The structure of the medical organization diagram. Improving the organization of the structure for managing the activities of multidisciplinary medical institutions

Appendix to the order

TFOMS of the Perm Territory

Table No. 1

Structure of a medical organization

Registry code MO ___________

<*>for departments/sections/points, for which costs are not separately accounted for, the code of the department, which includes costs, is filled in in accordance with the coding of the Structure of the Moscow Region: 6 digits (XXYYZZ), where XX is the department code, YY is the section code, ZZ - point code (for example, 010101 - department code 01, section code 01, point code 01).

Performer, tel.:

Table number 2

The power of a medical organization

as of _________________________

Name of the medical organization (short) __________________________________________

Registry code MO ___________

Artist, tel:

Appendix to the order

TFOMS of the Perm Territory

Nomenclature of departments, sites, points of medical organizations

1. Branch Nomenclature Directory

<*>- department (office);

<**>

2. Plot Nomenclature Directory

3. Reference nomenclature of items

<***>- there is no attachment of the served population.

Appendix to the order

TFOMS of the Perm Territory

Instructions for filling out the form "Structure of a medical organization"

1. The form "Structure of medical organizations" is developed in accordance with:

Chapter 5 of the Federal Law -FZ "On the Fundamentals of Protecting the Health of Citizens in the Russian Federation";

Article 44 of the Federal Law -FZ "On Compulsory Medical Insurance in the Russian Federation";

Order of the Ministry of Health and Social Development of the Russian Federation n “On Approval of the Procedure for Providing Pediatric Care”;

Order of the Ministry of Health and Social Development of the Russian Federation n “On approval of the Regulations on the organization of the provision of primary health care to the adult population”;

Order of the Ministry of Health and Social Development of the Russian Federation n “On approval of the nomenclature of the bed fund according to the profiles of medical care” (hereinafter - Order of the Ministry of Health of the Russian Federation n);

Order of the Federal Compulsory Medical Insurance Fund "On Approval of the General Principles for the Construction and Functioning of Information Systems and the Procedure for Information Interaction in the Field of Compulsory Medical Insurance" (hereinafter referred to as the FFOMS order);

The Law of the Perm Territory -PK "On the territorial program of state guarantees of free provision of medical care to citizens for 2015 and for the planning period of 2016 and 2017" (hereinafter referred to as TP CHI).

2. The form "Structure of medical organizations" is filled in by the Ministry of Defense in accordance with the procedures for providing medical care, regulatory legal acts in the field of health care of the Perm Territory, license and administrative documents of the Ministry of Defense (approved structure of the Ministry of Defense, staffing, orders of the chief physician, etc.) , copies of which are provided upon request to the TFOMS of the Perm Territory.

3. In the field "MO Code" (Table No. 1) the registration number of the MO is indicated - 6 digits: "59" plus 4 digits of the MO code in the TFOMS encoding of the Perm krya.

4. In the columns “Subdivision code”, “Department code”, “Section code”, “Point code” (Tables No. 1, 2) indicate a code of no more than 2 digits;

It is allowed to use the numbering in force in the MO, provided that the codes of departments within one MO and the unique codes of sections (points) within one department (section), respectively.

The column "Subdivision code" is also filled in for departments, sections, points included in this subdivision.

The column "Code of the branch" is filled in without fail: if there are branches in the MO, the code of the branch, which is unique for the MO, is indicated. If there is no department level in the structure of the municipality and at the same time there are sections and / or points in the column “Code of the department”, the conditional code of the department 99 is indicated, and the column “Name of the department” is not filled in.

According to the column "Plot code" at the level "Point" for:

- “FAP” must indicate one of the site codes (if the FAP is not attached to one of the medical districts of the Moscow Region in the order of the chief physician, it is necessary to enter a line with the “Paramedical” section in the form, assign it a code and attach all the data of the FAP to it) ;

- "Zdravpunkt", "Visiting specialized advisory team" the section code is indicated - "0";

- "Day hospital in the GP" indicates the code of the corresponding site "GP".

Volga State University of Telecommunications and Informatics

DESCRIPTION OF THE ORGANIZATIONAL STRUCTURE OF THE COMPANY

Completed by: Ryaguzova Yu.S.

group PIE-82

Checked by: Yurasova O.A.

Samara-2010

External and internal environment of the organization.

To describe the organizational structure of the company, I chose a medical institution: “MMU city regiment No. 6”. This is a city polyclinic that provides medical services, such as: scheduled and unscheduled examination of patients, collection of biological material for analysis, medical examination.

Any enterprises and organizations are influenced by the external environment, it should be understood as a set of elements that make up two levels - macro (macro environment) and micro (micro environment). macro environment It is formed from six elements, or environments, the state of which has an impact on the financial, economic, production, economic and other activities of the institution and creates probabilistic conditions for obtaining the desired results. These include the political, or regulatory, legal, economic, demographic, cultural, scientific, technical and natural environments.

Political or Regulatory Environment : has a direct impact on the municipal institution. The government fully regulates the conditions and development of medical institutions, it can both increase their number and reduce it.

