Anchor mechanisms

Anchor mechanisms are designed to release the anchor and anchor chain when the vessel is anchored; stopping the anchor rope when the vessel is at anchor; de-anchor - pulling the vessel to the anchor, pulling the chain and anchor and pulling the anchor into the hawse. The working body of the anchor mechanism is a chain cam drum - an asterisk.

Depending on the location of the sprocket axis, the anchor mechanisms are divided into windlass, in which it is located horizontally, and spiers with a vertical sprocket axis. The most widespread are windlass designed for servicing the chains of the left and right sides and performing mooring operations. On large-tonnage ships, they began to use two half-windlass (windlass with one asterisk) or anchor-mooring winches with an asterisk and a mooring drum shifted to the sides, which is convenient for vessels with a bulbous bow.

The windlass and half-windlass are located on the deck, which simplifies their maintenance, inspection and repair.

The capstan is designed to be operated with one chain and usually has a mooring drum located on the deck and the drive in the room below deck. The vertical axis of the drum allows mooring lines to it from either side.

Anchor mechanisms ensure the safe navigation of the vessel, therefore, according to the requirements of the Register of the USSR, the drive of this mechanism must ensure the selection of one anchor chain together with the anchor at an average speed of at least 0.15 m / s (9 m / min) with a regulated pulling force on the sprocket for 30 min without interruption. The retraction speed of the anchor into the hawse should be no more than 0.12 m / s (7 m / min). To detach the anchor from the ground, the drive must create a traction force of at least 1.5 calculated on one sprocket for 2 minutes. Anchor sprockets must have release couplings and brakes that ensure chain retention with a force equal to 0.8 of its breaking load. The effort on the handle of the brake drive must not exceed 740 N. Anchor mechanisms with a non-self-braking transmission must have automatic brakes that turn on when the drive is disconnected or fails and creates a braking torque corresponding to the force in the chain 30% higher than the nominal. The wrap angle of the windlass sprocket chain must be at least 115 °, and for the capstan - at least 150 °. The design of the sprocket should not allow the links to jump over the cams in all modes of the mechanism. The reduced stresses in the parts of the mechanism, which can arise at the breaking load of the chain, should not exceed 0.95 of the yield strength of the material. At the nominal tension of the chain, these stresses should not exceed 0.4 l of the yield strength.

Electric motors and a hydraulic drive are used as a drive for the anchor machines. To reduce parking time, some mechanisms are adapted for partial automation of anchor and mooring operations. In modern domestic and foreign standards, the defining parameter of anchor mechanisms is taken to be the caliber of the anchor chain - a part directly connected to the mechanism.

Mooring mechanisms

The operation of pulling and fastening the vessel to the berths is called mooring, and the mechanisms designed for picking up the mooring cables and pulling the vessel to the berth are called mooring mechanisms. As mooring mechanisms, mooring pins and mooring winches are used.

On sea-going vessels, electric mooring capstan is most widely used, and hydraulically driven capstan is also used. A distinction is made between single-deck spiers, mounted on one deck, and double-deck spiers, in which the drive is installed on the deck below the deck, on which the spire head is located. The mooring winches are electrically or hydraulically driven. They are automatic and non-automatic - simple.

The following basic requirements are imposed on the mooring mechanisms by the rules of the USSR Register.

The nominal pulling force of the mechanism should not exceed 1/3 of the breaking force of the mooring cable as a whole, adopted according to the table of the USSR Register. The drive must ensure continuous selection of the mooring line with this force at the rated speed for at least 30 minutes.

The speed of pulling out the mooring cable at a nominal tractive effort on the first layer of winding the cable onto the drum should not exceed 0.3 m / s (18 m / min).

Requirements for the drive of mooring mechanisms and the strength of their units are similar to the requirements for anchor mechanisms.

The most common mooring mechanism on new ships is the electric ball-less capstan. Figure 62.1. shows the kinematic diagram and general view of the Ш5-type spire installed on the BAT-type ships.

Figure 30. Kinematic diagram and general view of the spire type Ш5

The base of the pin is the welded housing 9 of the gearbox, on the cover 8 of which an electric motor 4 with a disc brake is attached. The cast steel mooring drum 5 rotates freely on the glass 17, fixed on the cover 8. The radial forces on the drum are perceived by the bronze sleeve 3 of the glass, and the drum hub rests on the bronze sectors 6.

Drum 5 is closed with a cover 1 with a hole for filling in grease. The drum lift is limited by the oil sump flange 2. A gear ring 7 is pressed into the base of the drum 5, which rotates by the gear 16 of the shaft having the gear 14. The gear shaft 16 is laid on roller bearings 15. The wheel 14 rotates by the gear 21 mounted together with the wheel 19 on the shaft 20 laid on ball bearings. The wheel 19 rotates by the gear 13 of the shaft, which is connected by a gear clutch 12 to the shaft of the electric motor 4.

The hatches 10 serve to inspect the gears and service the terminal panel 11. Oil for lubricating the gears and bearings of the gearbox is poured into its housing. The drum supports and the open load gear are lubricated with grease through grease fittings 19. Condensate is removed from the cavities of the electric motor through 17 and pipes 18, and from the terminal panel through a hole with a plug.

3.3. Ship lifting and transport mechanisms

The cargo devices of fishing vessels are designed for transshipment operations at sea and in the port, performing auxiliary work with fishing gear, setting and removing fenders and transferring people from vessel to vessel. Transhipment operations on the open sea are characterized by high intensity, so they have to be carried out in waves, with wind and the ship's rocking. For these conditions, the most acceptable devices are with cargo booms, which are widely used on fishing vessels. To carry out cargo operations, such devices are equipped with a system of blocks and cables fixed outside the boom on fixed ship structures - masts, columns, decks, etc. and the equipment of which depends on the size and general location of the vessels moored to each other, the mass of the transferred cargo, waves, wind, etc.

Some types of seagoing vessels are equipped with cargo devices with cranes. Cranes, unlike booms, do not need a system of blocks and ropes attached to stationary ship structures. Their performance is higher than that of cargo arrows. However, due to the high cost and inconvenience in work, even on slight waves, cranes on fishing vessels are rarely installed.

Freight devices designed to move cargo around the ship are widely used on fishing vessels: conveyors, roller tables, chutes, elevators, carts, telphers, etc.

Some types of floating bases have special cargo devices for launching and lifting on board of fishing vessels. Finally, in the fishery, contactless methods of transferring the catch from fishing vessels to industrial refrigerators and floating bases are being used.

Normal operation of a modern transport vessel is impossible without lifting mechanisms serving to carry out cargo operations and serving fishing, boat and other devices. Ports are not always able to provide their own means for ship loading and unloading operations, and fishing and its maintenance are inevitably associated with the production of cargo operations and the movement of goods on board the vessel on the high seas. On fishing vessels, all auxiliary fishing operations - pouring fish from fishing gear, changing industrial equipment, etc. - are inevitably associated with the use of lifting mechanisms.

According to their design, the ship's lifting mechanisms can be divided into three main groups of winches, cranes and hoists.

Marine winches are divided into cargo and special ones according to their purpose. The latter include boat, towing, topping and other winches. Depending on the type of drive, the winches are steam, electric and hydraulic.

Marine cranes are divided into jib, slewing and gantry cranes, which have recently become widespread on container ships. By the type of drive, cranes are divided into electric and hydraulic.

The group of hoists includes elevators and elevators. Elevators are subdivided into passenger, freight and cargo-passenger Hoists are mainly electrically driven.

Hoisting devices with a carrying capacity of 10 kN and more, intended for loading, unloading or moving cargo on a ship, are subject to supervision of the USSR Register and are annually inspected. to the right, moving the vertical lever towards itself or horizontally up - lifting the load or raising the boom, moving the lever to the right - turning to the right Controls must be marked, fixed in the zero position and securely locked

Mechanisms with a hydraulic drive must have a device that prevents the load or spontaneous movement of the boom or crane when the pressure in the hydraulic system drops. Lowering of the load or boom should be possible only by the drive. Each lifting device must have a brake that provides braking with a margin, which for cargo and topping winches must be at least 50%. Cranes should have a stock of at least 50% for lifting mechanisms and at least 100% - for boom lifting mechanisms, turning mechanisms may not have a stock. The effort on the brake handle should not exceed 160 N, and on the pedal - 310 N. For brakes regularly used in normal mode, these forces should be reduced at least 2 times

Cranes and hoists with an electric drive must have limit switches for automatic stopping of mechanisms in their extreme positions.

Verification of ensuring the safety of operation of lifting mechanisms is carried out by tests and surveys. Before commissioning, all cranes, hoists and booms with winches must be tested with a test load exceeding 25% for lifting capacities less than 200 kN, 50 kN for lifting capacities from 200 to 500 kN and 10% for higher lifting capacities.

Supervision of the Register of the USSR is subject to electric-powered passenger and freight elevators with a carrying capacity of 2.5 kN and more, the movement of which is carried out using cables, its ascent and descent speed is not more than 1 m / s

0

For reliable anchorage, at berths and other floating and coastal structures, ships are equipped with anchor and mooring mechanisms. Usually, the operations of pulling the mooring rope, releasing the anchor, lifting it off the ground, lifting and removing the anchor into the hawse are performed on ships with one mechanism equipped with an asterisk for the anchor chain and a mooring drum for mooring lines (steel, hemp, nylon and other ropes).

