According to the methods of establishing planned targets and accounting for the work performed, one can distinguish:
· individual form organization of labor, when the task is set for each employee separately, an individual record of the work performed is kept and individual earnings are accrued to the employee;
· collective form organizations, when the production task is set for the entire team as a whole, the production output is also recorded according to the final results of the team's work and earnings are accrued to the entire team.
Collective forms of labor organization according to the method of division and cooperation are subdivided into collectives:
· full division of labor when each employee is engaged only in performing work strictly in his specialty at one workplace;
· with partial interchangeability when employees own two or more professions and can perform work not only at their workplace, but also in the combined profession;
· with full interchangeability, when each member of the team can work at any workplace or change jobs according to a previously thought out scheme.
The primary link in the collective organization of labor is brigade work organization... The brigade may include workers of the same profession or different professions and different skill levels. A common feature that characterizes the brigade is that all its members are interconnected in the labor process, jointly carry out the production task, and bear collective responsibility for the results of their work. The benefits of a brigade organization labor are: cooperation between workers is carried out more efficiently, labor productivity is increased, the cost of production is reduced, there is mastery of related specialties and professions, mutual assistance is manifested, etc. By the degree of functional division of labor all brigades are subdivided into specialized(uniting workers of the same profession and specialty) and complex ( are formed from workers of various professions, specialties, qualifications). By the time of teamwork, teams can be shift, end-to-end, multi-shift.
For the organization of multi-station service, the following condition must be observed: the time of machine-automatic work on one machine is equal to or slightly exceeds the time the worker is busy at another machine.
According to the methods of interaction with higher authorities, the following forms of labor organization can be: direct subordination, work contract, lease agreement, contract.
According to the methods of managing the team, they are distinguished: full self-government, partial self-government, without self-government.
In the hierarchy of management at an enterprise, collective forms of labor organization can be: link, brigade, district, shop, group, etc.
What are the conditions for the effectiveness of the forms of labor organization? To do this, you need to select progressive elements characteristic of individual forms. Those elements that provide autonomy and freedom of choice of means for solving production problems, change of labor and harmonious development of people in the labor process can be considered progressive; create conditions for self-government, the manifestation of creativity and initiative; contribute to saving time, increasing labor productivity; increase responsibility for the results of work.
These elements include:
· Partial or complete interchangeability of employees in the team;
· Planning for a single outfit and payment only for the final result;
· Contract and lease relations;
· Self-management of the labor collective;
· The use of additional funds in the form of various coefficients for the distribution of collective earnings between employees of the labor collective;
End-to-end construction of units working in multi-shift mode.
If teams are formed in which all or most of the named elements of efficiency are present, then you can be sure that their work will be successful.
Chapter 11. FORMS OF LABOR ORGANIZATION
11.1. The concept of the forms of labor organization, their varieties and conditions, effective application
The organization of labor is based on the division and cooperation of labor. Cooperation in an enterprise depends on the nature and depth of the division of labor. Cooperation between individual workers is implemented in two ways: as cooperation of individual independent workers, whose production activities are limited by their workplace (an individual form of labor organization), and as cooperation of a group of workers who have a collective workplace and performing a common production task, connected by the commonality of the processed object of labor, and often by common tools of labor, using the concerted efforts of the entire team and bearing common responsibility for the results of labor (collective form of labor organization).
Thus, the organization of the labor process can act in the form of one of its forms: individual or collective. These types of forms of labor organization are characterized by the composition of the equipment, the composition of work (or the number of functions performed), the composition of the performers, the indicators for which labor is paid, and other indicators.
In economic practice, new organizational forms of labor processes are constantly appearing and obsolete ones that do not meet the requirements of production die off. Therefore, it is necessary to constantly analyze and identify the main directions in the development of organizational forms of labor processes in order to apply those of them that provide best use working time and labor force and create conditions for the efficient operation of the enterprise.
The need to unite workers into groups has long been predetermined by the technical, technological and organizational features of the performance of certain types of labor, individual work. The main ones are as follows: maintenance and operation of units, equipment requiring
coordinated joint actions of various performers;
The presence of large physical or psychological stress, requiring the joint efforts of performers (assembly, processing and installation of large parts, units of machines and devices, etc.);
The need to complete large production tasks, the dismemberment of which into separate elements between individual performers is impossible or difficult ( renovation work);
Execution of work in which the individual form of labor organization causes downtime of equipment and performers (work with a large specific weight of machine-automatic work, work of various complexity included in the production task);
The need to reduce the time required for the execution of work by the simultaneous participation of several performers;
The lack of a permanent workplace for workers and the ability to accurately establish the responsibilities of individual workers (loading and unloading, transport work);
Performing homogeneous technological works when the task cannot be performed by a separate performer and requires joint actions of a group of workers (in the extractive industry).