Economic Wednesday: mostly depends on the number of state subsidies for free treatment of pensioners and people with chronic diseases. The more such categories of citizens, the greater the demand for medical services. The economic environment also depends on the level of current incomes of the population, since most of the services are provided on a paid basis (the income of half a month is about 50 thousand rubles).

Demographic Wednesday: is directly related to the size of the population. The larger the population, the greater the demand for medical services.

Cultural environment: depends on the number of sports facilities: sports halls, stadiums, swimming pools, etc. The more such facilities, the better the population is developed physically and, consequently, the less the population needs medical care.

Scientific and technical Wednesday: depends on scientific and technological progress. The better equipment and medicines are delivered to hospitals, the better and faster doctors will be able to provide assistance to the population. The better the diseases are studied, the less time will be spent on their diagnosis.

Natural Wednesday: depends on environmental pollution (air, water, flora and fauna). The more a person pollutes nature with his own hands, the more he suffers from this: the acceleration of the development of diseases and the occurrence of pulmonary diseases.

microenvironment It is formed from six elements, which primarily include the organization itself, suppliers of all types of resources necessary for the provision of services, competing organizations, intermediaries, service consumers, and contact audiences.

Contact audiences - any groups of citizens showing real or potential interest in the services of the polyclinic, its activities and thereby influencing the ability of the polyclinic to achieve its goals.

The purpose of this institution - ensure the provision of quality medical services and reduce the likelihood of morbidity among people.

Typology of organizational structures.

The management of this medical institution is carried out using a traditional linear structure. In this clinic, everyone is subordinate to the head doctor. Then the institution is divided into sections, where the head doctor manages the subordinates, and doctors, laboratory assistants and nurses are subordinate to him.

Fig1. Linear control structure

Economics of personnel management.

There are economic and non-economic systems for stimulating labor activity:

Economic: Method of encouragement (increase in wages, bonuses, etc.), methods of punishment (fines, deductions), staff service at a discount.

NOT economic: Providing canteens, employee health insurance, employee rating method (the best employee of the month receives a reward).

Human capital.

Organizations are beginning to place increasing importance on the intangible characteristics of their employees, such as loyalty, customer relationship building ability and willingness to take risks, and are also looking for ways to formally evaluate them. And realizing how valuable the potential of such human qualities is, companies transform them into something more concrete - human capital.

Proponents of the concept of human capital management believe that by measuring the broad impact that employees have on the financial performance of an organization, companies can select, manage, evaluate and develop the capabilities of their employees in such a way as to transform their human qualities into significant financial performance of the company. Although this approach involves finding ways to quantify what was previously considered intangible assets, experts implementing such methods note that similar approaches are already being used in the business market.

The main way to increase the "human capital" in my medical institution is to invest in it. However, investments are a necessary, but far from the only condition for the formation of "human capital". A group of researchers is of the opinion that "human capital" can be formed in parallel and on its own without any investment (the so-called self-growth).

Also, at present, the institution spends an increasing amount of its funds on improving the skills of its employees. The cost of general training increases the productivity of the worker to the same extent both in the institutions that produce it and in all others, training at the place of work associated with increasing productivity is special.

Structure is a set of elements and links between them, which are determined by the physical principle of the required useful function. The main thing in the structure: elements, connections and invariability in time.

The organizational structure is a mechanism designed to ensure the maximum efficiency of the organization's activities or to achieve the organization's goals in the best possible way. The best structure is the one that best allows the organization to interact effectively with the external environment, to distribute and direct the efforts of its employees in a productive and expedient manner, and thus satisfy the needs of customers and achieve its goals with high efficiency.

The modern hospital economy is a complex complex, including both the department of medical diagnostic equipment and medical equipment, and units to ensure the normal functioning of the hospital: energy, heat and water supply systems, communications, catering, laundry, transport, disinfection chamber, etc. .

Purpose of the institution:

Providing emergency and planned medical care to residents of the city of Krasnoyarsk and the Krasnoyarsk Territory, as well as achieving planned targets in 2009.

Achievement of the planned indicators of the hospital's activities;

Improving the qualifications of employees;

Improving the quality and satisfaction of the population served with the provision of medical care.

For a modern enterprise, the formulation of the mission of the organization is important. Unfortunately, this hospital does not have an official mission.

In my opinion, the mission of GB#6 could sound like this:

“We strive to provide high-quality and high-tech medical care to the sick and injured, we carry out preventive measures and sanitary and educational work to prevent diseases and improve the health and quality of life of the population”

Structure and management style

Figure 1 shows the general organizational structure of health facilities. It is characterized by a functional management structure, in which the higher level concentrates all management functions, and the management object executes the management commands only of its management subject.

Figure 1 - LPU control scheme

The advantages of such a structure:

a high degree of competence of specialists responsible for the implementation of specific functions;

a basis is being created for the use of experienced specialists in the work of consultations, the need for generalists is reduced;

Flaws:

difficulties in maintaining constant relationships between various functional services;

duration of the decision-making procedure;

lack of mutual understanding and unity between functional services;

reducing the responsibility of performers for work as a result of the fact that each performer receives instructions from several managers (deputy chief physician for work with nursing staff);

In addition to the shortcomings characteristic of this management structure, in this case there is a role overload of the deputy chief physician for work with nursing staff.

