from the system, then we will surely hear that help in organizing the company's business processes is very important to them. The EDMS market offers many solutions, and in addition to streamlining the interaction within the company, the system will also help in the work of the office, the contract department, and the sales department.

But how effectively is the initial problem of lack of control over processes solved?

As a rule, the processes of coordinating documents and executing orders are built. Various reports are used for control, such as the percentage of overdue orders for the date. Such statistics can be useful, but they do not always show the dynamics, which is important for understanding whether the situation is getting better or worse. It is not always possible to conduct an in-depth analysis, from general indicators to specific people and their tasks.

Therefore, an important factor in the successful use of the system can be a tool with which you can make all processes in the company more transparent and provide the most complete information to the manager for decision-making.

We will try to imagine how such a tool for interactive analysis of the effectiveness of employees in the system might look like.

Summary picture

We will focus on monitoring the execution of processes and highlight several universal indicators:

● Performance discipline is one of the simplest, but at the same time useful metrics. It shows how timely the employee performs the tasks assigned to him.

● The workload of employees is useful when looking for "bottlenecks", that is, employees who are tied to too many processes. At the same time, it is important to understand whether the employee manages to complete everything on time.

● The timeliness of the execution of various processes (orders, approval of documents) can provide information about the presence of systemic problems with their execution. For example, some processes may not be optimal, or employees may consider some part of the work to be low priority.

● The overall dynamics of the number of tasks will also be useful. At the implementation stage, it allows you to assess how intensively employees use the system and determine trends in completing tasks on time. It can serve as a good indicator when introducing various organizational measures.

If we combine these indicators into one summary picture, we will get an example of the start page of a tool for analyzing the work of employees in the system.

Indicators are displayed using graphical charts:

● "Performing discipline" with a value from 0 to 100%. We immediately see the big picture of the company as a whole.

● "Processes Overdue" as a pie chart with different processes as parts. We quickly identify "problem" types of processes.

● “High-Used Employees” as two bars each: green is the number of tasks that didn't miss the deadline, red is the number of overdue tasks. We quickly identify employees who are “bottlenecks”: the number of tasks is high, combined with a lot of “red”.

● "Dynamics of work with tasks" will be displayed in the form of a graph with two lines: the total number of active tasks for each date and the number of tasks with a violation of the deadline (red). We immediately see the general dynamics along the red line: the situation is stable, improving or worsening.

In this view, you can assess the overall state of the work of employees in the system, but what if we want to examine each indicator in detail?

A convenient solution would be to add interactivity: when choosing an indicator value on the start page, we can go to a page with extended data on it. For example, by selecting a specific employee with a high load, go to a page that will show what such a load was made of.

Let's consider each such page separately.

Analysis of performing discipline

Performance discipline reflects how many percent of tasks are completed on time.

● Or the system is not used at all.

● Either employees are inefficient.

● Either the deadlines for the assignments are obviously unrealistic.

If the performance discipline for the last month did not exceed 50%, then without a doubt it can be assessed as bad. But how to understand what this value has come from, whether there are positive or negative trends? Therefore, for performing discipline, its detailing is needed.

From the summary picture, selecting the indicator "Performing discipline", go to the page with its detailed analysis.

Here we see the percentage of the indicator in the context of employees. From those employees who have the minimum value of performance discipline, it is best to start working out organizational measures to increase performance discipline.

For the selected employee, you can see:

● What specific tasks the employee did not complete on time and by how much he overdue them, determine the reasons for their delay.

● Evaluate the dynamics of the indicator.

If the indicator of performing discipline is consistently high, then everything is fine.

If previously accepted organizational arrangements to improve performance discipline, then the value of the indicator should increase

A decrease in the value of the indicator indicates that the measures taken were ineffective

● Simple forgetting. If an employee works in the system, it is not often easy to forget to check incoming tasks.

● Misunderstanding why to do tasks. The work can already be done in fact, what difference does it make when the task is completed.

● Not knowing that the execution of tasks is a chain of work and untimely failure to complete the task can disrupt the timing of the whole process.

In such cases, you need to convey to the performers information about how and why you need to work in the system.