Anchor and mooring mechanisms performing such operations are subdivided into spiers and windlass. The former have a vertical axis of rotation of the traction elements, the latter - a horizontal one. The spire has one sprocket and one mooring drum (if the spire does not have a spire, it is called a mooring drum). The windlass usually has two sprockets and two mooring drums. Spiers and windlass, which are part of the anchor and mooring devices, are divided into small (with chains of calibers up to 28 mm and traction force up to 15 kN), medium (with chains of calibers 29-46 mm and traction force 16-50 kN) and large ( with chains of calibers more than 46 mm and a pulling force of more than 50 kN).

By the type of energy used, anchor and mooring mechanisms can be manual, electric and hydraulic. Hand capstan and windlass are mainly used on non-self-propelled vessels with anchors weighing up to 400 kg and anchor chain caliber up to 19 mm. The most common drive for anchor and mooring mechanisms is electric, a small part of ships are operated with steam capstan and windlass, recently a hydraulic drive is being introduced.

A brake is installed on the shaft of the electric motors of the anchor-mooring mechanisms, designed to hold the traction elements from rotation under a load that exceeds the nominal load by 50%. The power of the capstan (windlass), according to the rules of the RSFSR River Register, must be sufficient to pull the vessel to the anchor, take off and raise the anchor at a speed of at least 0.12 m / s at a nominal pulling force on the sprocket. The pins should select the ropes at a nominal pulling force with a set speed (no more than 0.3 m / s) and, if necessary, create a double force on the mooring drum within 15 s.

Spire device

Most ships have two anchors in the bow and a stop anchor (the lighter in mass) in the aft. Therefore, in the bow of the vessel, as a rule, a windlass with two asterisks and mooring drums is installed, and in the stern - an anchor and mooring spire. The exception is the catamaran type ships, which have spiers mounted in the bow of each hull. On pusher tugs, towing winches are sometimes used to perform anchor and mooring operations. On ships of small power, as a rule, one bow anchor-mooring spire is installed.

The capstan mechanism usually has two parts: the upper one, consisting of a mooring drum 1 (Fig. 132, a) with an asterisk, and the lower one, which includes an electric motor 3 and a gearbox 2. According to the location of the drive, the capstan can be double-deck (Fig. 132, a) and single-deck (Fig. 132.6, c). In double-deck capstan, an electric motor with a gearbox is mounted on the lower deck, and the mooring drum is on the upper deck. Electric single deck spiers can have above deck

(see Fig. 132.6) or below deck (see Fig. 132, c) the location of the electric motor. When the electric motor 2 is located below deck, the drive is serviced through a cutout in the deck or hatches of the spire foundation, equipped with waterproof covers.

Rice. 132. Spire layouts

On modern ships, single-deck spiers are most often installed with an above-deck arrangement of an electric motor 2 and a gearbox 3.

At present, as manual, ship pins with a crank drive of seven standard sizes ШР1 - ШР7 with nominal tractive forces on a warping drum (drum) up to 7 kN and on an asterisk up to 6.5 kN are widely used: ШР1 and ШР2 - mooring with a drum without an asterisk; SHRZ - SHR5 - anchor and mooring with a drum and an asterisk, cast in one piece; ШР6 - ШР7 - anchor-mooring, equipped with a shoe brake and separately cast drum and anchor sprocket.

Mooring drum 7 (Fig. 133), cast at the same time with sprocket 9, at hand capstan rotates on bushings 5 ​​and 8 around the axle-stock 6, rigidly fixed in the base frame 11. In the head (upper part) of the capstan, a horizontal shaft is mounted on two supports 1 passing through a hole in the stock. At the ends of the horizontal shaft, bevel gears 2 and a removable handle 4 are fixed. Rotation of the horizontal shaft is transmitted to the driven gear 5, connected to the upper end surface of the mooring drum 7. Pawls 10 are pivotally attached to the lower part of the sprocket on the fingers, moving when the drum rotates along the corresponding ratchet protrusions, made in the base frame 11. As soon as the rotation of the handle stops, the pawls abut against the protrusions on the frame and stop the drum from reverse rotation.

Rice. 133. Manual anchor and mooring capstan ШР4

When the direction of rotation of the handles is changed, the dogs are thrown to the other side.

Electric anchor and mooring pins are made with a spare manual drive if they are designed to work with anchor chains with a caliber of up to 28 mm (in sea conditions) and up to 34 mm (in river conditions). Recently, in connection with the increase in the power of the power plants of ships, anchor-mooring capstan is installed, as a rule, without a spare drive.

A diagram of one of these electric pins is shown in Fig. 134. Turachka (mooring drum) 5 and the anchor sprocket 2 of the capstan are loosely seated on a stationary sleeve 9, inside of which a hollow shaft (stock) 4 can rotate from the electric motor through the gearbox 11 (worm, worm-cylindrical or worm-planetary gear) 4. They are connected with a cam clutch 3 using a flywheel 7, with the rotation of the screw 6 of which the warping drum can be raised and lowered. The anchor sprocket has a belt brake pulley 10.

Rice. 134. Electric Spire

Bracket 1 acts as a bumper for the anchor chain.

When the electric motor is turned on through the gearbox 11, the hollow stock 4 is rotated, connected by the gear coupling 8 with the warping drum 5. To perform mooring operations by rotating the flywheel 7, the warping drum is lifted and the sprocket 2 is removed from the clutch with the cam clutch 3. The latter is stopped from rotation by the band brake. Anchoring operations are carried out with the electric motor running and the brake turned off, when the warping drum is lowered down with the flywheel 7 until it engages with the cam clutch 3.

Windlass device

Windlass designs have undergone significant changes in recent years. In connection with the increase in the power of the power plants of ships, electric windlass is made, as a rule, without a spare manual drive. Windlass, the diagram of which is shown in Fig. 135, a, consists of the following elements: a cam controller for starting and stopping the electric motor; a gearbox that transfers rotation to anchor sprockets and warmers; levers and flywheels to control the corresponding clutches and band brakes.

Rice. 135. Electric Windlass

When the electric windlass drive is turned on through a gearbox (Fig. 135.6), consisting of a worm gear 17, 16 and a cylindrical 18, 11 power transmission, the cargo shaft 7 rotates. At its ends, mooring warmers 6 and 15 are rigidly fixed. Chain sprockets 9 and 13 , cast together with the belt brake pulleys 8 and 14, are loosely fitted on the shaft. The sprocket hubs have cams that engage with couplings 10 and 12, fitted on the splines of the cargo shaft.

Mooring operations are performed with locked brakes and disengaged clutches. The armatures rise when the clutch 10 or 12 is on and the band brake is off on the pulley of the corresponding sprocket. At the same time, it is allowed to raise two anchors only after alternately lifting them from the ground. 3 anchors are pulled into the hawse separately. To release the armature, turn off the band brakes and clutches. The sprockets, under the action of the masses of the armature and the chain, rotate freely on the cargo shaft. The speed of the anchor chain is adjusted by loosening or tensioning the brake band. The anchor chain coming off the sprocket is stored under the deck in a chain box 4, to which it is attached by a gum-tack 5. Between the windlass 1 and the anchor hawse 3, in which the anchor is suspended, a stopper 2 is installed, designed to fasten the anchor chain when performing mooring operations , repair work, etc.

Automation tools for anchor devices. In accordance with the requirements of the River Register of the RSFSR, cargo ships (over 60 m in length) and pushers are equipped with devices for releasing anchors from the ship's control room, for lifting anchors from the local post. On river vessels, electromechanical and electro-hydraulic means of remote control of anchor mechanisms are widely used. Electromechanical propulsion systems have two electric motors, one of which is designed for the anchor chain stopper, the other for the belt brake of the sprocket. The electrical circuit of the remote control is switched on by the mode switch when it is set to the position "Braking and remote recoil". When the control button is pressed, the band brake motor is started - the band starts to release. At the same time, the stopper recoil motor is activated. By the time the anchor chain stopper recovers, the release of the tape is completed. The anchor chain is released and the anchor is kicked back. When the control button is released, the band brake electric motor turns on to tighten the band and the armature recoil stops. As the belt tightens, the resistance on the windlass load shaft increases, the torque limiting clutch is triggered, the power supply to the circuit is stopped and the belt brake motor stops.

Rice. 136. Scheme of remote control windlass

Rice. 137. Etched chain length indicator

With the help of an electro-hydraulic remote control, for example, a windlass BZR, remote recoil with free etching and subsequent stopping of the etching of the anchor chain at any site is carried out, local control of the length of both anchor chains etched overboard, and remote control of the length of the right anchor chain.

A windlass control scheme is shown in Fig. 136. When you press the "Start" button on the armature remote release, an electric-driven vane pump 14 is started, and oil with a pressure of 3.5 MPa through the check valve 9 enters the upper cavity of the hydraulic cylinder 5. Spool 11, moving downwards, closes the drain channel that communicates the discharge line 8 with oil tank 12. The pressure in the upper cavity of the hydraulic cylinder increases, the piston overcomes the resistance of the spring 6 and moves the pusher 7. Lever 10 turns clockwise and through the rod 2 releases the band brake 1. The anchor chain is etched as long as the button " Start". In this case, the excess oil from the discharge line is discharged into the oil tank through the bypass valve 13. By releasing the "Start" button, the pump stops and the pressure in the line 8 drops. The spool 11, moving upwards, opens the drain channel, which communicates the upper cavity of the hydraulic cylinder 5 with the oil tank 12. The pusher 7, under the action of the spring, turns the lever 10 counterclockwise and tightens the band brake 1. Recoil of the armature stops. The band brake 1 can be released manually by turning the flywheel 3 with the screw 4.