This management structure, from our point of view, is irrational. Since a large number of senior managers, coupled with many assigned functions, leads to improper, not high-quality performance of their duties.

The general management of the institution is carried out by the chief. Under his direct supervision are: ch. doctor for economic issues, deputy. ch. doctor for economic issues, deputy. ch. doctor for organizational and methodological work, deputy. ch. surgeon, deputy ch. technical doctor, assistant ch. medical doctor epid. regime, Deputy ch. doctor for civil defense and emergency situations, deputy. ch. medical doctor, deputy ch. Nursing doctor, assistant ch. HR doctor, chief accountant.

ROSZHELDOR

Federal State Budgetary Educational Institution

higher professional education

"Rostov State University of Communications"

(FGBOU VPO RGUPS)

Department of "Document Science and Information Management"

Discipline: "Organization Theory"

Settlement and graphic work

on the topic: Organizational structure of the management of the company "YugMedTrans"

Rostov-on-Don

Introduction

Organizational and economic characteristics of the enterprise

Main types of manufactured products

4. Main results of financial and economic activity

Conclusion

Introduction

Currently, marketing determines the success of any organization, enterprise, firm, regardless of their form of ownership, size and organizational structure. Marketing determines the relationship of the enterprise with the external environment through its study and marketing research aimed at identifying the competitive position of the enterprise, its potential in the relevant market within the framework of the adopted development strategy, which can be implemented through competent marketing strategies and tactics.

Considering the issues of the organizational structure of the enterprise, it should be noted that the policy of organizing distribution channels or a marketing network for the effective sale of manufactured goods and services, including the creation of a network of wholesale and retail stores, intermediate storage warehouses, determining distribution routes, opening new clinics and pharmacies, ensuring the efficiency of product distribution, etc.

In modern conditions, an enterprise should pay close attention to the following aspects of its activities: distribution and marketing of goods and services; preparation and conclusion of contracts; advertising and sales promotion; product line planning; bringing the product to the level of consumer requirements; purchase of raw materials and materials for production processes. The purpose of this work: to consider the organizational structure of the enterprise LLC MC "YugMedTrans". To disclose the goal, it is necessary to solve the following tasks: - to analyze the organizational structure of the enterprise LLC MC "YugMedTrans"

analyze and evaluate the activities of the enterprise LLC MC "YugMedTrans"

1. Organizational and economic characteristics of the enterprise

The calculation and graphic work shows the organization and management structures based on the medical activities of MC "YugMedTrans" LLC, the founders of which are individuals. The legal status of an enterprise is determined by the Civil Code of the Russian Federation, the Federal Law "On Limited Liability Companies", other laws of the Russian Federation, as well as the Charter of the enterprise. The enterprise is a legal entity under the current legislation of the Russian Federation, has an independent balance sheet, a round seal, settlement, currency and other bank accounts, as well as a stamp forms with its name, its own emblem. LLC MC "YugMedTrans" carries out the production of medical services.

LLC MC "YugMedTrans" Rostov-on-Don, st. Metallurgical, 102/2

The enterprise is equipped with various types of transport and other mechanisms.

The company is profitable and competitive, and therefore economically sustainable. The average number of employees is 320 people. The reporting financial year is the period from January 1 to December 31 inclusive. The company's capital is 5 million rubles.

The founding document of the organization is the Charter. The founders of the enterprise are individuals. The management body of LLC MC "YugMedTrans" is the Director of the enterprise. The director of the enterprise is appointed to the position and dismissed from the position by the decision of the members of the Company. The director is endowed with the rights and obligations stipulated in the Charter of the enterprise. The director is not entitled to make decisions concerning the exclusive competence of the founders of the Company.

2. Main types of manufactured products

Medical Center "YugMedTrans" provides the following services:

· Carrying out preliminary (when applying for a job) and periodic medical examinations of workers engaged in hard work and work with harmful and (or) dangerous working conditions (according to the order of the Ministry of Health and Social Development No. 302 N of 12.04.2011

· Conducting pre-trip (post-trip) medical examinations.

Professional examinations (medical examinations) of employees are carried out on mutually beneficial contractual terms with enterprises and include a set of diagnostic, preventive and therapeutic measures aimed at improving the health of employees.

MC "YugMedTrans" conducts a medical examination of decreed contingents (workers in the food industry, catering, grocery stores, warehouses, educational institutions, medical institutions, etc.), with the issuance or extension of personal medical books.

Registration or renewal of a personal medical book, hygiene training, certification and medical examination (with the collection of bac. analyzes and fluorographic examination) are carried out at the same time, in one place, which saves time and money.

As part of the expert work in the MC "YugMedTrans", the following types of certificates are issued:

· driver's certificates (medical examination of drivers of vehicles);

· references to the pool for the population;

· filling out health resort cards;

· certificates of form 086-y (when applying for a job and in educational institutions);

· certificates-permits for sports and competitions;

· certificates 001GS / y (when applying for a job in state bodies);

· medical examination of civil servants and issuance of health passports;

· certificate of the absence of medical contraindications for work using information constituting a state secret;

· medical certificate in the form 082 / y (for those traveling abroad);

· examination by a psychiatrist-narcologist (with the issuance of certificates);

· examination by a psychiatrist (with the issuance of certificates);

· preliminary medical examination upon admission to work;

· certificates of form 046-1 (license, permit for traumatic weapons).