Employee load analysis

In the summary picture, we see the busiest employees, the number of tasks they received and the percentage of overdue. The green share displays the number of tasks without violating the deadline, the red one - the number of overdue.

To understand what specific tasks he did not complete on time, we go to the page with the details of his tasks by processes.

Here we see:

● Tasks for which types of processes add up to the workload of an employee.

● What kind of tasks the employee does not have time to complete on time.

● What is the dynamics of the number of assignments he receives and the percentage of overdue among them. If measures were taken to reduce the burden on the employee, then the total number and number of overdue payments should be reduced, otherwise the measures were ineffective.

In practice, often "bottlenecks" in the EDMS are managers who are coordinating and signing during the approval of documents, as well as clerks. Among managers, the reason for the large flow of incoming tasks may be micromanagement - closing all the company's processes on itself.

But a situation is possible when the load on the employee gradually increases and leads to his overload. Then he simply physically cannot cope with his workload.

Two types of measures are possible here:

● Operational: give someone to help him, transfer part of the work to other performers.

● Strategic: review and optimize the company's processes.

Process analysis

On the start page with summary data, we see the types of processes among which most often there are violations of the deadline.

To see what specific tasks within these processes caused this situation, open the page with extended information.

On the page we see:

● Which specific tasks within the selected process were overdue and who was responsible.

● What are the dynamics: is the situation changing, in which direction.

The normal situation in the long term is the minimum stable values ​​of the volumes of processes with violation of the deadline.

Analysis of the schedule with the dynamics of tasks allows you to see problem situations:

The number of initiated processes in the system decreases.

This may be a signal that employees stop using the system.

Employees do not complete tasks on time.

This is displayed on the graph as the red line of overdue processes approaches the line of the total number of processes.

This could mean the following:

● Employees do not cope with their duties.

● Assignment deadlines are too optimistic.

● Employees stop using the system and tasks remain unfulfilled.

Having understood what problems there are, you can find their causes, because processes are not always optimal:

● Within a process, there may be a hidden sub-process of several more steps. For example, when the approver has to independently agree on the document with someone else, and for all 1 day.

● Simultaneous parallel negotiation can be used instead of serial negotiation, but one negotiator is still waiting for the other to decide. For example, Chief Engineer may wait until the document is reviewed by a lawyer, while violating the deadlines for his assignment.

● Functions may be assigned to the wrong person. For example, a cover letter under a contract is prepared by a clerk. He is forced to go to an employee of the contract department and find out what needs to be written. In such a situation, it would be better for the employee of the contract department to prepare the accompanying documents.

Instead of a conclusion

We looked at an example of what a tool for interactive analysis of the effectiveness of employees in the system can be. Performing discipline will help us understand the overall “temperature” in terms of the timeliness of tasks, the list of the busiest employees will simplify the task of finding “bottlenecks”, and displaying processes with violation of the deadline will allow these processes to be optimized.

Systems electronic document management store a huge amount of information, but as a rule, most of it is hidden. Visualization of hidden data opens up new possibilities and allows the system to reach a qualitatively new level of process control.

It is possible to develop analysis practices in other subject areas: sales, project management, office work. After all, no matter what area we choose, there are always indicators reflecting real state affairs in it. And how to present it to the user is already the task of the EDMS and the visualization tools they provide.

How this tool is implemented in DirectumRX can be

At many enterprises in Russia, especially those that survived in last years rapid growth, one and the same problem is observed: the inability of the organization's officials to provide high-quality and proper control over the execution of their instructions. Usually, new companies suffer from this problem, while those organizations that still have a Soviet past, as well as the administrations of municipal, regional and federal authorities quite effectively use the experience of directive management, which was especially popular in our country before perestroika. This article sets as its main goal precisely the transfer of experience in the field of monitoring the execution of orders of executives to modern companies.

Almost any kind management activities organization is associated with the execution of instructions from its management, so it is important to establish control over the execution of instructions. Orders can:

• be affixed in the form of resolutions on internal and incoming documents (for example, on memorandums and letters),
• be formulated in the administrative documents of collegiate bodies (in protocols) and individual governing bodies (in orders and instructions).

With regard to citizens' appeals, we note the following. Formally, the procedure for working with them is identical to the processing of incoming correspondence, however, the deadlines are regulated by the current legislation at the federal level, which should be taken into account by both the manager who sets the deadlines for execution and the contractor who is called upon to comply with these deadlines.