The moment of pressing the "Start" button is controlled visually by a mechanical indicator of the etched chain length, mounted on the armature remote recoil panel. Mechanical indicators, made in the form of separate units, are installed in the windlass gear cover. When the armature is released, the chain rotates the sprocket 5, (Fig. 137). The latter, through spur and worm gears 2, 1 and 4, rotates the limb (disk) 3 relative to the stationary arrow by an appropriate angle. A scale is fixed on the dial, graduated in meters according to the gear ratio and the estimated diameter of the sprocket. When the anchor enters the hawse, the sprocket, rotating in the opposite direction, sets the dial with the scale to the zero position. The right sprocket indicator is additionally equipped with an electrical converter for remote duplication of the length indicator.

Automatic mooring winches

Rice, 138. Automatic mooring winch

Recently, some ships are equipped with automatic mooring winches. Mooring of vessels with the help of such winches is carried out in the manual control mode, and at the stop they keep the vessels at mooring with a constant rope tension. With a decrease in the force (weakening of the rope), the winch automatically selects the rope (winds it on the drum), and with an increase in the tension of the mooring lines in excess of the specified force, it turns the rope (turns the drum to lengthen the mooring line). Automatic mooring winches are made with electric or hydraulic drives. Install winches on the deck in a place convenient for mooring operations. The control station can be located at some distance from the winches.

An automatic mooring winch with an electric drive (Fig. 138) is usually equipped with a two-speed gearbox, which, when the electric motor is started, rotates gear 1 (Fig. 138, a) and a hollow shaft 6 with gear 7 and a planetary gear. The latter, rotating in a fixed housing 4, rotates the cargo shaft 5 through the satellite gears 3 and the crown gear 8 9. When the clutch 9 is turned on, the electric motor transmits the torque to the winch drum 10 through the gear, the gear 7 and the crown gear 8. The force on the mooring line through gears 8 and 3 is taken up by the body 4 of the planetary gear, which is kept from turning by the spring 11 (see Fig. 138.6) of the mode switch.

Each force P on the mooring line of the winch corresponds to a certain position of the piston 13 in the cylinder 12, that is, the tension of the spring 11. When the mooring line is weakened or pulled, the balance is disturbed. For example, with a decrease in the force P (weakening the rope), the spring 11, acting on the piston 13, turns the lever 14, connected to the controller, to the right and the electric motor turns on in the rope pulling mode. With an increase in the rope tension (an increase in the force P), the spring 11 is compressed, the lever 14 turns to the left and the electric motor is switched on in the rope etching mode. When the force in the mooring line and the tension of the winch operating mode switch spring reach the set value, the lever 14 will open the motor control circuit. In this case, the torque on the mooring drum will be balanced by the moment of resistance on the case of the planetary gear transmission.

Hydraulic mooring winches are combined with a drive axially or radial piston pump and a reversible hydraulic motor. The hydraulic motor mounted on the winch shaft is similar in design to the pump. The difference is that when the pump shaft rotates in different directions, the direction of movement of the fluid changes in the pipelines of the system, and the hydraulic motor, on the contrary, changes the direction of rotation of the winch drum with a change in the direction of the fluid in the line. An automatic mode switch in hydraulic winches controls the bypass valve. With an increase in the rope tension, the valve bypasses all the oil into the suction pipeline and the hydraulic motor operates in pump mode. When the rope tension is weakened, on the contrary, the bypass valve closes, the pressure in the pressure chamber of the hydraulic motor increases and the mooring drum turns in the direction of pulling the rope.

Service rules

In accordance with the Rules of technical operation, the anchor and mooring mechanisms must: "start out" from any position; ensure smooth braking of the anchor stars; prevent spontaneous recoil of the anchor and etching of mooring lines; develop for 15 s the force in the anchor chain (mooring line) 50% more than the nominal one.

The operation of anchor and mooring mechanisms has the following features: short duration and frequency of action, the use of chains and ropes. Therefore, the ship's crew is required to strictly adhere to the sequence of all production operations and safety rules when launching anchor mooring lines.

mechanisms, their maintenance during operation and shutdown, as well as during various repair work.

When preparing mechanisms for start-up, it is necessary to: perform their external examination; make sure that there are no foreign objects on the moving parts and that the mating parts are securely fastened; establish the presence of oil in the tank of the pumping unit of the remote armature recoil drive, in the gearbox housing, bearings and other rubbing parts; check the serviceability of the band brake drives and cam clutches by testing.

All anchor and mooring operations are carried out only at the command of the chief of watch and under his direction.

It is prohibited to operate mechanisms with a decrease in the diameter of individual chain links by 20% (on ships of the "M - SP" class - by 10%). The number of broken wires in steel mooring ropes should not exceed 20% of their total number over a length equal to six diameters.

Before performing anchoring and mooring operations, you should test the mechanisms with no load and, only having established their serviceability, proceed to work. The controller's flywheel is moved to the "Start" position only after switching the corresponding controls (clutches, brakes, deck stops) to the operating position.

During the operation of the mechanisms, you should periodically check the temperature of the gearbox bearings and the electric motor housing, monitor the presence of lubricating oil on the rubbing surfaces of the parts, take all measures to ensure that no knocking and abnormal noise are observed when the parts of the anchor and mooring mechanisms move.

When performing anchor and mooring operations, it is prohibited to: disconnect the sprocket engagement couplings when the rotation of the stock or cargo shaft has not stopped yet; to touch the unbraked anchor chain with your hands or adjust the anchor when pulling it into the hawse; open the covers of the controller under voltage; touch moving parts and stand in line with the movement of the anchor chain or mooring line.

To ensure the proper technical condition of the mechanisms, periodically (once or twice per navigation) their planned maintenance is carried out, during which they check the fastening of the gearbox, electric motor, racks and other parts to the foundation, open the covers of the gearbox inspection windows and determine the state of the worm and cylindrical gear pair , clean rubbing surfaces from dirt, sand and metal filings, eliminate all detected faults.

During scheduled technical inspections, it is allowed to disassemble mechanisms only to the extent necessary to perform maintenance operations.

Used literature: "Ship power plants" V.А. Sizykh

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Organizational culture is closely related to the personnel management system of the enterprise. It is both an integral part of this system and the basis for its construction. In this regard, in order to improve the company's management system, it is necessary to clearly understand what are the interconnections between the organizational culture and the personnel management system, whether the values ​​embedded in the company's culture are a logical continuation of the personnel management system or they contradict the methods used by management in the selection process, adaptation, assessment, training and motivation of personnel.

Indicators of inconsistency in organizational culture and personnel management methods are indicators such as an increase in the level of staff turnover and absenteeism, a decrease in labor productivity, a decrease in the level of employee initiative, and an increase in the number of conflicts between employees and managers. However, we emphasize that these indicators depend not only on the consistency of the culture of the organization and the management system used by the company, there are also objective limits for their change. In particular, the level of turnover in the amount of 3-5% is due to the need for a natural change of personnel; a slight excess of it will not indicate the ineffectiveness of the company's corporate culture. This indicator is interesting in dynamics, since it shows the attitude of personnel to changes in the organization and changes in the state of corporate culture.

As an example, let us analyze the organizational culture of enterprises belonging to the large Russian metallurgical holding UC RUSAL, since it is the same for all enterprises included in it. We will conduct the research based on the materials of the company's website. In this company, the most vividly traced the conscious development of the corporate culture, which has an impact on the efficiency of workers in the non-ferrous metallurgy industry. In addition, this company is characterized by the following factors:

• ? United Company RUSAL is developing a corporate governance system in accordance with the best international standards and practices of public international corporations, based on the principles of transparent and responsible business conduct. The company has a code of corporate ethics that defines the values ​​of the company and the principles of its work in various fields; representatives of the collectives of all enterprises took part in the discussion of the code;
• ? RUSAL has repeatedly received awards in the nominations "Best Corporate Edition" (in Russia), "Environmental and Social Activity", "People Investor 2008: companies investing in people "," For innovations in the field HR ",“For high corporate culture and personnel development”, etc.

An element of the company's corporate culture is its corporate identity, the main visual element of which is the logo shown in Fig. 6.1.

The logo is a combination of two geometric shapes: a circular cut polygon and a right-angled triangle. The black polygon symbolizes the process of extracting and processing raw materials for aluminum production, and the red triangle represents the flow of molten metal. These figures together add up to Latin R- the first letter in the name of RUSAL.

Rice. 6.1.

In contemporary visual arts, the square, circle and triangle are considered perfect geometric shapes. According to the famous art theorist Wassily Kandinsky: “The triangle is the most stable geometric figure with the highest expression of sharpness. The circle is the highest depth. The square is the highest inner movement. "

The described figures are present in the company's logo, which sets RUSAL's position in terms of intelligence, forward movement and versatility.

The company publishes a weekly newspaper, Vestnik RUSAL. In addition, up-to-date information for employees is posted on information boards and the Intranet portal. The company management practices real-time meetings and intranet conferences on a regular basis.

Comparing the corporate culture of the company with the typologies discussed in the first chapter of the manual, we can conclude that it is built according to the “Market” type from the typology of K. Cameron and R. Quinn.

Nevertheless, constantly improving its management methods, RUSAL is developing a unique corporate culture based on a well-thought-out system of personnel motivation, providing ample opportunities for the professional development of employees, and adhering to ethical standards.

This requires constant monitoring of changes occurring within the company and timely adjustment of programs operating in the company. In this regard, studies are conducted annually, the purpose of which is to study the attitude of employees to the company and programs implemented in the field of development of corporate culture and internal communications. Each study results in adjustments to the amount of funds invested in maintaining each program in order to increase employee satisfaction with the level of corporate culture and change their attitude towards the company's most important values. Thus, there is a constant adjustment of measures to develop the corporate culture of the company.

