Undergraduate practice: analysis of research results. Type of accounting documentation. Practice Report

Practice Report Plan

Introduction……………………………………………………………………………3

Chapter 1 Characteristics of Philosophy of Furniture LLC

1.1. general characteristics enterprises……………………………………………………………………..4

1.2. Organizational and legal structure of the enterprise……………………………………………………………………...4

1.3. Disadvantages in the organization of the enterprise activity………………………………………………………………………...8

Chapter 2 Analysis of the results of production economic activity

2.1. Analysis of production potential…………………………………..10

2.2. Analysis of book profit…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

2.3. Motivation of labor activity at the enterprise…………...………..12

2.4. Analysis of the forms and systems of remuneration in OOO "Philosophy of Furniture"……...15

Chapter 3 Analysis of conflict situations in OOO "Philosophy of Furniture"

3.1. Classification of conflicts …………………………………………………23

3.2. Analysis of conflict situations …………………………………………..24

3.3. Analysis of the causes of conflict situations ………………………………….26

3.4. Analysis of management methodology conflict situations ……………..29

3.5. Conclusions on the results of the analysis……………………………………………..31

3.6. Development of an action plan for conflict management…………………………………………………………………………32

Conclusion…………………………………………………………………………34

References……………………………………………………………...35

Applications

1. Practice diary

2. Feedback from the supervisor about the trainee

3. Student Practice Agreement

Introduction

The conditions of a market economy require an enterprise to increase the efficiency of production, the competitiveness of products and services based on the introduction of scientific and technological progress, effective forms of management and production management, and the intensification of entrepreneurial activity. An important role in the implementation of this task is assigned to the analysis of the production and economic activities of enterprises.

Main tasks during the internship:

· Analysis of the interaction of the enterprise with the external environment;

· Studying the organizational structure of the enterprise and the structure of the management apparatus;

· Analysis of management functions in the main activities of the enterprise;

· Evaluation of the effectiveness of the enterprise management system;

· Analysis of remuneration and incentives for staff;

· Study of conflict situations at the enterprise and methods of resolution;

· Analysis of the results of production and economic activities.

1.1. General characteristics of the enterprise

Furniture Philosophy LLC is a limited liability company. The Company is a legal entity and operates on the basis of the Charter and legislation RF. registered on January 15, 2005 by the Territorial Department of the Petrogradsky District of the Administration of St. Petersburg.

The enterprise leases an area of ​​100 sq.m. from a legal entity. under office space at the address: Varshavskaya st., 3

OOO "Philosophy of Furniture" is the official dealer of the furniture manufacturing company CJSC "Korpus" and is engaged in retail and wholesale sales, assembly of home furniture (upholstered furniture, bedrooms, wardrobes, children's furniture, cabinet furniture) in St. Petersburg and the region.

The purpose of the activity of Philosophy of Furniture LLC is to make a profit on the basis of gaining popularity and trust among buyers, a dominant position in the market for the sale of home furniture, providing additional services customers associated with its operation, as well as expanding the distribution network.

1.2. Organizational and legal structure of the enterprise

Fig.1 Structure of the enterprise brigade (cross-functional)

In accordance with the current job descriptions Consider the responsibilities of leadership:

1. Director

Responsibilities include representative functions, functions of control over the activities of the main divisions, as well as the performance of the most important operations:

Development of incentives, bonuses for employees;

Marketing functions (tracking changes in the pricing policy of competing companies, the emergence of new products of similar and new models of furniture, purchasing power analysis)

Short and long term sales planning;

Development of enterprise development strategies;

Conclusion of contracts, issuance of orders for the enterprise;

In accordance with labor legislation, the hiring and dismissal of employees;

Opening company accounts in banks.

2. Head of the service department. Duties include:

Planning the optimal route for furniture delivery;

Coordination of delivery and assembly of furniture with customers;

Coordination of the delivery service;

Interaction with the retail sales department;

Execution of director's orders.