Many documents in the course of their life cycle can be put under control. We can see both the stamp with the letter "K" and the word "Control" inscribed with a red pen or made in the form of an imprint (see Example 1). The task of such notes is one - to draw attention to the need to put under control the instructions given in the text of the document or in the resolution on it (in our example, the incoming letter contains a resolution with the instruction of Ignatova Yu.S., what and when to do). Until the execution is completed, such documents are stored in a separate folder. Upon completion of the execution, a note is made on the document about this (in Example 1, in the lower right corner on 07.10.2009, an entry was made about the conclusion of the contract and the placement of the document in case No. 08-24).

Setting a task for performers

Who formulates the order? This is done by leaders at all levels. It's just that usually the execution of the instructions of the first person or the entire top management of the organization is put under control, and the DOW service is engaged in this. And the instructions of lower-ranking managers - heads of departments, as a rule, are handled by employees of the same departments responsible for office work in them.

It would seem that in the text of a resolution or an administrative document, it should already be clearly and unambiguously formulated:

• the order itself
• period of execution,
• specific performer.

In the event that at least one of these conditions is not met (which happens), it is necessary individual worker, which can clearly reformulate the requirements of managers, and, if necessary, break them down into smaller ones, but with clearly defined performers.

When formulating orders, it is desirable to adhere to the following simple rules: the wording should be concise, concise, maximally excluding ambiguity of interpretation, have a clearly defined and measurable result. All this will allow you not to waste time on additional clarifications of the order. On the other hand, this gives the executor a goal, and the author of the assignment - the confidence that the result of the executor's actions will be expected.

Here are examples of vague formulations and their corresponding correct text structures:

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When establishing control over the execution of instructions in the organization, documents begin to change in a fairly short time: instead of general requirements short and complete instructions appear with a specific executor, deadline and expected result. This significantly increases the efficiency of company management, which is noted almost immediately by both its management and owners.

Order execution deadline

Deadlines for the execution of orders in the organization are usually set by the leader-author who created the order. In some cases, the deadline for the execution of orders may be set a local act of the organization or an external regulatory regulatory document.

Quote here model regulation interaction between federal executive authorities:

Document Fragment

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Model regulation of interaction between federal executive authorities, approved. Decree of the Government of the Russian Federation No. 30 of January 19, 2005, as amended on February 21, 2008

The order is subject to execution within the period specified in it. If a period of time is set as the deadline, the date of signing the instruction is considered to be its beginning. An order containing the indication "urgent" is subject to execution within 3 days. The indication "promptly" provides for a 10-day period for the execution of the order. If the deadline for execution is not specified in the order, it is subject to execution within a period of up to 1 month from the date of its signing (until the corresponding date of the next month, and if there is no such date in the next month, then before last day months). If the last day of the term for execution of an instruction falls on a non-working day, it shall be subject to execution on the preceding business day.

In order to improve the organization's management system, it makes sense for orders that are put under control to unify the deadlines for execution - to bring them to a single basis established in the organization. Initially, such a decision needs to be documented in a local act, for example, in the Office Work Instructions. Changing the due date should also be possible only in cases documented in local acts organizations. And of course, the introduced system of calculation of terms should correspond to common sense. After all, it is difficult to find a more demotivating factor for the performer than an impossible task.

Example 2

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Let us give examples of several wordings of orders and explain which date for each of them will be considered the last date for the timely execution of the order. This is very important, because There is often confusion on this issue.

A fairly common situation is when one manager entrusts the execution of a task to another manager of a lower level, and he, at his own discretion, lowers the order one more "floor below". Thus, the order passes through the hands of several leaders before it reaches the final executor. True, going down this ladder, the assignment can “branch” into several “subtasks” performed by different people at different times. This system is called "nested order" creation.

When formulating "nested" orders, it is important to lay a temporary margin. In relation to the "parent" order, it should be at least 1 to 3 business days. It is advisable to avoid too much “nesting” of instructions, excluding from the chain those leaders who only “pass the baton on”. If there is an executor who is responsible for the execution of the entire order as a whole, he is called the “responsible executor”.