According to the Federal State Statistics Service, 76 597 people out of 180 143 people employed in the production of non-ferrous metals worked at the Russian enterprises of the company in 2007, in 2008 - 69 385 people out of 169 557 people employed in non-ferrous metallurgy and in 2009 - 60 087 people out of 143 147 employed.

The personnel management system of the company is directly related to the mission and strategic goals of the company. The main goal of the company is to become the most efficient corporation in its industry.

Achieving this goal requires new management approaches and a strong company philosophy.

The company develops a corporate governance system based on the principles of transparent and responsible business conduct. The company is headed by a Board of Directors, which is collectively responsible for the company's operations. The Board of Directors includes executive, non-executive and independent directors. The responsibilities of the Chairman of the Board of Directors and the CEO of the company are clearly separated. The Board of Directors has several committees on a permanent basis, including the Audit Committee, which includes three independent directors. The company has a code of corporate ethics that defines the values ​​of the company and the principles of its work in various fields; representatives of the collectives of all enterprises took part in the discussion of the code.

The company is built on a divisional basis (the result of separating individual types of production and areas of activity into independent business units with their own necessary functional divisions). Division directors and direction directors (finance, personnel, internal audit, public relations, etc.) are subordinate to the general director. However, we would like to emphasize that practically all decisions in the company are made collectively by the Management Board. The Management Board includes: Chief Executive Officer, Chief Financial Officer, Directors of all divisions, Chief Strategy and Corporate Development, Chief Audit Officer, Chief Government Relations, Natural Monopolies and Resource Protection, International and Special projects and director of legal affairs. One of the fundamental principles of management in the company was adopted by the company Toyota: “Decisions that are made can be discussed as long as you like, and all stakeholders should be involved in the decision-making process. The decision taken should be implemented very quickly ”.

The combined company is one of the largest employers in Russia. One of her strategic goals is to become a company in which people aspire to work. In this regard, she pays special attention to the search for highly qualified specialists, their motivation and professional development. The company declares that its personnel management system is based on the principle of partnership between the employee and the company and shared by all corporate values. The company's personnel management strategy is aimed at consolidating employees who are flexible in thinking in a changing environment, problem-oriented, working in close cooperation with other employees.

The personnel management service at all enterprises and in the management company has a single structure. It includes the following divisions: recruitment department, personnel department, labor and wages department, corporate culture and internal communications department, social programs department, Corporate University department, which includes: personnel training and assessment department, knowledge management department , department for work with specialized educational institutions, department of distance learning.

The recruiting department is responsible for the timely forecasting of personnel needs and the selection of qualified, highly motivated, flexible and loyal employees who can quickly adapt to work in the organization and possess the qualities necessary to achieve the goals set by the company.

To maintain and develop organizational culture in the selection and placement of personnel in the company, it is important to assess the following indicators (criteria):

• ? psychological compatibility with the team;
• ? discipline;
• ? business qualities;
• ? style and methods of work;
• ? participation in innovative activities;
• ? the quality of the work performed.

The work of the personnel department is assessed by the quality indicator of the recruited employees - (TO), %, which is calculated as follows:

where: P to- the average indicator of the quality of the work performed by the recruited employees,%; NS- percentage of new employees promoted within one year; O - the percentage of new employees who remain in work after one year; H- the total number of indicators taken into account in the calculation.

There is a clear relationship between the quality score of recruited employees and the culture of the company. The stronger the organizational culture of the company, the higher the quality score of the recruited employees. Thus, when a person comes to work in a company with a strong corporate culture, he will find himself in an organizational environment where methods of group thinking have already been created and “pressure” is provided to instill a dominant way of thinking and acting in all employees, which initially creates the prerequisites for effective work of a beginner. For enterprises, the work of the personnel department is considered satisfactory, the quality indicator of which is at the level of 65%.

The Labor and Payroll Division and the Social Programs Division are responsible for developing and maintaining an incentive system based on the principles of fairness and impartiality in the remuneration of employees. The level of remuneration (average wages) at each enterprise is set slightly higher than the labor market in the region where the enterprise is located. The personnel incentive system is tied to certain patterns of behavior, company values. The company is introducing a salary system that secures incentives for effective performance and responsibility for individual results. Forms of staff incentives used at the enterprises of the holding: wages, bonuses, medical and dental services, subsidies for food, company transport or compensation for travel expenses, financial assistance in paying for training, profit sharing.

Note that wage level - it is a significant factor in assessing the organizational culture of a company. On the one hand, this indicator characterizes the absolute earnings of employees, and with the help of it we can assess the difference in wage levels in comparison with competitors and the labor market. On the other side, the attitude of employees to the level of remuneration(satisfaction with wages) at the enterprise is indicative, as it allows assessing the risks of dismissal and "poaching" of the company's specialists, as well as analyzing the employees' perception of how "fair" the wage system at the enterprise is. In strong corporate cultures, as well as in company enterprises, more than half of the employees characterize the level of remuneration as average and good.

The company has various social programs for employees: the possibility of preferential housing loans, voluntary medical insurance, material assistance in difficult life situations, spa treatment, organization of children's recreation. On the one hand, the presence of social programs at enterprises is an urgent need in the labor market today. On the other hand, the attitude of employees to each program makes it possible to rationally use funds for social security of employees, to correct the “portrait of a typical employee of the enterprise”, which in turn makes it possible to select adequate tools for working on changing / shaping the corporate culture of the company.

The Corporate University Department is responsible for the process and principles of personality formation in terms of continuous professional training in the organization. The department is responsible for creating training systems available to any member of the team, contributing to its constant development, involving him in the constant process of mastering knowledge, skills and behaviors under the guidance of experienced teachers, leaders, mentors, etc. This division has a direct impact on the formation and transformation of the organizational culture of the company, since it is here that the company's values ​​and behavioral patterns are laid in the basis of educational programs.

The company's personnel development system provides an opportunity for employees to acquire additional professional skills through participation in trainings, seminars, internships at the most effectively managed enterprises in the world, and additional education.

By skill level of employees evaluate, on the one hand, the effectiveness of the Corporate University department as a training center, on the other hand, as a unit that creates a learning environment in an organization, i.e. influencing the corporate culture of the organization.

The function of working with the personnel reserve (both internal and external) is also assigned to this unit. There are programs for the formation of a personnel reserve. The psychological effect of being included in the reservists, to a large extent, consists in the possibility of communication with representatives of other departments, during which there is an exchange of experience, the establishment of personal ties, and, as a consequence, the formation of the corporate culture of the company.

The personnel appraisal system includes an annual performance appraisal based on the fulfillment of the set goals for the year and assessment centers. Based on the results of the annual assessment, the company's employees receive annual bonuses.

The department of corporate culture and internal communications is responsible for the formation and maintenance of values ​​and behavior patterns of personnel.

This unit is responsible for the development and maintenance of the Code of Conduct. The Code of Conduct is a tool for directly presenting the company's values ​​to its employees. The Code describes norms of conduct that are not legally binding and difficult to control. Therefore, without the internal acceptance of the Code by employees, it will not be able to fulfill its functions. That is why its development was carried out using dialogical procedures for the exchange of opinions between employees. Its forms were varied, and included both information and discussion, and clarification of goals. Almost all of the company's employees were involved in the development process, which made it possible to improve the indicators of the information campaign to familiarize employees with the company's strategy, which went in parallel with the development of the Code.

One of the unit's powerful tools is the weekly newspaper. In addition, as noted above, relevant information for employees is posted on information boards and the Intranet portal, and real-time meetings and intranet conferences are practiced on a regular basis.

The company constantly hosts corporate events, sports days, KVN festivals and creative contests, in which thousands of employees from all enterprises of the company take part. There are sports sections for the children of employees, drawing contests and creative works are organized.

All events and information materials are explicitly or implicitly imbued with the values ​​promoted by the company.

At the analyzed enterprises of the company, a significant decrease in staff turnover has been recorded since 2005 (average turnover rate * 7%), which indicates the acceptance by employees of the company's personnel policy and the effectiveness of the existing corporate culture.

Also noteworthy is the annual decline the level of absenteeism and violations of labor protection and industrial safety(Occupational health and safety) at enterprises. These indicators are determined when analyzing documents: timesheets, documents and orders on the application of sanctions for violation of labor discipline, etc. The change in the level of violations is a consequence of the process of improving the corporate culture. Over the past five years, there has been a noticeable tightening of health and safety requirements and control in this area at enterprises. These changes take place thanks to the joint work of management (for many managers this is a source of pride) and departments of selection, assessment and corporate culture and internal communications of enterprises, which in turn are carriers of the corporate culture of the company and at the same time employees who shape it.

To characterize the work of personnel management services, it is often suggested to use such an indicator as the level of conflict in the organization. We adhere to the view that this indicator is not informative, since the indicator may not be the quantity, but rather the quality of conflicts. For example, in innovative organizational cultures, the level of conflict is high, but conflicts in these organizations are constructive, aimed at solving organizational goals. Instead of this indicator, it is proposed to use the level of team cohesion (satisfaction from relationships with colleagues). Obviously, the higher the level of cohesion, the stronger the corporate culture of the company, the higher the commitment of the personnel to the enterprise. At the enterprises of the company “dissatisfaction in relations with the team” was noted by an average of 6% of employees, which corresponds to the average level of staff turnover.