In the conditions of scientific and technological progress, forms of labor organization, focused on individual labor processes, often come into conflict with modern highly mechanized and automated technology, which requires joint activities of workers of one or different professions agreed on the ultimate goal, and therefore, presupposing the organization of collective labor processes.
In addition to technical and organizational, the need to use collective labor processes is also dictated by economic and social reasons. So, in certain conditions the use of a collective form of labor organization leads to an increase in labor productivity, a decrease in production costs, an improvement in the quality of work performed, an economical use of material resources, a more complete and efficient use of equipment, working time, etc. The social advantages of the collective form of labor organization are: the possibility of creating more favorable working conditions, reducing the monotony of work, increasing its content, diversity, ensuring a change in work, expanding the professional profile of workers and improving their qualifications, increasing the interest and responsibility of each member of the team for the final results of work , development of self-government and self-organization, and so on.
Therefore, the most important conditions effective use collective form of labor organization: a comprehensive account of the technical, technological and organizational prerequisites for its application, a comprehensive economic and social justification for its implementation.
The collective form of labor organization has the following varieties: paired service, link, group, brigade, site, workshop, etc., depending on which team of which of the named divisions the total volume of work is established, its performance is recorded and the total (collective) is calculated. earnings. The most common form of collective labor is production teams.
A production team is a primary labor collective that unites workers of the same or different professions, jointly performing common production tasks and bearing collective responsibility for the results of labor. Brigades are links in the production management system, they plan the main quantitative and qualitative indicators of work, set the norms of labor costs for the production of products (work performance), they are assigned the corresponding production areas, equipment, tools, raw materials, materials, they ensure the material interest of workers in high end results of collective labor.
The organization of such a team should be based on the following principles.
The principle of coordinated joint efforts: the teams should ensure a close and constant relationship between workers, synchronization in time and space of their labor actions, the performance of various labor functions. This principle allows you to create more favorable conditions labor and improve its efficiency. The consistency of the labor process in space determines the nature of the location of individual workplaces, their definite connection with each other within the framework of a collective workplace.
The same workers can constantly work at individual workplaces, or they can replace each other. This implies the application of the principle of interchangeability in the brigade.
According to the constant connection of the workplace with a certain content of the work performed on it, it can be specialized or non-specialized (universal). If a worker working in an individual labor organization cannot influence the specialization of his workplace, because this is within the competence of the section management, then the team is able to do this by applying the principle of specialization.
Along with this, the organization of the labor process in space also determines the possibility of performing the same work at several workplaces. The presence of several such workplaces and the ability to distribute the amount of work across them allows the team to apply the principle of simultaneous parallel execution of certain work at several workplaces.
Teams can also improve the organization of work over time. Sequential execution in the brigade of individual stages technological process and the possibility of organizing the movement of objects of labor from one workplace to another until the full performance of the entire volume of work at the previous workplace (for example, before processing the entire batch of parts) is associated with the application of the principle of threading by the brigade.
The discrepancy between the operating mode of the production unit and the shift work of performers is ensured thanks to another principle of organizing work in teams - the principle of continuous work over several shifts.
V national economy formed and function different types brigades, distinguished by three groups of classification signs: organizational, technological and economic.
I. Organizational characteristics
1. According to the forms of professional, qualification and functional division and cooperation of labor, brigades can be specialized and complex.
Specialized teams are called teams that unite workers of the same profession (specialty), of the same or different skill levels. Such brigades are most effective in the presence of large volumes of technologically homogeneous work, providing full workload for each member of the brigade.
Complex teams bring together workers of different professions (specialties) of the same or different skill levels and possibly even different functional groups.
2. According to the degree of division and cooperation of labor, complex brigades can be of three types:
With a complete division of labor, when each employee performs duties strictly in accordance with his profession (specialty) and level of qualifications;
With a partial division of labor and, accordingly, partial interchangeability, when workers master two or more professions and perform, in addition to the main job, related work in other professions;
Without division of labor with full interchangeability, when the team unites workers of a wide production profile, owning different professions and able to perform any work assigned to the team.