· medical certificate of fitness to drive a small boat (issued as a driver's certificate).

Ultrasound diagnostics, which is a highly informative research method, is absolutely harmless to the patient. In the center you can undergo ultrasound diagnostics of all types at affordable prices!

The Medical Center "YugMedTrans" conducts diagnostic tests at a high technological and professional level.

The ultrasound room in the clinic is equipped with modern equipment - an ultrasound scanner "SonoAce-8000SE" by Medison.

In the clinic you can do ultrasound of all organs and systems of the body. The study is carried out by highly qualified doctors with extensive experience in the field of ultrasound diagnostics.

Laboratory research in today's medicine is one of the important components of the treatment and diagnostic process, which makes it possible to equip the clinician with the maximum possible comprehensive information about the patient's health status.

To solve this problem, the center has every opportunity - laboratory research is carried out on the most modern equipment using the best (accurate and sensitive) diagnostic systems of world and Russian leaders in the field of laboratory diagnostics.

The laboratory uses modern biochemical, cytological, histological, microbiological and molecular genetic methods for the study of blood, urine, saliva, biopsy material, etc.

Conducted analyzes

The clinical diagnostic laboratory performs all types of tests for adults and children, including urgent tests (general blood count, general urinalysis and blood biochemistry).

Held:

· general clinical studies (common blood, urine, etc.);

· biochemical studies (transaminases, bilirubin, lipidogram, etc.);

· hormones, tumor markers;

· immunoserological studies (hepatitis A, B, C, D, E, G, Epstein-Barr virus, Vacirella Zoster virus, helminths and protozoa, TORCH, STI ELISA, ELISA infections);

· immunogram 1 and 2 types;

· cytological and histological studies;

· DNA diagnosis of infections;

· bacteriological seeding - prenatal diagnosis of the 1st and 2nd trimesters;

· DNA diagnosis of hereditary diseases.

In the Medical Center "YugMedTrans" you can undergo a complete diagnosis of the whole organism by bioresonance testing. This is a licensed technology approved by the Ministry of Health of the Russian Federation, based on capturing and recognizing the weakest electromagnetic impulses.

Bioresonance therapy is effective in cases where the achievement of therapeutic success by traditional methods of treatment is impossible or is associated with large time and other costs. It combines the principles of such methods of treatment as acupuncture, Voll electropuncture, homeopathy, nosodotherapy and many others.

Physiotherapy

Magnetotherapy is the treatment of diseases using magnetic fields and is a safe and inexpensive method. It is non-addictive and has no side effects. Very often, this method is able to adequately replace various medicines. Currently, the method of magnetic therapy is successfully used for the treatment and prevention of various diseases.

Diadynamic therapy is an electrotherapeutic method based on the use of diadynamic currents (DDT), or Bernard currents, for therapeutic, prophylactic and rehabilitation purposes. It is rightly referred to as pulsed therapy, which uses currents of various shapes and frequencies, supplied in continuous and pulsed modes.

Electrophoresis is a complex therapeutic complex that combines the effect on the body of direct current and particles of medicinal substances introduced through intact skin or mucous membranes.

Holter (daily) ECG monitoring

This examination makes it possible to obtain complete information about the work of the heart during the day. Readings are taken both in rest mode - during night and daytime rest, and during and after physical activity. With the help of this examination, it is possible to identify violations of the heart rhythm, its nature, duration, as well as early ischemic manifestations of the disease.

Rheoencephalography is a non-invasive method for studying the tone of cerebral vessels, based on recording the changing electrical resistance of tissues when a weak electric current of high frequency is passed through them.

Rheoencephalographic study allows obtaining objective information about the tone, elasticity of the wall and reactivity of cerebral vessels, peripheral vascular resistance, the value of pulsed blood supply, thus it is used to diagnose cerebral atherosclerosis, hypertensive angiopathy of the cerebral vessels, headache of vascular origin, as well as for closed craniocerebral injuries. and hemorrhagic strokes.

The advantages of the method are its relative simplicity, the possibility of carrying out for a long time, obtaining separate information about the state of the arterial and venous systems of the brain and intracerebral vessels of various diameters.

ECG, R-graphic examination

The main consumers of the above products are both customers of the city of Rostov and the region, and the Krasnodar Territory.

Sales promotion methods are also used, which at the enterprise include: improving the quality of products, advertising (in the form of leaflets, advertising banners, advertising on websites), a diverse system of discounts and customer service.

3. Organizational structure of the enterprise

The enterprise was created in the form of LLC, which was reflected in the organizational structure of the enterprise.

From the moment of the entry into force of the first part of the Civil Code, commercial organizations can be created exclusively in those organizational and legal forms that are provided for them by Chapter 4 of the Code. Constituent documents created before the adoption of the Code must be brought in accordance with the norms of Chapter 4 of the Code within the time limits indicated there.