3. Chief accountant. In its activities, it is guided by the Regulations on Accounting and Reporting in the Russian Federation. The regulation determines the procedure for organizing and maintaining accounting, compiling and submitting financial statements. The director of the enterprise is responsible for the organization of accounting. The main tasks of the chief accountant are:

Organization of accounting of financial and economic activities of the enterprise;

Control over the safety of property, proper spending of money and material assets, compliance with the strictest regime of economy and cost accounting.

To perform the tasks assigned to the chief accountant, he performs the following functions:

Keeps accounting of property, liabilities and economic operations of the enterprise on the basis of natural meters in monetary terms;

Provides control over the availability and movement of property, the use of material, labor and financial resources in accordance with approved norms, standards and estimates;

Timely warns of negative phenomena in economic and financial activities, identifies and mobilizes intra-economic reserves;

Self installs organizational form accounting work, based on the characteristics of the enterprise and specific business conditions, determines in the prescribed manner the form and methods of accounting, as well as the technology for processing accounting information, develops a system of in-house accounting, reporting and control;

Organizes accounting of fixed assets, raw materials, materials, fuel, finished products, cash and other values ​​of the enterprise, production and distribution costs, execution of cost estimates; preparation of reporting costing and production, balance sheets and financial statements.

4. Head of retail sales department and head of wholesale sales department. Their responsibilities include:

Analysis and systematization of the client base;

Conclusion of transactions with buyers (execution of sales contracts);

Preparation of sales reports;

Development and implementation of the sales plan;

Participation in the organization and holding of exhibitions;

Resolution of conflict situations "client-manager";

Monitoring the status of accounts receivable and accounts payable of customers;

Installation and control of selling prices, development of pricing policy.

5. Warehouse manager. Duties include:

Acceptance of goods according to documentation;

Rational storage;

Report and accepted and missing goods;

Introduction to the database "1C: 7 - Warehouse" about the quantity and completeness of the received and released furniture;

To carry out its activities, the enterprise creates a reserve fund, the size of which is at least 10% of the authorized capital. It is formed by annual deductions in the amount of 5% of the company's profit, until the specified size is reached. reserve fund is intended to cover the losses of the enterprise in the absence of other funds and cannot be used for other purposes.

Company has the right to, in the manner prescribed by the current legislation of the Russian Federation:

Create branches, representative offices;

Approve provisions about them;

Appoint their leaders, decide on their reorganization and liquidation;

Create subsidiaries;

Conclude all types of contracts;

Acquire or lease fixed or working capital;

Pledge, lease or contribute property in the form of a contribution to the authorized capital of economic companies and partnerships, investment activities, as well as non-profit organizations in the manner and within the limits established by the legislation of the Russian Federation and the charter of the enterprise;

Carry out foreign economic activity;

Provide material and technical support for production and development of social facilities;

Plan your activities and determine development prospects based on the main economic indicators, the presence of demand for work performed, services provided, products manufactured;

Determine and establish forms and systems of remuneration, number of employees, structure and staffing;

Install for your employees additional holidays, reduced working hours and other social benefits;

Determine the amount of funds allocated for the remuneration of employees of the enterprise, for technical and social development;

Engage citizens to perform certain work on the basis of labor and civil law contracts.

The enterprise also exercises other rights, bears obligations, may be held liable on the grounds and in the manner established by the legislation of the Russian Federation.

The company is obliged:

Compensate for damage caused by the irrational use of land and other natural resources, environmental pollution, violation of production safety rules, sanitary and hygienic standards and requirements for protecting the health of workers, the public and product consumers, and more;

Ensure timely and full payment of wages and other payments to employees, index wages;

Provide safe working conditions, guaranteed working conditions and social protection measures for their employees;

To carry out operational and accounting records of the results of financial, economic and other activities, maintain statistical reporting, report on the results of activities and the use of property with the provision of reports in the manner and within the time limits established by the legislation of the Russian Federation.