The greatest opportunities for solving economic and social problems possess complex teams with full interchangeability. In such teams, it is possible to organize work with a change of labor, that is, with the alternation of work requiring different professional knowledge and skills, or with the execution of work sequentially at different workplaces, each of which differs in its own set of production operations. This is important for industries with a very narrow division of labor, characterized by its great monotony.
3. By the nature of the work, the following teams are distinguished:
Technological, when work can be performed only by the collective efforts of a group of workers;
Organizational, when work can be performed both in an individual and in a brigade work organization, but due to a number of organizational or economic considerations, a brigade form is preferred.
4. By the nature of the service of the working area, the brigades can be stationary and mobile with a mobile nature of work.
5. By coverage of work shifts:
Shift teams - are formed when the duration of the production cycle for the manufacture of a product (completion of the work) is equal to or a multiple of the duration of the work shift. In such teams, during the shift, you can completely complete the release of one or more products (complete a certain amount of assigned works);
End-to-end (daily) crews - are formed when, in a multi-shift operation of an enterprise, the duration of the production cycle is longer than the duration of the work shift. Work started in one shift is continued by employees of the second and subsequent shifts. In this case, it is advisable to combine workers from different shifts performing a common task into one team, called a through team.
The end-to-end construction of teams during multi-shift work of the enterprise is also effective if the duration of the production cycle allows organizing shift teams. But then it is necessary that the planning of the work of the brigade would be carried out on the basis of a single order. In through brigades, conditions are created to save preparatory and final time. If employees of all shifts are members of the same team working in the same outfit, then all procedures at the end and start of work between shifts are redundant. The effect of saving time and increased responsibility for overall result work in through crews makes them preferable in comparison with shift crews in multi-shift work conditions.
6. According to the numerical composition of the brigade there are: large; medium; small. However, these concepts are rather arbitrary: for one production, a team of 10 people. maybe small, for another - medium, etc. Small brigades of 3-5 people. do not have the required stability. Numerous brigades of 50-70 people. difficult to manage. For each specific production, there is an optimal number of production teams. In mechanical engineering, for example, the optimal number of brigades is in the range of 15-25 people.
7. By internal structure enlarged brigades can be: two-link; three-link, etc.
8. According to the period of operation, teams are distinguished: temporary; permanent.
P. Technical and technological characteristics
1. By the degree of discreteness of technological processes, teams can be: serving continuous processes; serving interrupted processes.
2. By the nature of technological processes, teams are distinguished that perform: machine processes; hardware processes; assembly processes; main processes, etc.
3. According to the degree of technological division and cooperation of labor, brigades are: partial, that is, performing a separate operation or a series of sequential operations; complete - performing a cycle of operations (work) for the manufacture of products (parts, assembly, kit).
III. Economic signs
1. According to the degree of application of the elements of cost accounting, the following teams are distinguished: self-supporting - teams that keep records of the costs of raw materials,
semi-finished products, energy, labor while fulfilling planned tasks. To establish self-supporting relations in teams, it is necessary:
a) establish the norms for the consumption of raw materials, materials, energy, tools, labor and other elements of production per unit of output (work);
b) to establish accounting of actual costs for all the specified elements of production;
c) organize incentives for employees to comply with the norms of consumption of raw materials, materials, etc., especially incentives for their savings.
With partial cost accounting - brigades in which the accounting of resource consumption is carried out according to those cost items that make up the largest share in the cost of production (work) of the brigade. If the production of products differs in material consumption, then the material consumption is recorded, and the rest of the cost items in the brigade are not taken into account; if the production is energy intensive, then only energy consumption is taken into account, etc.
2. According to the principle of remuneration, brigades are:
Using custom outfits:
Working for one outfit;
With payment for the performance of individual operations of the technological process or for a part of the products (work) made;
With payment for the final result (product, work).
3. According to the principle of distribution of collective earnings, brigades are subdivided into collectives that carry out this distribution:
Taking into account the hours actually worked;
By tariff rate and hours worked;
By conditional category and hours worked;
Taking into account the score;
According to KTU (coefficient of labor participation) or KTV (coefficient of labor contribution) and hours worked.
4. Depending on the status, the brigades are divided into: contracting; rental; having no contract or lease relationship.
A contractor is a team that has entered into a contract with a superior manager. Such an agreement toughens the relationship between the brigade and the administration, makes them more binding. In the work contract, sections are highlighted: duties, rights and responsibilities, which are equally related to each of the parties to the contract.