According to the code, legal entities that are commercial organizations can be created in the form of business partnerships and companies.

In accordance with the Civil Code, LLC MC "YugMedTrans" fully complies with the status of a legal entity it holds, has its own legal address and address of the location of the enterprise, has a personal charter, has its own bank account, official seal of the enterprise, is liable for the obligations of the company, has the right act as a plaintiff and defendant in court and other specific features inherent in a legal entity.

In its daily activities, the enterprise is strictly guided by its own legal documents (internal and external). All operations with legal documentation are carried out strictly in accordance with the requirements and norms of document management. As a rule, all new documents of this nature are drawn up in accordance with the previously adopted ones. All operations performed in the course of the company's activities are analyzed and compared with the documents regulating their implementation (with plans, estimates, programs, orders, instructions, etc.) Thanks to the coordinated work of all services, the enterprise has the ability to competently and rationally manage document management at the enterprise , which naturally affects the efficiency of the use of documents, as well as the effectiveness of commercial work in general.

The General Director carries out operational management of the activities of the LLC and is vested in accordance with the legislation of the Russian Federation with all the necessary powers to perform this task. The General Director carries out his activities in strict accordance with the current legislation and the Charter.

The General Director has the right to carry out actions on behalf of LLC MC "YugMedTrans" without a power of attorney

The economic stability of the organization, its survivability and efficiency in the conditions of market relations are inextricably linked with its continuous improvement and development. At the same time, the improvement of the organization should be carried out according to the principle of adaptation to the external environment.

The vertical of management at the enterprise is built according to the scheme of a linear-staff organizational structure. This type of organizational structure is the development of a linear one and is designed to eliminate its most important drawback associated with the lack of strategic planning links. The line-headquarters structure includes specialized units (headquarters) that do not have the right to make decisions and manage any lower units, but only help the relevant leader in performing certain functions, primarily the functions of strategic planning and analysis.

Fig.1 Organizational structure of LLC MC "YugMedTrans"

The OSUP existing at the enterprise is a staff one, since this entire system is closed to line managers of the appropriate level. The General Director, acting on the basis of the Charter and exercising operational management of the enterprise, does not have a direct headquarters. The headquarters of these managers is a set of specialized departments, headed by the corresponding line manager, who is responsible for the activities of the department as a whole and has a number of functionaries responsible for specific areas of activity.

From the point of view of controllability standards, this system meets the methodological requirements, but some middle-level staff have a lower workload than top-level staff. From the OSUP it can be seen that the greatest burden goes to the director of the medical unit, in this area the system is the most difficult to manage and can get out of control. This line is the bottleneck in the BPCS.

The main job responsibilities within the enterprise management system:

Deputy Director for Medical Affairs

Deputy director for technical part

Provides economic maintenance and proper condition in accordance with the rules and norms of industrial sanitation and fire protection of buildings and premises in which the divisions of the healthcare institution are located, as well as monitoring the serviceability of equipment (elevators, lighting, heating, ventilation systems, etc.). Participates in the development of plans for current and major repairs of fixed assets (buildings, water supply systems, air ducts and other structures), the preparation of estimates of household expenses. Organizes the repair of premises, carries out quality control of the repair work. Provides units of the healthcare facility with furniture, household equipment, mechanization of engineering and managerial work, monitors their safety and timely repairs. Organizes the execution of the necessary documents for the conclusion of contracts for the provision of services, receipt and storage of office supplies, necessary household materials, equipment and inventory, provides structural units with them, as well as keeping records of their spending and compiling established reports. Controls the rational use of materials and funds allocated for economic purposes. Supervises works on landscaping, landscaping and cleaning of the territory, festive decoration of building facades. Organizes economic services for meetings, conferences, seminars and other events. Ensures the implementation of fire fighting measures and the maintenance of fire equipment in good condition. Takes measures to introduce modern means of communication, computer and organizational technology. Controls the fulfillment of the requirements of the internal labor regulations, safety measures, labor protection of workers of the AHS.

To perform the functions assigned to him, the Deputy Director for Financial Affairs is obliged to:

To organize the management of the movement of the organization's financial resources and the regulation of financial relations that arise between business entities in order to most effectively use all types of resources in the process of production and sale of products and maximize profits.

Ensure the development of the financial strategy of the organization and its financial sustainability.

Lead the development of draft long-term and current financial plans, forecast balances and cash budgets.

Participate in the preparation of draft plans for the sale of products, capital investments, planning the cost of production and profitability of production, manage the work on calculating profits and taxes on profits.

To implement the investment policy and asset management of the organization, determining their optimal structure, preparing proposals for the replacement and liquidation of assets, tracking a portfolio of securities, analyzing and evaluating the effectiveness of financial investments.

Organize the development of working capital standards and measures to accelerate their turnover.

Ensure the timely receipt of income, the execution of financial settlement and banking operations on time, the payment of invoices of suppliers and contractors, the repayment of loans, the payment of interest, wages to workers and employees, the transfer of taxes and fees to the budget, state off-budget social funds, payments to bank institutions.

Organize the analysis of the financial and economic activities of the organization, participate in the development of proposals aimed at ensuring solvency; preventing the formation and liquidation of unused inventory items, increasing the profitability of production, increasing profits, reducing production and sales costs, strengthening financial discipline.