1.3. Disadvantages in the organization of the enterprise

Lack of personnel policy of the enterprise

Under the personnel policy of the enterprise, as a rule, is understood the system of rules in accordance with which the employees of the enterprise act. The most important component of the strategically oriented policy of the enterprise is its personnel policy, which defines the philosophy and principles implemented by management in relation to human resources. The purpose of the personnel policy is to ensure an optimal balance between the processes of updating and maintaining the numerical and qualitative composition of personnel in accordance with the needs of the organization itself, the requirements of current legislation and the state of the labor market. Successful personnel policy, first of all, is based on the systematic accounting and analysis of the influence of the outside world, the adaptation of production to external influences

Lack of a marketing department in the company.

On the present stage development of economic relations firms are faced with the problem of sales promotion in a highly competitive environment. In this regard, the mandatory introduction of the marketing department to the enterprise, awareness of the need to stimulate the promotion of goods is required.

The Marketing Department will include the following tasks:

Studying the demand for the company's products and developing medium-term and short-term forecasts of the need for manufactured products;

Research of consumer properties of manufactured products and requirements imposed on it by manufacturers;

Orientation of developers and production to meet consumer requirements for products;

To accomplish these tasks, the following functions will be performed:

Analysis of commercial and economic factors, including the financial situation of potential buyers;

Studying the supply volumes, technical level and quality of competing products, their advantages and disadvantages in comparison with the products of this enterprise;

Availability of new sales markets and new consumers of products manufactured by the enterprise;

Organization and preparation of articles and information for magazines, newspapers, radio, preparation of source materials for scripts for commercials.

The company has a poorly developed corporate culture

The corporate culture of an enterprise is a system of formal and informal rules, norms of behavior, attitudes and values ​​that determine the relationship of personnel with customers, management, the company itself and its competitors. Corporate culture in general is a set of rules, both fixed in various provisions and oral. It is important to understand that in any case, there is one or another corporate culture at the enterprise, even if it is not registered anywhere. All ideas and thoughts about the rules of conduct in the company are best summarized in one document, where they are presented in a thesis form, and then carry out editorial work. Most of these theses can be reflected in the position on the personnel of the enterprise, in the confidentiality clause, and some even in employment contracts. Maintaining a corporate culture, especially a strong one, consists mainly in regular trainings for newcomers and a variety of corporate events, the set of which depends on the characteristics of the culture itself. For example, it can be periodic field trips or sports competitions.

The corporate culture developed individually for the enterprise provides:

control and management of the psychological climate in the team;

strengthening the motivation of employees;

orientation of employees to achieve common goals for the enterprise;

Cohesion of people and increasing the efficiency of work and interaction of both departments and each employee;

Transfer of accumulated experience to young or newly hired employees and preservation of the most valuable developments;

A sense of responsibility among employees of the enterprise both for the results of work and for promising projects;

a sense of belonging and significance of personal contribution to the results;

a sense of security and comfort in the team;

predictability of employee behavior in various situations;

a positive assessment of the company's image by market participants and third-party organizations.

Chapter 2 Analysis results of production and economic activities

The main data for the analysis of the enterprise's activities are data for 2010.

Balance of the enterprise - form No. 1;

Report on financial results and their use - form No. 2;

Operational data of statistical and accounting.

2.1. Production potential analysis

The production potential of the enterprise can be characterized by the following indicators:

The coefficient of the real value of fixed assets in the property of the enterprise;

The coefficient of the real value of fixed assets and material resources in the property of the enterprise.