The economic essence of the brigade contract is that the contractor team undertakes obligations to release products (performance of work or services) in a certain volume and within the specified time frame, and the customer administration, which has entered into a contract with the team, undertakes to provide it with the necessary resources, accept the work and pay it at agreed rates or other conditions. The work can be carried out at the expense of the contractor - from his materials, his forces and means.
Essential principles organization of contracting crews:
Clear establishment of quantitative and qualitative indicators of the final result of the work of the contracting team;
Securing the means of production for the contracting team; 296
The independence of the contracting team in the choice of forms and methods of labor organization, production and management, use production assets;
Responsibility of the contracting team for the timely and high-quality execution of tasks, and the administration - for providing production with the necessary resources, creating normal organizational, technical and social conditions of work;
Material interest in rational use resources and high end results of labor.
A lease is a team that has entered into a lease agreement with the lessor company, according to which the lessor undertakes to provide it with property for temporary possession and use or for temporary use for a certain fee. The products and income received by the rental team as a result of the use of the leased property in accordance with the contract are its property.
In the case of a rental form of labor organization, the team independently determines the type of its activity, paying for the rented equipment and premises by rent, the amount of which and the payment terms are established in the lease agreement.
Contracting and rental teams, with their appropriate organization, ensure the achievement of high end results of labor with a minimum consumption of allocated resources, due to their economic independence and high material interest of workers.
Relevance of the topic: the modern level of development of the productive forces, characterized by the use of complex and diverse equipment and production technology, large scale production, multi-product cooperation, involves the joint work of a large number of people. Such work is inconceivable without labor organization, serving as an ordered system of interaction of workers with the means of production and arcs with another in a single production process. In all spheres of human activity and at all times, better organized work, all other things being equal, ensured the achievement of higher results.
At the enterprise level, the organization of labor is a system of rational interaction of workers with the means of production and with each other, based on a certain order of construction and sequence of implementation of the labor process, aimed at obtaining high final socio-economic results.
The division of labor in an enterprise is understood as the delimitation of the activities of workers in the process of joint labor, as well as their specialization in performing a certain part of the joint work.
The object of the research is collective systems of organization and labor stimulation. Collective labor is not a simple sum of partial work processes. Only correct ratio between partial labor processes, together with the correct placement of workers, ensuring their rational employment, leads to high labor productivity. Therefore, labor cooperation at an enterprise is an association of workers in the course of joint execution of a single process or a group of interrelated labor processes.
Purpose of the work: to consider the forms of collective organization of labor and their classification, labor discipline, forms and systems of remuneration for collective work.
The objectives of this work are:
1. Forms of collective labor organization and their classification.
2. Discipline of work.
3. Forms and systems of remuneration for collective work.
The forms of labor organization are its varieties, differing from each other in the peculiarities of solving issues on individual elements of labor organization. Forms are determined by formative features. There are several such signs.
By methods of establishing planned targets and accounting for work performed it is possible to distinguish individual and collective (joint) forms of labor organization.
Collective (joint) they call the form of labor organization, in which the production task is established as a whole for any division of the enterprise, the work performed is recorded according to the final results of the work of the employees of this division, wages are also initially charged to the entire division, and only then it is divided among the employees.
Collective forms of labor organization, in turn, also have varieties.
Depending on the place of the department in the management hierarchy in the enterprise collective forms of labor organization can be link, district, group, separate, shop and others (by type of subdivision), when work planning, accounting and payroll are carried out as a whole, respectively, for the production link, brigade, site, etc.
Depending on the method of division and cooperation of labor with collective forms of labor organization, there may be subdivisions:
With a complete division of labor, when each employee is engaged only in performing work strictly in his specialty and at one workplace;
With partial interchangeability, when employees own two or more professions (specialties) and can perform work not only in their main profession (specialty), but also in combined or combined;
With full interchangeability, when each employee of a division (link, group, brigade, etc.) can work at any workplace in this division, as well as change jobs according to a previously thought out scheme with other employees of the division.
Depending on the method of managing the department there are divisions:
With full self-government, when a production task is established for a unit, and all other issues of organizing production, labor and management are decided by the primary collective itself, for example, by the foreman and the council of the brigade;
With partial self-government, when part of the management functions is centralized, and the other part is delegated to a subdivision;
Without self-government, when all management functions of the unit are centralized.
By the method of generating funds for the implementation of activities different forms of labor organization, characteristic of individual labor activity, for contracting and rental collectives, for cooperatives and small enterprises 55.