As an example, when the deadline for the execution of an order is regulated by an external regulatory document, we give the federal law No. 59-FZ "On the procedure for considering citizens' appeals in the Russian Federation". According to this document, the maximum period for consideration of a written application of a citizen of the Russian Federation is 30 days, and it begins to be considered from the moment of registration of such a document (the Law allocates 3 days for this procedure from the moment the application is received).

If a citizen, for example, needs the assistance of an authority local government in the exercise of their rights, the time period required for this often greatly exceeds 1 month. In such a situation, the applicant is sent a written response within a month, which does not resolve his issue on the merits, but clearly describes the procedure for further assistance of the authority. In the body of power itself, the instruction formed on the basis of the consideration of such a complaint should be put under working control with regular reporting on the development of the situation to the leader - the author of the instruction.

It often happens that citizens address their appeals incorrectly. And then the addressee does not consider them, but redirects them to the body or official whose competence this issue belongs to. The Law provides for this within 7 days from the date of registration of the appeal. In this case, the citizen is notified of such redirection. And, by the way, the Law expressly prohibits forwarding complaints for consideration to that body or that official whose decision or action (inaction) is being appealed.

Order execution control procedure

Now, having the basic information on the preparation of instructions, it is necessary to consider in detail the very procedure for monitoring the execution of instructions.

Note that in a particular company work to control the execution of instructions can be carried out:

• manually using a file of registration and control cards (RCC);
• in the electronic document management system, where the composition of the information recorded in the "electronic cards" remains the same, but many operations to notify performers and generate reporting on performance discipline are performed automatically;
• there is still an intermediate option, when MS Excel capabilities are used to facilitate the work - the instructions put under control are described in a tabular form, in which you can then filter information by executors, deadlines, etc. See Example 3.

At the stage of “Putting on control”, the office worker registers the order. If it is contained on the document, then an imprint of the stamp “K” or “Control” is put on it, or the same is written with a bright pen, it is also possible to simply move the document to the folder of controlled instructions.

Contractor receiving an order, must familiarize himself with it and, before the expiration of the deadline indicated on the order, complete the tasks set in it. If the performer needs to transfer work to be performed by other employees subordinate to him, then he creates orders of a lower level, as we discussed earlier.

If the performer realizes that the deadline does not correspond to the ability to complete the specified tasks on time, he petitions the manager who issued the order to postpone the date of execution. In another case, if the contractor is aware that the execution of the order is outside his competence and area of ​​responsibility, he may apply for the full or partial cancellation of the order.

If the manager decides to postpone or cancel the assignment, he informs the person responsible for time control about this. In any case, requests from the contractor to postpone or cancel the assignment must be submitted to the manager before the expiration date of the deadline for the assignment.

"Control of the execution of orders on the merits" Usually, an employee who is competent enough to assess the relevance of the achieved result of the execution of the task set in the assignment is engaged. Such control may be initiated by a competent person upon receipt of the performance report and may be completed either by withdrawal from control or return for revision.

The procedure of "Removal from control" of the order is performed by the employee who has supervised the execution of the order on the merits, as well as in case the manager satisfies the request to remove the order in full.

As part of the stage "Control of execution by deadline" a dedicated employee controls the timing of the execution of all active, that is, orders that are being executed at the same time (if such work in an organization is carried out manually or using MS Excel, then this is usually done by the secretary of the author of the order or employees preschool services). Currently, most of this work can be performed by electronic document management systems, informing executors about the deadlines for completing the execution of instructions. Informing is a cut-off warning for all instructions that have not been removed from control (see Example 4).

The load on an individual performer is constantly increasing and, as a result, the performance discipline of employees begins to fall due to elementary forgetfulness. Periodic informing of employees, for example, weekly, allows you to clearly understand the scope of assignments to be completed and orient yourself in the timing of reporting.

Information sheet can be either brief (see Example 4) or more complete, with the composition of the information that is presented in the table from Example 3. By the way, if in such an MS Excel table you filter instructions for a specific executor with an empty execution mark, then by printing As a result, we just get another version of the information sheet for the performer.