Ensure that accounting for the movement of funds and the preparation of reports on the results of financial activities in accordance with the standards of financial accounting and reporting, the reliability of financial information, control over the correctness of the preparation and execution of reporting documentation, the timeliness of its provision to external and internal users.

Lead the work of economic planning for the organization, aimed at organizing rational economic activity in accordance with market needs and the possibilities of obtaining the necessary resources.

Manage the preparation of medium-term and long-term comprehensive plans for production, financial and commercial activities (business plans).

Organize the development of projects of wholesale and retail prices for the organization's products, taking into account supply and demand and in order to ensure the planned profit.

Organize the preparation of standard cost estimates for products and control over the introduction of current changes in planned and estimated prices for the main types of raw materials, materials and semi-finished products used in production, cost estimates of marketable products.

Ensure the organization of labor and management processes in accordance with the goals and strategy of the organization, aimed at the production of high-quality, competitive products.

Manage the development of draft plans for labor and a system of labor indicators.

Organize an analysis of the effectiveness of the application of existing forms and systems of remuneration, material and moral incentives, the development of proposals for the introduction of progressive forms of remuneration and labor incentives, provisions on bonuses for employees in relation to the specific conditions of their activities, control over the correct application of these provisions.

To ensure control over the expenditure of the wage fund, the correct application of the forms and systems of wages, tariff rates and prices, the establishment of categories of wages and salaries.

Thus, the organizational structure of the enterprise is represented by a linear-staff structure. It includes specialized units (headquarters) that do not have the right to make decisions and manage any lower units, but only help the relevant manager in performing certain functions, primarily the functions of strategic planning and analysis.

5. Main results of financial and economic activity

The company as a whole carries out successful economic activity. It brings profit to the owners, which is expressed in the payment of dividends. Recently, several rather significant and favorable decisions for medical activities have been made at the medical center.

On October 7, the day hospital of the YugMedTrans Medical Center began its work, where in comfortable conditions, at an affordable price and with time savings, you can undergo a complete examination of the body, as well as a course of treatment (droppers, intravenous, intramuscular injections, physiotherapy, massage and not only) under the supervision of qualified medical personnel as prescribed by the doctors of the center and specialists from other medical institutions.

Also in September, a branch of the medical center was opened in Bataysk.

Thus, the enterprise lays the foundations for future prosperity. Key performance indicators of the enterprise in 2010 - 2012 are presented in Table 1 "Key performance indicators of the enterprise".

Table 1. Key performance indicators of the enterprise.

Наименование показателяПоказатели динамики составляющих прибыли предприятия2010г.2011 г2012 г.абсолютный прирост (У), тыс. р.темп роста (Т), %У2009/2008У2010/2009Т2009/2008Т2010/2009Выручка от реализации товаров281663532264990715629668125,41183,99Коммерческие расходы88916372036748399184,14124,37Прибыль от реализации7241696910380-272341196,24148,95Операционные доходы28257938202973241205,32659,76Операционные расходы9008754628-25375397,22528,91Прибыль от финансово-хозяйственной деятельности662366739572502899100,75143,44Внереализационные доходы14815966411505107,43417,61Внереализационные расходы924154193234451,09100,96Балансовая прибыль667964179817-262340096,08152,98Налог на прибыль197511071597-86849056, 05144.26Net profit4704531082206062910112.88154.80Distracted funds-------Retained earnings4704531082206062910112.88154.80Headcount, people87115210-2-196.7798.33

The company notices a significant increase in sales revenue: in 2010 it amounted to 125.41%, in 2012 - 183.99%, which is due to an increase in prices for manufactured products and also an increase in production volume. If in 2010 the share of cost in sales proceeds was 71.1%, in 2011 - 75.6%, then in 2012 the figure increases to 80.9%, which is associated with an increase in the cost of fuel due to the global increase in prices for petroleum products .

As a result, there is a decrease in profitability and as a result of profit. It is clearly seen that the growth rate of net profit is less than the growth rate of revenue, and the growth rate of profit from sales in 2011 is 96.24%, that is, profit from sales is declining not only at a faster rate compared to revenue, but also in absolute terms .

The company notices an increase in operating income: in 2011 by 2.05 times and in 2012 by 6.59 times, which is associated with an increase in income from the following items: sale of fixed assets and other tangible assets, positive exchange differences, amounts for rent. The data show a reduction in operating expenses (abolition of the police tax, a reduction in property tax (due to changes in legislation), negative exchange differences, expenses from the sale of other tangible assets, losses from the liquidation of fixed assets) in 2011 and an increase of 5.28 times in 2012. Due to positive developments in financial activities, profit from financial and economic activities increased in 2012 as compared to 2011, while profit from sales decreased.

There is an increase in non-operating income at a slower pace compared to non-operating expenses in 2012, which is reflected in the size of balance sheet profit, which begins to decrease in absolute terms by 262 thousand rubles.