Thus, having analyzed the personnel management system and the corporate culture of the company, we can conclude that the company has adopted a focus on results. Most of the employees are purposeful. The leaders and managers of the company are professional leaders. The main emphasis in the philosophy of personnel management of the company is placed on the desire to win. The focus of the strategy is tuned to competitive actions, solving assigned tasks and achieving measurable goals. The company's success in achieving its goals predetermines its striving to become the most efficient and largest metallurgical company on the national market and one of the leaders in the global metallurgical market.

At the same time, the labor motivation of workers is formed under the influence of many factors that are often not related to a specific position and employer (for example, the level of wages and the state of employment in the region, personal motives, the social sphere of the enterprise, etc.). In turn, the change in the level of labor motivation affects the change in the fundamental indicators of the employee's activity. These include the change in the level of labor productivity, not associated with technical and technological re-equipment of production, but taking place under the influence of dynamic changes in the organizational culture of the company. An increase in the productivity of employees is at the same time an indicator of the effectiveness of measures to manage the corporate culture of the company.

We consider it expedient to offer the most general recommendations on some aspects of the study of the company's corporate culture using the following method.

In order to generally assess the level of employee satisfaction with the work process and involvement in the company, we propose to calculate an integrated satisfaction indicator. To do this, it is necessary to conduct a questionnaire survey of employees, in which it is necessary to include questions that most demonstrate the degree of employee satisfaction with work in the company and involvement in it. We suggest using the following four questions:

1. Do you like working for the company?

Answer options:

• a) yes;
• b) no;
• c) I find it difficult to answer.
• 2. If you had the opportunity to work elsewhere according to your

specialty and receive the same salary, would you leave the company?

Answer options:

• a) yes;
• b) no;
• c) I find it difficult to answer.
• 3. Which phrase more accurately describes the current situation in the company?

Variants of wording:

• a) good for the company - good for employees;
• b) bad for the company - bad for employees;
• c) good for the company - bad for employees;
• d) bad for the company - good for the employees.
• 4. Are you proud to work for the company?

Answer options:

• a) yes;
• b) no;
• c) I find it difficult to answer.

For positive answers to questions 1 and 4, negative answer to question 2, option a or b in question 3, give 1 point. For negative answers to questions 1 and 4, a positive answer to question 2, options c or d in question 3 should be given -1 point.

As a result of summing up the points, a scale was obtained that can take values ​​from -4 to 4.

Thus, respondents who say that they enjoy working for the company, are proud to work here, would not leave the company for another job at the same salary level, and believe that the current situation is best described by the phrase “good company - good for employees ”, on this scale four points are gained.

Accordingly, the respondents who answered that they do not like working in the company, and also that they do not feel proud of the fact that they work in it and would leave the company for another job at the same salary level, and who believe that the current situation is best described by the phrase "good for the company - bad for employees" or "bad for the company - bad for employees", on this scale they scored -4 points.

The rest of the respondents will get an intermediate number of points.

Table 6.1.

Integrated employee satisfaction indicator

Using the method of interviews and focus groups, it is possible to identify those factors on which the level of staff satisfaction depends. In order to identify the levels of importance and satisfaction with each factor, it is necessary to include special questions in the questionnaire. For example: ? What is most important to you in your job? The answer choices must contain all the factors identified. It is worth considering that it is necessary to give the respondent the opportunity to choose several options;

• ? How do you assess: the level of remuneration at the enterprise, relations in the team / knowledge of the prospects and goals of the company, etc.? The answer options should contain a scale, for example: good, average, bad, difficult to answer;
• ? How has the level of remuneration / relations in the team / knowledge of the prospects and goals of the company, etc., changed over the last year / time? The answer options should contain a scale, for example: improved, did not change, worsened, find it difficult to answer.

Thus, we can conclude that the activity of an organization to form or change the corporate culture is the work of assessing the factors of personnel satisfaction using special tools. To assess the effectiveness of the tools used, in interviews, in the focus group program and in questionnaires, it is also necessary to include questions that assess the degree of importance of corporate culture, the availability of knowledge of its fundamental values ​​and staff satisfaction with its level. Note that in order to change the set of methods and means used in managing organizational culture, it is necessary to take into account the traditions and experience of the enterprise in the corresponding sector of the national economy, and those specific features that affect the process of managing the culture of the organization, increase the motivation of workers, and how consequence of the efficiency of the company's personnel.

Organization personnel management: Textbook / Ed. L. Ya. Kibanova. M .: In-fra-M, 2007.S. 316.

Borisova Yu.V., Shapiro S.L. Corporate culture as a factor in increasing the efficiency of workers at industrial enterprises: monograph. M .: RKhTU named after D.I. Mendeleeva, 2012.S. 60.

Analysis of the organizational culture Coffee house No. 7

Characteristics of "Coffee House No. 7"

Before proceeding with the analysis of the organizational culture in "Coffee House No. 7", it is necessary to give a brief description of the activities of this enterprise.

In 1904, a coffee shop was opened by the merchant Smolyaninov. Smolyaninov decided to name the coffee shop simply - by the house number. And since its number was the seventh, then the name of the institution became "Coffee House No. 7". During the war, a bakery was opened in house No. 7, which was once a coffee shop. Soon the house was completely demolished, and only the name of the coffee house was preserved in the memory of the third generation of the merchant Smolyaninov. In today's coffee shops, the organizers tried to convey the atmosphere of the street where the first Coffee House No. 7 was located: lanterns, cast-iron fences. Sitting in a new coffee shop, you will not leave the feeling that you are in an old cozy city courtyard. As well as a hundred years ago, the coffee house has its own pastry shop, where professional bakers bake amazing pastries, cakes, croissants every day.

The network "Coffee House No. 7" belongs to CJSC "Uralspetstorg", which was founded in 1997. The first "Coffee House No. 7" was opened in November 2003. There are three points in the network now. One of the coffee shops is located at the intersection of 8 Marta and Malysheva streets, the second - at the intersection of 8 Marta - Bolshakov streets and the third coffee house is located on the first floor of the Sverdlovsk Hotel. The chain of coffee houses is a part of ZAO Uralspetstorg represented by its General Director Lyulkin Aleksandr Aleksandrovich. The coffeehouse chain operates as a catering establishment. They are licensed to sell alcoholic beverages and tobacco products. The coffee shop is open for guests around the clock.

The main visitors of the coffee shop in the evening are students and young people working in the age from 16 to 25 years old. It is also interesting that, according to observations, 20-30% of tables in the evening are occupied exclusively by women's companies. In the daytime, a significant part of the visitors are people wearing ties - today it is becoming fashionable to hold business meetings in quiet, not noisy coffee houses. Most of the visitors in the daytime are guests who come to the business lunch.

For many years, coffee houses in the capital of the Urals developed slowly. Unlike in Moscow, Yekaterinburg restaurateurs used to think that the format of coffee houses was not in demand and unprofitable, and gradually turned them into daytime cafes with food and alcohol on the menu. The Uralspetstorg company, which developed the Coffee House No. 7 chain, closed some of the establishments, leaving three out of six outlets for itself.

CJSC "Uralspetstorg" in 2006 sold "Coffee house No. 7" on the street. Voevodin to Valery Loran (owner of the KEF restaurant and the Podval art club). The area of ​​the coffee shop on Vojvodina Street is about 90 sq. m. Two more coffee shops of the chain were put up for sale. According to Alexander Lyulkin, director of ZAO Uralspetstorg, the company intends to develop large-format coffee shops from 200 sq. m and more.

The network "Coffee House No. 7" uses advertising in the press. These are the magazine "Choose", "City Assistant", "Delovoy Kvartal", the newspaper "Moskovsky Komsomolets". Establishments do not use advertising on television, since this is the most expensive advertising. In general, the company does not conduct a wide advertising campaign.

Earlier in "Coffee House No. 7" a discount system for regular customers was used, but since 2008 this system has been canceled. Various promotions are held monthly in the coffee shop. For example, in the summer in the coffee shop there was an action “Time of summer pleasures from Carolance - 2008!”. Thanks to this action, Coffee House No. 7 expanded its menu by 7 amazing cocktails, which include Carolans liqueur, and delighted its guests. The results of sales were held and the waiters and bartenders who sold the largest number of cocktails were rewarded with pleasant gifts. For the liqueur supplying company, there was a great opportunity to promote the Carolans brand.

"Coffee House No. 7" does not use image advertising. In all print media, a coffee shop advertisement is an image of the product that is offered to the consumer. This is a strudel and a cup of espresso. The coordinates of the coffee shops are indicated. The coffee shop also distributes business cards that are invested in guests' invoices, which indicate the coordinates of the coffee houses and a slight reminder that the coffee house has its own pastry shop.

In June 2006, a coffee shop was opened at the intersection of 8 Marta - Bolshakov streets with a total area of ​​240 sq. M. This is a classic coffee house with an extended menu that includes hot dishes and snacks, over 30 varieties of coffee and tea, and a business lunch. A complete menu is provided in the Appendix. The coffee shop is divided into 2 rooms. A non-smoking room with 18 seats. And a smoking room with 76 seats. We will study and analyze the organizational culture of this particular coffee house.

The staff of this coffee shop is 31 people who are directly subordinate to the manager of the coffee shop. The organizational structure of this enterprise belongs to the linear-functional type. This structure makes it possible to largely eliminate the disadvantages of both linear and functional control. With this structure, the purpose of functional services is to prepare data for line managers in order to make competent decisions or emerging production and management tasks. There is a job description for each position; all employees are subject to the rules and standards of the coffee chain.

When applying for a job, each employee gets acquainted with the job description, with the instruction on labor protection and with the instruction on fire safety measures. The organizational structure of the company is shown in Fig. 1.