If such sheets are generated by the EDMS, then it is convenient to include a column in the tabular form with the number of days remaining until the end of the due date. Order ranking by the expiration date is also very convenient - this allows the performer to navigate faster and manage their own working time more efficiently.

Reporting on performance discipline

Some organizations practice interim reporting of performers. If it is necessary to regularly monitor the progress of execution of particularly important instructions, their authors add to the text of the instruction information about the need for periodic, for example, weekly reporting, which must be provided throughout the entire period of execution. An interim performance report is usually prepared in free written form or in the form of a memorandum. These reports may be prepared by:

• the performer himself or
• subordinate secretary,
• an employee responsible for the performance discipline in the company.

To monitor the level of performance discipline in the organization, periodically or at the request of management, several types of reports are prepared that may relate to performance discipline:

• individual executive officer;
• particular department or
• the organization as a whole;
• instructions issued by a certain leader, etc.

For management in the form of a statistical summary, information is summarized about delivered, executed, as well as transferring to another reporting period instructions. To enable more effective management performing discipline, different reporting models are used. Options for reporting forms are presented in Example 5 and in the opinion of E. Kameneva on pages 40-41.

Since such reports are prepared both for the organization as a whole and for its divisions in particular, only those officials to which the leader gives instructions directly. For example, for the general director, these will be his deputies and heads of activities, while for the head of the department, these will be the heads of departments and, possibly, sectors.

Even if the organization does not have full-fledged workflow automation through the EDMS, it is quite convenient to compile and maintain such a document in the Microsoft Excel spreadsheet system or OpenOffice.org Calc. These systems have a largely similar interface and functionality, they can help automate accounting and build reporting in a small and medium-sized company. The main thing is to clearly know what exactly you need to get at the output.

Opinion

REPORT ON THE EXECUTION OF CONTROL ORDERS
HEAD OF THE ORGANIZATION

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Ekaterina Kameneva, chief specialist-expert of the Electronic Office Systems company:

I can recommend the following form of reporting on performance discipline. It clearly shows data both for individual performers, for departments, and for the organization as a whole, and it is also very useful to detail information about assignments completed with violation of the deadline and not completed.

We considered the issues of placing and removing orders from control, as well as the methodology for the execution of instructions and reporting on monitoring their execution. The models of directive management proposed in the article will help make the management of the organization clearer and more transparent.

Analysis of performing discipline

Data on the progress and results of monitoring the execution of documents are periodically analyzed. As a rule, information about the state of performing discipline is promised monthly. The results of the work of the performers look most visually if the monthly reports submitted to the management indicate:

The total number of documents in the work of the performers;

The number (%) performed ahead of schedule;

the number (%) not completed or completed later than the deadlines;

delays in execution in working shares;

Reasons for delays in execution.

Based on the analysis of these data, management takes measures to improve performance discipline, speed up the organization's workflow and improve the overall culture of working with documents.

Form of liability for late execution of documents

In accordance with USORD, the reasons why documents are delayed with deadlines include:

large document flow, i.е. excess workload of the employee;

Low performance discipline (negligent attitude of the employee);

The high employment of the manager, which causes a weakening of control over their employees;

· flaw technical means design and reproduction.

There are two forms of liability:

administrative (fine, deprivation of bonus, oral and written remark, reprimand);

disciplinary (temporary demotion, shifting leave and dismissal in case the employee did not provide explanatory note due to violation of control terms).

Analysis of the control over the execution of documents based on the study - in Semenovsky district court Nizhny Novgorod region

It all started with the fact that in the Semenovsky District Court they became interested in the history of the judicial system of their native land. And they began, to the best of their ability and ability, to collect historical materials. The Semenovsky district itself has a great historical past. As is known from history. After the split of the Orthodox Church, supporters of the old faith fled to our Trans-Volga forests, settled on the banks of the Kerzhenets River, created sketes and, due to their location, received the name “Kerzhaks”, which meant and means the stronghold of the old faith. The history of the Semenov region, and not only it, was described in his book by M. Pechersky "In the Forests".

In 1780, district courts were formed in the Nizhny Novgorod province - estate judicial bodies for civil and criminal cases of nobles, later other estates in countryside and counties.

In 1787, there was no county court and nobility guardianship in the city of Semenov, there was also no magistrate, and when the Semenovites asked to establish a conscientious court, because they could sue the mayor for their small population.