By methods of payment and material incentives for labor distinguish between the organization of labor:
Individual wages;
Collectively charged based on a tariff system;
With collective wages based on a tariff system with the use of
different coefficients for the distribution of earnings (KTU - coefficient
labor participation, KTV coefficient of labor contribution, KKT - coefficient
quality of work, etc.);
With tariff-free wages;
With commission wages.
By ways of interaction with higher management it is possible to distinguish forms of labor organization based on direct subordination, on a work contract, on a lease, on a contract.
All these (and there may be other) forms of labor organization and their varieties are interconnected in various combinations, for example, a brigade form of labor organization with full interchangeability of workers and with the distribution of collective earnings with the help of KTU, etc.
which are understood as its varieties, depending on how the issues of planning, accounting, remuneration, division and cooperation, management in a team, etc. are resolved.
According to the methods of establishing planned targets and accounting for the work performed, one can distinguish:
Individual form organization of labor, when the task is set for each employee separately, an individual record of the work performed is kept and individual earnings are accrued to the employee;
The collective form of organization, when the production task is set for the entire team as a whole, the production output is also recorded according to the final results of the team's work and earnings are accrued to the entire team.
Collective forms of labor organization according to the method of division and cooperation are subdivided into collectives:
With a complete division of labor, when each employee is engaged only in performing work strictly in his specialty at one workplace;
With partial interchangeability, when employees own two or more professions and can perform work not only at their workplace, but also in the combined profession;
With full interchangeability, when each member of the team can work at any workplace or change jobs according to a previously thought out scheme.
According to the method of forming funds for carrying out activities, the following forms of labor organization differ: individual labor activity, contract, rent, cooperative, small enterprise.
The form of labor organization also depends on the form of its payment. There are the following forms of remuneration.
According to the methods of interaction with higher authorities, there can be the following forms of labor organization: direct subordination, work contract, lease agreement, contract.
According to the methods of managing the team, they are distinguished: full self-government, partial self-government, without self-government.
In terms of the size of labor collectives and their place in the management hierarchy at the enterprise, collective forms of labor organization can be: link, brigade, district, workshop, group, separate, etc.
All these forms of labor organization and their varieties can be combined in various combinations, for example, a brigade form of labor organization with full interchangeability, brigade contracting, enterprise lease, etc.
What are the conditions for the effectiveness of the forms of labor organization? To do this, you need to highlight the progressive elements characteristic of individual forms. Those elements that provide autonomy and freedom of choice of means for solving production problems, change of labor and harmonious development of people in the process of labor can be considered progressive; create conditions for self-government, the manifestation of creativity and initiative; contribute to saving time, increasing labor productivity; increase responsibility for the results of work.
These elements include:
Partial or complete interchangeability of employees in the team;
Planning for a single outfit and pay only for the final result;
Contract and lease relations;
Self-government of the labor collective; -
The use of additional funds in the form of various coefficients for the distribution of collective earnings between employees of the labor collective;
Planning and accounting not only for the release of products, but also for those funds that need to be spent on this release, incentives for saving operating costs;
End-to-end construction of units working in multi-shift mode.
If teams are formed in which all or most of the named elements of efficiency are present, then you can be sure that their work will be successful. At the same time, one should not forget that a preliminary justification of the decisions made and the design of any organizational innovations is necessary.
A clear understanding of the essence, content, forms and functions of the organization of labor in a modern enterprise, in an institution is necessary for every specialist and manager of any rank.
1.4 Labor rationing at the enterprise
1.4.1 General
Labor rationing is part of the organization of labor at the enterprise. Labor rationing is understood as the process of establishing scientifically grounded norms of labor costs for the performance of any work. The scientific substantiation of the norms involves taking into account the technical and technological capabilities of production, taking into account the characteristics of the objects of labor used, the use of progressive forms, techniques and methods of labor, its physiologically justified intensity, normal working conditions.
Labor standards, as it were, summarize the technical and organizational decisions in production, they fix the achieved level of technical, technological and organizational perfection at the enterprise and for these conditions establish the measure of labor.
Labor standards are also essential element planning of labor and production: with the help of labor standards, the labor intensity of the production program is calculated, the required number of personnel and its structure at the enterprise are determined.
Finally, labor standards are component organization of remuneration, since with their help the rate is established - the amount of earnings for the performance of a unit of work.