Figure 1. Organizational structure of CJSC "Uralspetstorg"

"Coffee House No. 7" is a democratic institution that is an alternative to noisy beer bars, restaurants and clubs, in which coffee acts as a companion for a European-style pastime: quiet music, dozens of varieties of coffee, tea, a large selection of pastries from our own confectionery.

The coffee shop offers additional services:

Wi-Fi wireless access

· Coffee and tea "to go"

· Business lunch

Own baked goods

Custom-made cakes

· Carrying out banquets, seminars, conferences.

All coffee shops "under the seventh number" are united by soft comfort and style. The style of an old European street, with a traditional coffee shop and pastry shop, with large windows and a good view from the window, with a coffee aroma and sweet life for dessert. The interior of the coffee house is made in such a style as to convey the atmosphere of an urban environment with an alternation of several eras. This is a cozy romantic institution with background music and not bright light, fresh flowers are placed on the tables. The interior is designed in warm colors (coffee, beige). The finishes are moderately expensive and more expensive than average, with exclusive elements that work for the brand. One gets the feeling that we are in an old, quiet, cozy city courtyard.

The state of the organizational culture of "Coffee House No. 7"

Starting to analyze the organizational culture, it is necessary to highlight those of its components that are present in this organization.

As noted above, the basic elements of organizational culture are norms and values.

Behavioral norms in "Coffee House No. 7" are requirements for the behavior of employees, which are perceived by the employees of the coffee shop as a set of rules that determine what should be the behavior of members of the organization in certain standard situations. These norms are both formal (fixed in documents) and informal (unspoken norms).

An example of the established formal rules are the rules of the internal labor regulations of "Coffee House No. 7" and the standards of service for guests of "Coffee House No. 7".

To comply with the standards of work and service for the guests of the coffee house chain "Coffee House No. 7", these rules are mandatory for all employees of the coffee house chain. Violation of these rules may result in a penalty (fine or work) or dismissal. Consider these rules below.

1. Guests of our establishments are priority number 1 and the fulfillment of orders for each of them should be fast and efficient - this is the primary task for all employees. In case of violation of this rule (i.e. complaints from guests), the employee is obliged to give a written explanation (explanatory) and, at the discretion of the management, may be punished with a fine or work for the benefit of the coffee house.

2. Working hours and vacation time:

ü All employees work in shifts in accordance with the manager's schedule for starting work. The employee's knowledge of the date and specific working hours of his shift is his personal responsibility. Being late for work entails an explanatory note in writing, subsequent late arrivals - a fine or work, or dismissal (at the discretion of the management).

ü In case of illness or emergency (accident, illness of relatives, etc.), the employee is obliged to immediately notify the managers of the coffee shop personally or by phone, or in any other way. Remember: no one can get sick 5 minutes before the start of the shift!

ü Every employee is obliged to have a list of home phones of his colleagues at home. The exchange of shifts between employees is possible only with the permission of the heads of the coffee shop.

ü Absenteeism on your shift without a valid reason leads to immediate dismissal.

ü A break during work (for lunch, a smoke break, etc.) - no more than 30 minutes per shift, is not included in the general paid fund of working time (with regards to hourly wages) and is taken with the permission of the management of the coffee house if production capabilities are available. During breaks, you must not be in full view of guests.

ü An application for a vacation is submitted at least one month before the start of the vacation. Holidays during periods of peak demand (for example: summer period) are discouraged and provided on a minimum basis, subject to availability.

3. Each employee of the coffee shop receives a uniform, which he is obliged to keep clean and tidy. An employee who does not comply with uniform standards (wrinkled, dirty clothes, inappropriate shoes, etc.) is punished with a fine or, if repeated, may be fired. It is forbidden to wear a uniform outside of working hours. The form belongs to the establishment and in case of dismissal of the employee must be handed over to the management of the coffee shop.

4. Failure to place an order through the cashier is considered an attempt at theft, deprives the employee of confidence and leads to immediate dismissal.

5. Employees are allowed to smoke only in specially designated areas and only with the permission of the management of the coffee shop during breaks (no more than 5 times per shift).

6. Employees of the coffee shop must not be distracted by conversations with friends who have visited them or employees of other coffee houses during the work shift. After the end of the shift, no one, except for the employees on the shift, has the right to be at the enterprise, each employee must leave the enterprise after the end of the shift within 20 minutes. Employees are prohibited from visiting the coffee shop in which they work outside of working hours, except in cases of production necessity.

7. Employees have no right to close the establishment earlier than the time, which is established by the operating hours of the coffee shop.

8. Employees of the morning shift must be at the workplace at least 30 minutes before the start of the shift.

9. Before the start of the work shift, each employee is obliged to obtain the necessary information (availability of a stop-list, new promotions, etc.) from the management of the coffee shop.

10. All employees are required to come to work through the service entrance (if any).

11. The workplace of each employee must always be kept clean and tidy. Employees are required to leave their workplace as prepared as possible for another shift. Products must be stored in accordance with the rules of commodity neighborhood, refrigerators must always be in order, during work the rotation rule must always be observed (first come - first left), the confectionery display must always be kept clean, confectionery must always be in full stock , the assortment should be maintained constantly.

12. Responsibility for the general shortage of dishes (taking out of the coffee shop) is borne by all staff: waiters, bartenders, cashiers, managers, technical staff. The management of the coffee house indicates in the write-off report on whose fault the dishes are broken, the employee is deducted from the employee's salary for the broken dishes.

13. It is forbidden to serve any of your friends or relatives without queuing, taking advantage of your position as a coffee shop employee.

14. Employees are obliged to treat each other with respect, you cannot address employees by nicknames, abbreviated names.

15. All employees are required to undergo periodic medical examinations in due time.

16. All employees are required to comply with work standards, internal labor regulations, job descriptions.

17. Employees of the coffee shop chain have commercial information and are obliged not to disclose it.

18. The reasons for immediate dismissal, in addition to those listed above, may also be:

ü Dishonesty or theft

ü Quarrels between employees during working hours (fights, insults, etc.)

ü Disobedience to management

ü Appearance at work in a state of alcoholic or drug intoxication

ü Failure to comply with any of the above work rules

Changes to these rules can be made by order of the company's management.

To meet the needs of guests for high-quality service in a coffee shop, the following methods are used:

1. Exceeding guest expectations:

· Remembering the personal preferences of the guest and offering to satisfy them next time on their own initiative;

· Communicating to other departments about special requests or needs of the guest (for example, about the birthday of the guest or his special diet); employees do not ask the guest to contact another department, but always contact the department on their behalf;

2. Individual approach to guests:

· The staff has no right to classify guests on the basis of their external welfare;

· The employees of the coffee shop always express their readiness to help the guest;

· Employees must follow the progress of feedback from the guest;

Conflict situations are resolved as follows:

· The staff must mark important details and the subject of guest's dissatisfaction;

· Employees of a particular department take responsibility for analyzing comments or complaints and bring the situation to the attention of their immediate supervisor;

· The employee informs the guest about the steps that he can take to resolve the conflict;

· In the event that the issue cannot be resolved immediately, the employee informs the guest what he will do and when; if the guest is satisfied with the proposed solution, the staff coordinates further actions with the immediate supervisor, takes an active part in resolving the conflict;

· Be sure to make sure that all measures have been taken and the guest is satisfied;

· Employees register all received complaints so that they can be taken into account in the future.

Informal rules of conduct relate to the sphere of communication with colleagues, clothing, professional jargon, manager-subordinate relations.

Assessing the relationship between employees, it can be noted that, in general, the team has a rather friendly atmosphere. However, upon observation, it becomes evident that the relationship between older employees is more open. There are no major conflicts in the organization, but sometimes there are disputes, disagreements, and wrangling. As a rule, such situations happen when one employee tries to shift his responsibilities to another, or when an employee asks his partner to do some work, but he does not. Such disagreements usually occur between staff who have been working together for a long time. New employees usually listen to the opinions or requests of the old ones, and there is no wrangling between them. The team is friendly towards newcomers, helping to acquire certain skills. Interested and active new employees quickly adapt to the team, becoming part of it. In general, the relations of personnel with each other are formed on the basis of such qualities as tolerance, tact (when disagreements arise, they do not turn to insults, do not indicate social differences to each other), respect.

However, not all employees follow the rules. Many abuse, fail, and neglect their job responsibilities. This is especially evident in the employees of the contact area. The waiters discuss personal topics while in the hall, laugh with each other, argue about who will serve the new guest, despite the fact that the guest is waiting for the menu. It is rare for the contact area staff to say goodbye to guests. There were cases of disrespectful attitude towards guests and colleagues, inability to create a pleasant atmosphere.

In "Coffee house No. 7" it is envisaged to wear uniforms. The uniform of the contact area employees is a beige T-shirt, black trousers and a brown apron. Therefore, all employees take care of their appearance in order to look well-groomed and tidy. However, due to their young age, some employees forget that they come to work and not to the disco. Girls allow themselves flashy manicure, young men often work in ripped jeans, which is not permissible.

Since the washing of the uniforms of the employees is carried out independently, some employees forget to wash them. Staff are careless about their uniforms. This is because the T-shirts are old and unattractive and the aprons are uncomfortable.

The core of the organizational culture of any organizational culture is values. The main values ​​laid down in the work of a coffee shop:

Satisfaction of consumers' desire to live better and better quality;

Creating an environment in coffee shops that is higher than the one in which they live and work

consumers;

Implementation of the policy: "our coffee shop is a window to Paris."