In 2012, there is an opposite trend with respect to non-operating operations: growth at a faster rate of non-operating income than expenses, as a result of which the balance sheet profit increases by 52.98%. The positive trend (balance sheet income is growing at a faster rate than profit from financial and economic activities) is explained by the already balanced situation in the Russian economy and the beginning of economic growth, the increase in reimbursable receivables, which was claimed and attributed to non-operating income.

The decrease in income tax in 2011 by 44% may be due to a decrease in the income tax rate, since, if we do not take into account the adjustment of income tax and take balance sheet profit as a taxable base for tax calculation, then in 2010 income tax in the amount of 1975 rub. is 30% of the balance sheet profit, in 2011 - 17%, and in 2012 - 16%.

Net profit at the enterprise increases annually: in 2011 it increased by 12.8%, in 2012 - by 54.8%. Both in 2011 and 2012, a favorable trend is observed, since the growth rate of net profit is higher than the growth rate of balance sheet profit.

Thus, the presented data once again testify to the successful economic activity of the enterprise, which indicates a high level of enterprise management.

SWOT analysis

I will consider the main components of a SWOT analysis. Combinations "opportunities - strengths" are naturally used as guidelines for strategic development.

New opportunities in the market for the organization LLC MC "YugMedTrans" use of Internet technology to make an appointment with a doctor; strengths - not only the presence of specialists who can well express their thoughts in writing, but also an Internet publishing house that provides competent promotion of medical services.

It is obvious that from this combination it follows: it is necessary to increase the potential of LLC MC "YugMedTrans" in the field of remote ordering medical care. Combinations of "opportunities - weaknesses" can be used for internal transformations.

New opportunities in the market - the emergence of a fairly stable demand for services in individual medicine. Weaknesses of YugMedTrans Medical Center LLC - there is no focus on the types of medical services for wealthy clients. Obviously, this combination implies that we urgently need to start building capacity in the area of ​​VIP service. Combinations of "threats - weaknesses" are considered as limitations of strategic development.

New threats on the market for LLC MC "YugMedTrans" - increased competition in the direction of individual medicine, as a result of which prices in this area of ​​activity are close to the break-even point. Weaknesses of LLC MC "YugMedTrans" - the number of employees is quite low. It is obvious that from this combination it is necessary to fix the futility of the direction of activity of LLC MC "YugMedTrans" associated with the educational sphere.

New threats on the market for LLC MC "YugMedTrans" - the activation of the activities of structures that check the activities of medical organizations. It is obvious that from this combination it follows that a long-term competitive advantage will allow LLC MC "YugMedTrans" to defeat competitors and retain leadership for a long time. We list the opportunities that open up for LLC MC "YugMedTrans":

· Entering new markets or market segments.

· Expansion of the production line.

· Vertical integration.

By applying the SWOT analysis model more effectively than is done in the above list of opportunities, you can get better analysis results. It would be more correct to consider the opportunities that open up not only for LLC MC "YugMedTrans" but also for its competitors in the relevant market where LLC MC "YugMedTrans" operates or intends to operate. These opportunities allow us to develop a program of appropriate actions - the strategy of the medical center LLC MC " YugMedTrans" .

Also, when describing the "opportunities" that open up for LLC MC "YugMedTrans", one can list ready-made specific actions that this company can carry out. In terms of the meaning of the word "opportunity", everything seems to be right, but this leads to the fact that when I try to match the strengths and weaknesses of the company with the "opportunity" presented to them, nothing new comes up as a result.

Thus, we will reformulate the list of opportunities so that competitors can simultaneously use them on the market:

So the possibilities are:

· The presence of promising markets or new market segments not covered by firms.

· Availability of partner firms on the market.

· Availability of existing dealer networks.

In this case, the options for strategic actions obtained by combining forces and the weaknesses of the company in question would be somewhat larger and, most importantly, they would literally not coincide with the list of "opportunities".

The presence of existing dealer networks can be used (since there are strengths of YugMedTrans MC LLC) both in the strategy of vertical integration in the form of acquiring distribution networks, and in establishing closer relationships with such dealers.

If you determine the lists of strengths and weaknesses of LLC MC "YugMedTrans", a bank of dangers and opportunities in the market is formed, respectively, you can make up a fairly large number of options for strategic actions.

Table 1. SWOT-analysis of the medical center LLC MC "YugMedTrans"

Strengths: Weaknesses 1) the company has recently entered the market, but has already managed to win the favor of clients (patients) 1) several doctors are on maternity leave at once (as of December 2012) 2) good connections in the city hall 2) a female, constantly intriguing team 3) the cent provided medical services to celebrities 3) some medical services are "outdated" 4) the availability of the necessary financial resources 4) the lack of a clear strategy 5) the ability to compete professionally. 6) the availability of own technologies and standards 6) relatively low costs. 7) effective online advertising. the presence of a need for the services of a company in the healthcare market. Opportunities Threats 1) get a gold medal at a healthcare exhibition in Moscow 1) an unexpected tax inspection 2) opening more branches 2) publication of an article by competing medical centers 3) serving additional groups of clients (patients), access to new market, expansion of the service line3) entry into the market forces 4) increase in market growth rates 4) decrease in market growth rates

As a result of the SWOT analysis, the following decisions can be made:

· Start developing new medical services in order to avoid competitive risks in current markets;

· Attract loans for the concept of reforming the medical center, namely the development of new types of services.