In practice, the following are used types of labor standards:
Time rate - the amount of working time required to complete any product or any work;
Production rate - the number of products that must be produced per unit of time (for one hour, work shift, etc.). There is an inverse relationship between the rate of time and the rate of production;
Service rate - the number of objects (machines, mechanisms, workplaces, etc.) that an employee or a group of employees must service during a unit of working time;
Service time rate is the time required to service one facility. There is also an inverse relationship between the service rate and the service time rate;
The headcount rate is the number of employees of a certain profile and qualifications required to perform specific work for a certain period.
In order to find out from which parts different labor standards are formed, it is necessary to study classification of labor costs. In accordance with it, all working time of an executor or a group of workers is divided into work time and break time.
Work time - the period during which the employee prepares and directly performs the work received. It consists of the work time to complete the production task and the work time not provided for by the production task.
Work time to complete the production task
consists of the following categories of expenses of the contractor's working time: preparatory and final time, operational time and time for servicing the workplace.
The form of labor organization largely determines the nature and content of labor, as well as the order of interaction between workers. The individual organization of labor is based on the establishment of a production task separately for each employee, personal accounting of the work performed by him and the calculation of wages based on the results of this performance. The group (collective) organization of labor assumes that the establishment of a production target, the accounting of work performed and the calculation of earnings are carried out for separate divisions without an individual breakdown for each employee.
According to the methods of establishing planned targets and accounting for work performed, the following are distinguished:
An individual form of labor organization, when the task is set for each employee separately, an individual record of the work performed is kept and individual earnings are accrued to each employee;
The collective form of labor organization, when the production task is set for the entire team as a whole, the production output is also recorded according to the final results of the team's work and the whole team is paid wages.
Collective forms of labor organization by the method of division and cooperation provide for the formation of varieties of collectives:
With a complete division of labor, when each employee is engaged only in performing work strictly in his specialty at one workplace;
With partial interchangeability, when employees own two or more professions and can perform work not only at their workplace, but also in the combined profession;
With full interchangeability, when each member of the team can work at any workplace or change jobs according to a previously thought out scheme.
According to the method of forming funds for the implementation of activities, the following forms of labor organization differ: individual labor activity, contract, rent, cooperative, small enterprise ^.
The form of labor organization also depends on the form of its payment. There are the following forms of remuneration and distribution of earnings:
individual, collective according to the tariff, collective using various coefficients for the distribution of collective earnings (KTU - coefficient of labor participation, KKT - coefficient of labor quality, etc.).
According to the methods of interaction with higher authorities, the following forms of labor organization can be: direct subordination, work contract, lease agreement, contract.
According to the methods of managing the team, they are distinguished: full self-government, partial self-government, without self-government.
In terms of the size of labor collectives and their place in the management hierarchy at the enterprise, collective forms of labor organization can be: link, brigade, district, workshop, group, separate, etc.
4. Division and cooperation of labor
The separation of processes and works presupposes, first of all, the division of labor. The division of labor in an enterprise is understood as the delimitation of the activities of workers in the process of joint labor, as well as specialization in the performance of a certain part of the joint work.
The forms of the division of labor (functional, technological, professional and qualification division) and the corresponding forms of labor cooperation also characterize the features of production interaction between workers, creating for him different opportunities for using labor, depending on what forms are adopted at the enterprise.
With a functional division of labor, i.e. the separation of types of labor activities depending on the functions performed by employees at the enterprise, interaction (labor cooperation) is carried out between different functional groups of workers, such as, for example, main and auxiliary workers, workers and employees, managers and specialists, etc.
The technological division of labor into separate production operations and types of work entails the need for interaction between workers performing different operations and types of work. The same can be said about the professional and qualification division and cooperation of labor.
The division of labor is inextricably linked with the cooperation of labor. The deeper the division of labor, the more important cooperation becomes. Collective labor is not a simple sum of partial work processes. Only the correct relationship between partial labor processes, together with the correct arrangement of workers, ensuring their rational employment, leads to high labor productivity. That's why cooperation of labor in an enterprise is an association of workers in the course of joint execution of a single process or a group of interrelated labor processes.
The specific forms of labor cooperation at the enterprise are diverse, since they are inextricably linked with the organizational and technical characteristics of the enterprise. However, despite the diversity, it is customary to reduce them to three main forms - inter-workshop, intra-workshop and intra-division labor cooperation.
Interdepartmental cooperation is connected with the division of the production process between the shops and consists in the participation of the collectives of the shops in the general labor process for the enterprise for the manufacture of products.
Intrashop cooperation- this is the interaction of individual structural divisions of shops (sections, production lines).
Intra-precinct cooperation consists in the interaction of individual workers in the process of joint labor or the organization of collective labor of workers united in teams.