The coefficient of the real value of fixed assets in the property of the enterprise is determined by the formula:

To r.o.s. = [C o / I b,] 100%

where C o - cost of fixed assets, thousand rubles;

I b- balance sheet total, thousand rubles

K r.d.s. (n) \u003d (8783.7 / 17132.4) ∙ 100% \u003d 51%

K r.o.s. (k) \u003d (8199.7 / 18066.1) ∙ 100% \u003d 45%

As you can see, fixed assets in the property of the enterprise decreased by 6%. The decrease in the level of the real value of fixed assets was due to the influence of two factors: a decrease in the absolute value of fixed assets with a simultaneous increase in the cost of normalized working capital (the cost of work in progress increased). The increase in the cost of work in progress in this case cannot be considered as a disadvantage of the organization's activities. Since this growth is associated with the implementation of planned transitional projects, and not with the suspension of unfinished projects. The decrease in the value of fixed assets of the enterprise was due to the write-off of unused, worn-out machinery and equipment, and this also cannot be attributed to factors that negatively affect the production potential of the organization. Thus, in the case under consideration, the decrease in the level of the coefficient To r.o. does not at all indicate a real decrease in the production potential of the enterprise.

The coefficient of the real value of fixed assets and material resources in the property of the enterprise is determined by the formula:

K r.o.m \u003d [(C o + C m)] / I b, 100%

where Cm - the cost of material resources, thousand rubles.

To r.o.m (n) \u003d [(8783.7 + 5353.7) / 17132.4] ∙ 100 \u003d 82.52%

K r.o.m (k) \u003d [ (8199.7 + 5881.9) / 18066.1] ∙ 100 \u003d 77.94%

The value of the coefficient changed slightly (decreased by 4.58%). critical value To r.o.m. equals 0.5. Therefore, from this point of view, it can be considered that the production potential of the organization is quite satisfactory.

2.2. Balance sheet profit analysis

This analysis will be carried out on the basis of information from the financial statements form No. 2 "Report on financial results and their use"

Balance sheet profit consists of the following components:

Profit from sales;

Profit from other sales;

Results from non-operating operations.

We will analyze the balance sheet profit based on the data in Table 1

Table 1 - Financial results of work enterprises

As can be seen from Table 1, the actual balance sheet profit of 2010 in actual prices of 2009 is less than the balance sheet profit of 2009 by 447.2 thousand rubles, which is 38%

Profit from sales for the reporting period in 2009 prices decreased compared to the previous period by 408.4 thousand rubles, which amounted to 36%. There was no profit from other sales in the study period.

It can also be seen that the item "non-operating results" in 2010 represents a profit of 0.9 thousand rubles. For the previous period, this item amounted to 36.68 thousand rubles. This indicates that in 2009 non-sales operations brought the company 35.78 thousand rubles. more than in 2010, which amounted to 97.5%. Profit from the sale of services is the difference between the proceeds from the sale and the costs of selling and performing services.

In general, there is an unfavorable picture of the results of the work of Philosophy of Furniture LLC for 2010. The decline in profits was affected by the crisis of the enterprise in connection with the reorganization, which entailed a number of accounted and unaccounted costs.

2.3. Motivation of labor activity at the enterprise

The motivation system at the enterprise level should be based on certain requirements. The main ones are:

· Provision of equal opportunities for employment and promotion based on the criterion of labor results.

· Alignment of the level of remuneration with its results and recognition of personal contribution to the overall success.

· Job security for workers involved in the implementation of specific schemes to increase labor productivity.

· Creating appropriate conditions for the protection of health, safety and well-being of all employees.

· Providing opportunities for the growth of professional skills, the realization of the abilities of employees, the provision of training programs, advanced training and retraining.

· Maintaining an atmosphere of trust in the team, interest in the implementation of a common goal, the possibility of two-way communication between managers and employees.

In addition to the generally accepted classification of motivation methods (Fig. 3), they can be divided into individual and group, as well as external - rewards coming from outside, and internal - rewards given by labor itself (feelings of the significance of work, self-esteem, etc.).