The culture of communication with guests in a coffee shop is implemented through the implementation of the following principles:

Each guest should feel that he is sincerely welcome: this is achieved through a friendly look, a benevolent smile, willingness to provide a service, personal attention;

The guest must be accepted as he is: this is achieved through tact, politeness in dealing with people of different ages, character and temperament;

A guest is not a person with whom one should argue: in communicating with guests, a prerequisite is the ability to control oneself, be patient, respond to rudeness with restraint and politeness;

Never ignore the complaints and objections of guests: the staff must be able to sincerely and timely apologize, as well as quickly and competently solve all the problems that have arisen.

The norms and values ​​adopted and cultivated in "Coffee House No. 7" are transmitted and consolidated through certain ceremonies and rituals, which were also highlighted by us among the elements of organizational culture.

As noted in the theoretical part, one of the components of the organizational culture is the presence of the organization's mission. Mission of "Coffee House No. 7": "People who are not indifferent to the best taste and aroma in the world will come to our coffee houses!" One of the strategic goals of the coffee house is a continuous striving to improve the quality of services and provide all the necessary conditions for a comfortable stay for each guest.

The slogan of the company: "Sweet secrets of the old city."

Language is also one of the cultural elements present in the Coffee House. The word is always significant, carries an evaluative load. What matters is the way the thought is formulated. Thus, a manager's address to employees with the following words: “My colleagues”, “My employees”, “Members of my team” - expresses the shades of different attitudes towards them and, to some extent, determines their status. Behind these words, for the company's employees, there is a greater or lesser responsibility, a measure of involvement in a common cause, encouragement of initiative, etc. The emotional component of the language is no less significant - the tone used to pronounce the address, orders, etc. A special slang has been formed at the enterprise. For example:

· "Whiskey" - whiskey

· "Kurbul" - chicken broth

· "Zapara" - a large number of guests

· "Official" - a waiter

· "Ladle" - a cook

· "Podium" - a table at the end of the hall on a dais

· "Throw in the barrel" - tip

· "Dressing room" - a place for smoking

Various nicknames of the employees: "Muchacha", "Old Man", "Megaofik" ...

The nicknames of regular guests: "2 Lungo", "Ristretchiki", "Olmeca", "Fiery", etc.

As noted above, myths and legends are another significant element of organizational culture. The mythology of the coffee house associated with the founding of the Coffee House is designed to convey the values ​​of the company, its "credo" to workers and employees in a visual, lively, figurative form. This story tells about how the company was created, what motives were guided by its creator. Myth: In 1904, the merchant Smolyaninov opened a coffee shop. Smolyaninov decided to name the coffee shop simply - by the house number. And since its number was the seventh, then the name of the institution became "Coffee House No. 7". During the war, a bakery was opened in house No. 7, which was once a coffee shop. Soon the house was completely demolished, and only the name of the coffee house was preserved in the memory of the third generation of the merchant Smolyaninov. In today's coffee houses, the organizers tried to convey the atmosphere of the street on which the first "Coffee House No. 7" was located: lanterns, cast-iron fences.

Management style as an element of the organizational culture of the coffee house No. 7.

One of the elements of the organizational culture in "Coffee House No. 7" is also the management style and the nature of decision-making.

Management style is a set of techniques that a manager uses in relation to his subordinates.

It is difficult to define the style of leadership that exists in this enterprise. Most likely, it is a combination of liberal and democratic styles. Liberality is manifested in the fact that the manager of the coffee shop waits or demands instructions from above or falls under the influence of the collective. Democracy is characterized by the distribution of powers, initiative and responsibility between the manager and managers, managers and subordinates. The leader regularly and in a timely manner informs the team members on issues that are important to them. Communication with subordinates takes place in the form of requests, wishes, recommendations, advice, rewards for high-quality and efficient work, kindly and politely; orders are applied as needed.

Collegiate forms of decision-making prevail in the coffee shop. This means that the management and the staff of the coffee shop jointly identify the problem, determine its causes, develop and evaluate alternatives, and the manager makes the final decision. After making a decision, he communicates the decision to the personnel, who must execute it. As a rule, this concerns large-scale problems. The collegial form of decision-making, of course, reduces the efficiency of management and "dilutes" responsibility for its results, but it prevents gross errors and abuse and increases the validity of the choice. When it comes to everyday situations, the staff tries to make decisions on their own. However, if an employee, for some reason, cannot implement a decision made on his own, then he has to contact the management.

Analysis of the state of the organizational culture of Coffee House No. 7 made it possible to conclude that a number of key elements of the organizational culture are present at the enterprise. At the same time, the analysis made it possible to identify a number of problems, namely:

1) In the process of observing the behavior of the staff, it was noticed that indifference of employees towards the organization in which they work prevails in the coffee shop. This is evidenced by negative statements about working conditions and pay; some employees are limited only by their duties, creativity disappears in their work, work is reduced to performing routine actions.

Obviously, such employees are not focused on long-term cooperation with the coffee shop. The reason for the dismissal of employees in "Coffee House No. 7" is the low salary and the young age of the employees of the contact area. All waiters are students and take temporary jobs. When applying for a job, many cannot calculate their potential. As a result, after working for a certain time, such employees are disappointed in their expectations, become passive and start thinking about changing jobs. This can be seen especially clearly by reading the “Book of Reviews and Suggestions”. Numerous reviews with words of gratitude and requests to reward this or that employee are left by the guests to those employees who recently got a job in the coffee shop. After several months, one can read the indignation and dissatisfaction of the guests towards the same waiters, cooks, and baristas.

2) A necessary, in our opinion, element of the organizational culture is the presence of an Internet site, which is absent. In our opinion, such a site is necessary, it would include general information about the coffee house with a detailed description of the menu and the cost of dishes. The site would also contain guest reviews of the coffee shop. In addition, a table could be booked with the help of the website.

3) The culture of the coffee house lacks core values ​​that would be actively supported by all members of the organization. It is known that the more the number of people share its values, the stronger the culture. In this organization, either not all employees share the core values, or share, but not completely. Members of this organization lack the shared experience to shape common values. This is due to the fact that the staff of the coffee shop is unstable. When they start working, employees, not having time to master the culture and accept it in full, quit. In our opinion, it is precisely because of the unstable staffing that culture cannot strengthen and acquire core values.

4) Employees lack clear convictions about how to achieve success in their activities. Such workers do not see their advancement in this organization, they set themselves short-term goals, limiting themselves to fulfilling their duties, not showing creativity. The consequence of this is that employees do not feel part of the organization, do not feel loyal to the firm, and do not feel proud of the enterprise in which they work.

5) There are no rituals, customs and traditions in the organizational culture of the Coffee House.

All of the above problems indicate the need to improve the organizational culture of Coffee House No. 7. Recommendations for improving organizational culture will be presented in the next paragraph.

So, the analysis of the state of culture in this organization showed that the organizational culture in the Coffee House needs to be improved.

In order to improve the organizational culture, the management of "Coffee House No. 7" can be recommended:

1. Create a clear ritual for organizing the recruitment of new employees to the Company, which may include the delivery of a brochure about the Company, a pass, and reference phones on the day of hiring.

The implementation of these activities will contribute to the adaptation of newcomers to the working conditions in the company, the assimilation and acceptance of the organizational culture.

Due to the lack of rituals in the culture of the Coffee House, it is necessary to establish a special ritual to reward the best in the profession (waiter, cook, barista) with the presentation of a diploma, as well as to define the “person of the year” of the Company. The main thing here is moral public encouragement, preferably with the invitation of family members.

2. Carrying out corporate events aimed at team building: joint celebration of March 8, New Year, and the company's birthday. Considering that the organization and holding of corporate events "outside the walls of the organization" requires large financial costs, it is not always advisable to hold them in entertainment centers, rest homes. Therefore, it is possible to organize and hold a corporate event “within its walls”, given that the coffee house has all the necessary resources for this - cafe premises, music and television equipment, a convenient location, dishes for a banquet. Food and drinks will be purchased at the expense of employees. One of the most important aspects is that the maximum number of employees should appear on corporate holidays, as this will increase the effectiveness of the event. Particular attention should be paid to employees who have recently got a job. This will shorten the period of their adaptation. When participating in team games, do not allow the “old ones” to communicate only with “their own”. The activities carried out according to a specially developed scenario will remain in the memory of employees for a long time.

3. Conducting sports events, joint hikes, picnic trips, which will make employees feel like one team. Umbrellas, thermoses, backpacks, tents will help create an atmosphere of unity and equality.

4. Set the Company's Birthday with the status of employees' day off (if possible).

5. To avoid violating the concept of an alternative to noisy beer bars, management must approve a CD with music appropriate for a “quiet, quiet” coffee shop. It will be lounge music. Lounge style is light, calm background music for relaxation, for relaxation. There should be several such discs in an enterprise so that the music is not repeated many times a day in order to avoid irritation of guests and service personnel. Prohibit the staff from listening to personal discs on the equipment of the coffee shop. If possible, restrict personnel access to equipment in general.

6. In order to create a feeling of care for each employee, the management of the coffee shop can be recommended to organize delicious and nutritious meals at the enterprise. The working shift of each employee is 12 hours. To maintain good spirits and health, it is necessary that a person eat regularly. This is especially important in a catering establishment where people work with food. Such a situation is unacceptable when a hungry waiter will look at the dish with greedy eyes. Considering that the company cannot afford to feed everyone at its own expense, the scheme may be as follows: pay for meals with personal food coupons. Each employee is given a coupon for a certain amount equal to the average cost of lunch. Coming to dinner, a person pays with this coupon, and at the end of the month an invoice is drawn up indicating who dined and for what amount. Such a system greatly simplifies calculations with public catering, and there will be no problems with the calculation of income tax and deductions from the payroll.