Conclusion

In the calculation and graphic work, a model of the organizational structure was considered on the example of the enterprise LLC MC "YugMedTrans"

Analysis of the organizational structure of the enterprise, which showed that the linear-staff management structure that exists in the enterprise functions effectively, allowing you to quickly manage the production process. Because of this, production does not face organizational problems, and functions smoothly. Operational control ensures the coordinated work of the enterprise's workshops, thanks to which there are no interruptions in the supply of intermediate products. Services are provided with high quality and are provided to the consumer without delay.

The organizational structure and management apparatus of any enterprise should ensure the validity of managerial decisions, the timeliness of their development, prompt communication to the performers, and a clear organization of their implementation. The correct construction of the enterprise management apparatus, its simple and clear structure, excluding unnecessary ones, is the key to the planned, rhythmic work of the enterprise.

Thus, OOO MC "YugMedTrans" has internal strengths to take advantage of external opportunities, but also has weaknesses of the firm, which can complicate the problems associated with external dangers.

Bibliography

economic service medical examination

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Vesnin V.R. Management for everyone. - M.: Knowledge, 2012. - 173 p.

Goncharov V. "Guidelines for senior management personnel" M, 2012

Krichevsky R.L. "If you are a leader" M: "Business", 2009

Krichevsky R.L., Dubovskaya E.M. "Psychology of a small group: theoretical and practical aspect" M, 2011 p.108

Kuzmin IA Psychotechnology and effective management. - M.: Rossman, 2011. - 491 p.

Meskon M. Kh. Fundamentals of management. - M.: Man, 2011.- 275 p.

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1. The structure and composition of the divisions of medical organizations is determined by the design assignment, taking into account the profile, capacity and centralization of diagnostic and support services to ensure their use by both patients and staff of the hospital complex, and other organizations. When a number of auxiliary and diagnostic functions are transferred to other organizations (centralized diagnostic center, central sterilization department, diagnostic laboratory, laundry, catering department, cleaning service, pathoanatomical department, etc.), some units in the structure of a medical organization may be absent.

2. The capacity and structure of the hospital are determined by the need of the population of the service area for the main types of inpatient and outpatient polyclinic, consultative, diagnostic and rehabilitation care. Depending on the service area, general hospitals are divided into:

local hospitals;

District hospitals;

Central district hospitals;

Zonal (inter-district) hospitals,

City hospitals;

Regional (territorial) hospitals;

Republican hospitals;

departmental hospitals.

Independent types of hospitals are emergency hospitals, rehabilitation hospitals, and children's hospitals.

3. Specialized hospitals (infectious, tuberculosis, psychiatric, etc.) are designed to provide inpatient care of a certain profile.

4. Obstetric organizations - specialized institutions that provide inpatient and consultative and diagnostic assistance to pregnant women, women in childbirth, puerperas, newborns, gynecological patients.

5. Medical organizations with a hospital may include the following structural units:

Stationary departments:

Reception departments with discharge rooms,

Chamber departments;

Operating departments (blocks);

Departments of resuscitation and intensive care;

Departments of anesthesiology and resuscitation;

Maternity departments (blocks);

Day hospital.

Consultative and diagnostic departments:

Department of advisory reception;

Laboratory of radionuclide (radioisotope) diagnostics;

Medical departments:

Radiation therapy departments;

Auxiliary units

Department of blood transfusion;

Intrahospital pharmacies;

Emergency departments;

pathological departments;

Business units

Cooking services;

Laundries;

Disinfection departments;

Training units

Premises of clinical departments.

6. It is expedient to design consultative-diagnostic and treatment subdivisions as centralized ones with the possibility of their use by both inpatients and outpatients. At the same time, they should be provided with separate entrances and waiting ones.

7. Medical organizations without a hospital are divided into outpatient clinics and others (laboratories, centralized sterilization departments, etc.).

8. Outpatient clinics include:

Feldsher-obstetric stations (FAPs), rural outpatient clinics (SVAs), general practitioner offices;

Territorial polyclinics (district, city, etc.);

departmental clinics,

Multidisciplinary and specialized medical centers,

Specialized polyclinics, incl. dispensaries without hospitals.

Rehabilitation centers.

9. Outpatient medical organizations may include the following structural units:

Departments of outpatient reception;

Consultative and diagnostic departments, including:

Departments (rooms) of functional diagnostics;

Departments (rooms) of endoscopic diagnostics;

Departments (rooms) of medical imaging;

Medical departments:

Day hospital.

Departments of efferent therapy (including hemodialysis);

Departments of hyperbaric oxygenation;

Departments (rooms) of rehabilitation treatment;

Departments (rooms) of occupational therapy;

Auxiliary units

Clinical diagnostic laboratories;

Central sterilization departments;

Home care units;

Business units

Service and household premises;

Supply services with storage facilities;

Services of temporary storage and processing of medical waste.

Engineering services for the life support of medical buildings.

10. Independent types of medical organizations without a hospital are blood transfusion stations, pharmacies, diagnostic laboratories, etc. They are not considered in this regulatory document.