Wages cannot be the sole purpose of labor. In itself, monetary (financial) encouragement makes motivation at the enterprise effective when the latter functions as a system based on the following basic principles:

· Communication, cooperation and agreement between workers and management regarding the general principles of the system.

Economic (indirect)

Discounted meals

Bonuses for work experience

Preferential use of housing, transport, etc.

Rice. 3 Common classification of motivation methods

· Reasonable system for evaluating work and determining the scope of the latter.

· Well-thought-out and justified criteria for measurement and evaluation; weighted standards, control over them, periodic review; clear alignment of incentives with performance; remuneration, especially additional, not for the accepted level of performance, but for the one that is stimulated and primarily associated with quality.

Not all of the above principles underlie the organization of remuneration at the enterprise Philosophy of Furniture LLC:

Of the economic (direct) methods of labor motivation at the enterprise, only piecework and hourly wages are used;

None of the economic (indirect) methods are used;

From non-material methods of motivation are used: flexible work schedule and promotion.

Employees of LLC "Philosophy" apply to the director of the enterprise with proposals for changes in labor motivation, namely, to introduce preferential meals and introduce preferential use of transport.

2.4. Analysis of the forms and systems of remuneration in LLC "Philosophy of Furniture"

Under wages It is customary to understand the share of labor of workers, members of the labor collective, expressed in monetary form, which comes at their personal disposal for consumption.

The current legislation determines that the remuneration of each employee depends on his personal labor contribution and the quality of work and is not limited to a maximum amount.

The state regulates wages by establishing a minimum wage, other state norms and guarantees in wages. The amount of wages may be lower than the established minimum wage in case of non-fulfillment of production standards, manufacturing of products with defects, downtime and other reasons.

The organization of remuneration at enterprises is carried out on the basis of the division of functions and work, regulation, tariff system, forms and systems of remuneration.

Enterprises are granted broad rights in the field of wages. The head of the enterprise independently chooses the forms and systems of remuneration, sets specific tariff rates for employees, official salaries, piece rates, bonuses, allowances and surcharges on the terms stipulated by the contract.

Tariff wage system is a set of interrelated elements: the tariff scale, tariff rates, official salary schemes and tariff and qualification characteristics.

Tariff and qualification characteristics are used to divide jobs and employees, depending on their complexity and qualifications, respectively, according to the categories of the tariff scale and is the basis for the formation and regulation (differentiation) of wages.

The established tariff rates, coefficients and categories that determine the measure of remuneration do not in themselves make it possible to calculate the earnings of an employee. There is a need to link them with the actual results (costs) of labor. It is this function that forms and systems of remuneration perform.

The main indicators of labor costs are the quantity of products produced (services provided) of the appropriate quality or working hours, i.e. the number of days, hours, during which the employee is employed at the enterprise. This division of labor cost indicators corresponds to two forms of wages, which are based on the tariff system - piecework and time-based and include a number of systems for different organizational and technical conditions of production (Fig. 4).

In the piecework form, remuneration is carried out according to the norms and rates established based on the category of work performed. The qualification (tariff) category assigned to the employee is the basis for providing him with the opportunity to perform work of the appropriate complexity. The main conditions for the use of piecework wages are the availability of quantitative indicators of work that are directly dependent on a particular employee and can be accurately accounted for, as well as the need to stimulate an increase in output and the existence of real opportunities for increasing productivity in a particular workplace.

Rice. 4. Tariff system

Piecework wages can be individual - wages are determined by multiplying the piece rate by the amount of work performed, and the brigade - the production rate is set for the brigade as a whole. The brigade's piecework earnings are distributed among the members of the brigade, taking into account the time worked, wage rates and the coefficient of labor contribution.

Piecework wages have their own systems: direct, indirect, piece-bonus, piece-progressive and piecework.

With a direct piecework system earnings of each worker ( D pss) proportional to its production and is determined by multiplying the number of units of manufactured products ( v) per unit price ( p) :

D pss = p · v

The rate is determined by dividing the hourly rate by the production rate or by multiplying the hourly rate by the rate of time (in hours) for the manufacture of a unit of output.