In 1796, the Semyonovsky Uyezd Court was created, where, as a result of an audit, Zhedrinsky, an assessor of the Upper Zemsky Court, was transferred as a judge. P. Boshchanov, a judge of the Semyonovsky Uyezd Lower Council, was elected as an assessor, and D. Shnitinkov, a secretary of the Semenovsky Uyezd Court.

The judicial reform of 1864 radically changed the judiciary and legal proceedings, created on the basis of the "Institution on the provinces" of 1775, were liquidated, new judicial institutions were formed: courts with appointed judges (district courts and courts of justice) and courts with elected judges) justices of the peace and congresses of justices of the peace).

On April 23, 1869, the Nizhny Novgorod District Court was formed. The magistrates' courts, headed by magistrates, were the lowest court with summary proceedings. Decisions of the world court could be appealed at the county congress of justices of the peace.

Honorary magistrates of the Semenovsky district were;

Lieutenant A.N. Belochovsky:

Provincial Secretary N.N. Bologovsky:

Prince A.M. Volkonsky;

· Collegiate with Secretary Count Shalashin.

Judges of the Semenov city magistrate:

· 1835 - D. Skushovsky, F. Miledin;

· 1863 - K. Prudovsky, F. Khechnev, F. Khrenov;

1864 - I. Elunov, E Milelin;

· 1854 - S. Shoronov, M. Kiselev, Bochkarev.

After the revolution, the Semenovsky city magistrate was renamed the Semenovsky district court.

On July 3, 1917, local justices of the peace were elected, and six districts of local judges were created, which served both the Semenovsky and Borsky districts, which at that time was part of the Semenovsky district. Some information about those who administered justice on the territory of the Semenovsky district was found in the archives, but only from 1934.

Thus, it was established that in October 1034 V.V. Zharinov, who worked in this position until 1040, was then transferred to work in the Ministry of Justice of the RSFSR. From 1945 to 1967, justice in the Semenovsky district was carried out by S.M. Sokolov, the chairman of the Semenov People's Court from 1960 to 1969 was K.E. Shevchuk. Then, from 1969 to 1989, V.P. Zadorin. In 1989, Mikhail Petrovich Smirnov was elected a judge of the Semenovsky People's Court, who then worked as chairman of the Semenovsky District Court from 1993 to 1996. M.P. Smirnov died prematurely. Also, from 1963 to 1982, D.I. Kulkov, veteran of the Great Patriotic War who passed away in 2006.

Judges T.A. are currently retired. Andronycheva, who worked from 1981 to 2001, L.I. Only - from 1997 to 2005.

From 1986 to 1994, V.S. worked as a judge of the Semenovsky Court. Myasnikova, currently a judge of the Nizhny Novgorod Regional Court.

Currently, the Semenovsky District Court is located in a building that previously belonged to the Semenovsky District Party Committee. Here on the initiative former chairman Semenovsky Court M.P. Smirnova, as well as judges V.S. Myasnikova, overcoming the resistance of some officials, moved the court from a dilapidated wooden building, fulfilling the order of the President of the Russian Federation No. 32-rp of September 3, 1991 "On urgent measures to improve the work of the courts of the RSFSR." The occupied building does not fully meet the requirements for the premises of the court, it is necessary to carry out overhaul building.

At this time, the court is being computerized, the website of the Semenovsky Court on the Internet has been created, which contributes to openness and transparency, accessibility of legal proceedings to the population of the region.

Until 2003, people's assessors participated in the trial, which indicates the openness of trials. Now anyone can get an appointment with any judge for an appointment.

In 2003, 190 criminal cases (still 213 civil cases) were submitted for consideration, then in 2005 - already 244 (248 civil cases), and in the nine months of 2006 - 175 (plus 174). It turns out that there are about a hundred cases per judge, and some of them last for months.

The Board Documentation Service builds its work on the following normative documents:

· Order Director General Judicial Department at the Supreme Court of the Russian Federation dated January 29, 1999 No. 8;

· Temporary instruction on office work in the district court (as amended by the order of the Supreme Court of the Russian Federation dated January 29, 1999 No. 94);

· Instructions for maintaining judicial statistics in the courts of general jurisdiction of the Russian Federation, departments (departments) of the Judicial Department under the Supreme Court of the Russian Federation;

· Code of Criminal Procedure of the Russian Federation;

· Code of Civil Procedure of the Russian Federation;

· Administrative Code Russian Federation.