7. Create a corporate website that would include general information about the Coffee House with a detailed description of the menu and the cost of dishes. Information about additional services provided by the company. Also, the site would contain guest reviews of the Coffee House. In addition, a table could be booked with the help of the website. Also, the corporate website will become the main means of intra-company official communication and unofficial communication of employees.

Development of the corporate website "Coffee House No. 7".

Economic justification

The cost of developing a website for a company in Yekaterinburg ranges from 35 - 40,000 rubles (if you use the services of professional advertising companies that are engaged in the development, design of web sites). At the same time, it is problematic to name the exact cost of work without clarifying all the details of the site.

The site should be an interactive environment through which the user can intuitively access the necessary information.

The corporate site will have the following elements (pages):

1. Home page.

This is the main page of the site, initially opened upon login. According to the purpose, the following elements are located on the main page.

Ø Branding.

Ø "News feed" - annotations of corporate news, allowing to inform employees and guests about significant events taking place within the company. Each annotation has a link to a page of the corporate website, which describes the event in more detail (if possible, with comments from management and specialists, in order to inform about the position of top management on this issue).

2. "Dear guests". The purpose of this page is not only to inform the visitor about the services of the coffee shop, but also to allow him to feel the mood reigning there. The main goal of the concept of the interactive environment of the site is to encourage the client to feel the atmosphere of the coffee shop's cosiness, to appreciate the peculiarities of its interior and to identify with the clients of this establishment.

The page will contain the following elements:

Ø Coffee Shop Menu

Ø Additional services and their cost

3. "Consultation"

This page will serve as an advisory function for the firm's employees. Along with its direct purpose - to help employees in the performance of their functional duties, specialist consultations will perform an integrating function, awakening a "sense of care" and increasing confidence in the company.

The following elements will be located on the page:

Ø Dialogue window for communication with a specialist

4. "Corporate Forum"

A forum is a page where visitors' opinions on certain topics are published. By discussing topics of interest, employees will learn about the points of view of their colleagues in the firm and receive additional information. Subsequently, the employees will have a certain commonality of worldview, which will allow in the future to avoid many interpersonal conflicts and to communicate more easily with each other.

The forum page will have the following elements:

Ø Dialog box for introducing a topic for discussion.

5. "Chronicle of the company"

This element is a group of interconnected pages that describe the history and development of the company, "legends and myths". This element of the corporate website is intended to familiarize employees with the history of the Coffee House, to form an idea of ​​the role of the Company in society. The structure of the "company history" element is as follows:

Ø Branding.

Ø Description of the history of the emergence and development of the company, in direct chronology and using archival photographs.

Ø References to "myths and legends" describing various incidents from organizational history. An employee who has become familiar with them will have a clearer idea of ​​how to behave in situations such as those described. This, in turn, will allow the formation of certain behavioral attitudes among the employees of the company.

6. "Mission of the company"

This element will represent a page on which the purpose of the firm's functioning, its mission in society, the main long-term tasks set by the top management for the firm are formulated. A clear knowledge of the specifically formulated goal of the organization, its mission allows the employee to be more confident in carrying out their duties, in making decisions. The goals, mission and objectives of the organization act as a kind of axioms, guidelines for actions, referring to which the employee can justify his actions, even despite the disapproval of the immediate management.

The Firm Mission page has the following components:

Ø Branding.

Ø Description of the clearly formulated goal of the organization, its mission, objectives.

7. "Congratulations".

Each company that values ​​and respects its employees has information about all the solemn events taking place in their lives (birthdays, anniversaries, wedding days, etc.). Publishing this information on the corporate website will create an atmosphere of family, universal involvement and respect.

The Congratulations page has the following elements

Ø Branding

Ø Photos of congratulations with the words of wishes

8. "Leaderboard"

This element of the corporate website is intended to carry out measures of non-material incentives for employees to fulfill their duties. Within the framework of measures for the formation and development of organizational culture, the "Board of Honor" contributes to the development of an employee's sense of respect for the leading specialists of the company, "leaders". The desire of employees to improve the efficiency of their activities is formed, which becomes the main value of the organizational culture.

The following components are located on the page of the corporate site "Leaderboard".

Ø Branding

Photos of employees who have achieved the highest results in their field of activity.

The coffee shop website will provide interactive communication with customers and partners, provide information about the Coffee House, online table reservations, provide the broadest marketing opportunities and powerful advertising.

8. Organize and conduct competitions of professional skills among the employees of the Company.

The program of the competition of professional skills of waiters "Coffee houses No. 7"

coffee house concept organizational culture

Participants of the competition: waiters of "Coffee House No. 7"

The purpose of the competition: to determine the level of qualification of waiters, certification of their professional abilities, to contribute to the improvement of service in the field of food and leisure.

A good waiter is the key to the success of any cafe and restaurant!

Every day the level of requirements for catering services grows and along with the competition of restaurants for their customers, the professional skill of the staff also grows. Interesting, hard work of a waiter is always in sight. The waiter not only serves food and drinks, but also greets and serves visitors. A good waiter expresses the philosophy of his establishment, he is able to give people joy and ensure a good rest. At the same time, the waiter himself and his work remains in the shadows, does not receive the recognition it deserves.

This competition will allow you to reveal the professional skills of the waiters of "Coffee House No. 7", compare your skills with the achievements of colleagues, feel the thrill of fair competition, exchange experiences and learn new secrets of the profession.

Terms of the competition.

All the waiters of the Coffee House chain will take part in the competition.

For the competition, participants must wear professional attire with a badge. Registration and drawing of lots for participants takes place at 9:00.

Participants go through six rounds of qualifying competitions. The total score is determined by the sum of the points of all rounds. With the same number of points, an additional competition will be announced. 3 participants of the final are determined by the number of points. Finalists go through the same rounds, but with different tasks. Honorable Mention Prizes are awarded by the jury based on the points scored.

The points scored after each round are publicly announced and partly commented by the jury members. The members of the jury will be the manager of the coffee house Potoskueva Elena Viktorovna and the managers of the coffee house: Kamysheva Alena Vladimirovna, Vakorin Ivan Yurievich and Ushakova Alena Valerievna.

Round I - visiting card of the waiter of Coffee House No. 7

This tour combines two tasks. Introducing the waiter and his establishment - the Coffee Shop in which he works (max - 3 minutes). The maximum score is 5 points.

Evaluated: the appearance of the waiter, a story about himself and about his enterprise, the ability to stand in public: artistry, charm, corporate identity, accuracy and expressiveness of the presentation.

II round - theoretical

The testing method is used to test the theoretical knowledge of the waiters on various issues. Contestants are provided with tests with 10 questions. One answer option is provided for each question. There are also open questions. It takes 20 minutes to solve the test. Each correct answer is equal to 1 point.

Questions for the test

Surname First name

1. In what year was the first Coffee House # 7 opened?

2. What does the perfect espresso look like?

1) foam with or without tiny bubbles, foam disappears quickly

2) foam with or without tiny bubbles, the foam is dense and lasts a long time

3) black ring with white bubbles

3. What is the calabash made of?

1) palm tree

3) bamboo stem

4. Which of the following tea is a white tea?

2) Milk Oolong

5. A family came to visit us: a girl, a young man and an elderly lady. Who will you serve the menu to first?

2) to a young man

3) girl

6. Indicate what types of vodka are on sale, what is their cost?

8. What are the ingredients of the cold snacks listed below and what is the cost per serving?

9. What vegetarian dishes can you offer your client?

1) Salad "Consonance"

2) Fresh vegetables with olive oil

3) Omelet with mushrooms

10. What is the difference between champagne and sparkling wine?

1) in traffic

2) the difference in strength

3) in the place where they are produced.

Round III - serving

The participant chooses one of the proposed menus, according to which he will serve the table. It is necessary to correctly make a fairly complete table setting from the presented inventory. On a separate table, the participants collect the necessary equipment within 5 minutes. At a signal from the jury, they begin to set the table. Serving time - 5 minutes. After the table is reserved, the participants must answer the clarifying questions of the jury.

The maximum score for the competition is 5 points. Evaluated: the aesthetics of the serving, the correctness of the serving, the answers to the clarifying questions of the jury.

Round IV - movement with a tray

The participant must pour the drinks and walk the specified distance.

The maximum score for the competition is 3 points, the speed of bottling of drinks, the correct filling of containers for various purposes (a glass for wine, a glass for juice, a glass) are assessed. Ability to gracefully move with a tray. If spilled in the process of filling or moving with a tray - 1 point is removed.

V round - Specific situations

The competitor is offered one of the working situations: a stain on the tablecloth, a damaged client's suit, a naughty child, etc. It is necessary to give a witty and correct solution. Thinking time - 1 minute, response time 2 minutes.

The maximum score is 3 points. Evaluated: speed of reaction, originality of getting out of a difficult situation with minimal losses for the restaurant, client and waiter.

VI round - homework

Reveals in free form the individual qualities of the participants. The competitor shows homework prepared on their own on a free topic. Colleagues, children, assistants can be involved in the performance. The topic is free (restaurant, presentation of a dish, dexterity in working with equipment, etc.), but always related to the profession.

The maximum score is 5 points. The originality of the idea, artistry, personal charm of the participant and professional skill are assessed.

Thus, the implementation of the proposed recommendations, in our opinion, will help the members of the organization better understand the goals of the enterprise, feel themselves part of a single system, and determine the degree of responsibility to it. In addition, each employee will develop a favorable attitude towards the enterprise in which he works, there will be a sense of activity, an idea of ​​his prospects.