In the Semyonovsky District Court, the functions of documentary management are carried out by the office, which organizes its work under the leadership of the chairman of the court in accordance with the Temporary Instructions for Paperwork in the District Court and the Instructions for Keeping Judicial Statistics. President of the Court

Due to the specifics of the organization, control over the execution of documents exists in a peculiar form. Incoming documents (complaints, proposals, statements) from citizens and organizations are registered in the journal (form No. 23) indicating the date of their receipt. Registered appeals are transferred on the same day to the chairman of the court, who, in accordance with the law, determines the executor, the term for consideration and gives specific instructions to the executor. Separate appeals (for example, received from authorities and officials, to which, after permission, a response is required) can be put under control by the chairman, which is noted in the journal (form No. 23). The secretary of the court, head of the office, systematically reviews the registration log and reports to the chairman of the court on all applications for which the established period of permission expires. If the appeal does not contain issues within the competence of the court, it is sent to the bodies or officials authorized to resolve the appeal, not later than five days after it is received by the office, with a message about this to the applicant. The appeal is considered permitted and removed from control in accordance with the resolution of the chairman of the court. Permitted appeals, together with a copy of the response to the applicant and other correspondence on them, are filed in separate proceedings. A note is made in the journal about the consideration of the appeal.

The subjects of control are the chairman of the court and the head of the office, and the objects are the timing of the consideration of cases and the execution of decisions on them, and the technology of working with them.

The head of the office is responsible for:

· for the maintenance of documents of primary statistical accounting (accounting and statistical cards for criminal and civil cases, etc.) 4

· for the deadlines for the execution of proposals, complaints, applications received by the court, for the execution of decrees of the President of the Russian Federation on pardon;

Control over the execution of court orders sent to other courts or received from other courts.

The head of the office maintains registration cards, journals of form No. 23 and No. 51, which indicate information about executive documents.

In the Semyonovsky District Court, the main documents, the work on which is constantly monitored, are criminal, civil and administrative cases. Control is divided into two stages:

1. direct consideration of the case at court sessions - by the chairman of the court or his assistants;

2. Enforcement of the decision with good service of bailiffs or other authorized persons.

The organization has standard terms for the consideration of cases, which are specified in the Criminal Procedure Code of the Russian Federation, the Civil Procedure Code of the Russian Federation and the Administrative Code of the Russian Federation. Criminal cases are considered, in accordance with the Code of Criminal Procedure of the Russian Federation, 30 days; civil cases - 14 days (with the Code of Civil Procedure of the Russian Federation); administrative cases can be considered up to 2 months (Administrative Code of the Russian Federation).

Individual terms of consideration can be appointed by the chairman of the court, for example, when an urgent decision is required on a case or an appeal comes from higher authorities.

After a court verdict is issued in a particular case, an executive document is issued, which is sent to the appropriate bailiff unit - the executor of the sentence. Then the bailiff service (or other officials) puts the court verdict into effect (the term for the execution of the sentence can be any). The executive document upon completion of enforcement actions is returned to the court. Head office quarterly checks the return of writ of execution. Having discovered the facts of a long delay in the return of executive documents, head. the office prepares reminders to the relevant divisions of the bailiffs to whom the specified executive documents were sent for execution. For certain cases (for example, compensation for damage), control and enforcement proceedings are initiated, which are registered in special magazine(form No. 51) and in the registration card. Control proceedings are kept in the office of the court until the full recovery of the amounts awarded (it contains a copy of the court verdict, information about the direction for the execution of executive documents, information about the amounts of production penalties).

Violation of the deadlines for the execution of documents occurs not through the fault of the office workers, but because of other structures that did not send the case on time, for example, bailiffs delayed the return of executive documents. In this case, the chairman issues a reminder to the bailiffs.

All appeals (cases) completed by the proceedings are stored in the court office, and after calendar year are archived. Each case has its own retention periods (the most important ones are stored in state archive constantly).