With an indirect piecework system the worker's earnings do not depend on his personal output, but on the results of the work of the workers he serves. It is used to pay those categories of auxiliary workers (adjusters, repairmen, crane operators) whose labor is not subject to rationing and accounting, but to a large extent determines the level of output of the main workers. Worker's earnings ( D kss) with this system is determined by the formula:

D kss = s · t · k ext ,

where s- hourly rate;

t- the number of hours actually worked by this worker;

k ext- the average coefficient of performance of production standards by all workers who are serviced.

The most common is piece-rate system wages. To the worker, in addition to earning at direct piece rates ( p v), pay premiums ( m) according to the established scale for certain qualitative and quantitative indicators of work. Such indicators can be: overfulfillment of production standards, improvement of product quality, absence of defects, etc.

D THX = p · v + m

piece-progressive system remuneration implies payment for work performed within the established norm ( n o) at the usual piece rates ( p), and works performed in excess of the normative (basic) level ( n i) – at higher rates ( p i) depending on the degree of task completion. earnings ( D c-prog) with this system is determined by the formula:

D c-prog = p · n o + p i · n i

Peculiarity chord system consists in the fact that the employee or a group of employees are set rates not for individual operations, but for the entire range of work with the determination of the deadline for its implementation. This system encourages a reduction in the terms of work and is therefore used primarily in the elimination of the consequences of accidents, urgent repairs, construction work etc.

Payment for the hours actually worked, taking into account the qualifications of the employee, regardless of the work performed is called time-based. Time-based remuneration of employees is carried out at hourly (daily) tariff rates using normalized tasks or monthly salaries. Time wages for managers, specialists and employees are carried out, as a rule, at monthly official salaries (rates).

For hours worked, they usually take a calendar month (at a monthly tariff rate or a monthly official salary), an hour (at an hourly tariff rate).

The time-based form of remuneration is simple, time-bonus and payment according to official salaries.

With a simple time payment employee's earnings D pp) is calculated by multiplying the hourly rate of the corresponding category ( s) by the number of hours worked ( t):

D pp = s · t

For time workers, monthly earnings are determined by dividing the salary by the number according to the schedule and multiplying the result by the days actually worked according to the time sheet.

Due to the insufficient impact on the quantity and quality of work of a temporary worker, this system is used quite rarely.

Time-bonus system to some extent eliminates this shortcoming. Under this system, in addition to earnings at tariff rates ( s ּ t) the employee is paid a bonus ( m) for achieving certain quantitative and qualitative indicators. At the enterprises, Regulations on bonuses are being developed. Heads of enterprises, specialists and other employees related to employees are rewarded for the main results of economic activity. total earnings ( D prem) is determined by the formula:

D prem = s · t + m

When using the time-bonus system using normalized tasks, earnings can consist of three parts:

1) time wages, which are calculated in proportion to the hours worked, and additional payments for professional excellence and conditions (intensity) of work;

2) additional payment for the performance of normalized tasks, which is charged as a percentage of the time payment according to the tariff;

3) premiums for reducing the labor intensity of products or works.

With time-bonus wages, the accrual and payment of bonuses in addition to wages are provided. Bonuses can be set both in fixed amounts and as a percentage of salary. The procedure for calculating and paying bonuses is fixed in the regulation on remuneration or in a separate provision on bonuses, collective agreements, agreements.
A variation of the time-based bonus system is payroll system which is applied at the enterprises of all branches of economy. This system pays employees whose work is stable.

In general, the time-based wage system is used in cases where:

Frequent changes in the content and sequence of operations do not allow setting an individual production rate;

there is no need to encourage an increase in output or if it can worsen the quality of products (services); there is a strict regulation of the expenditure of working time directly by technology, technology or the organization of production (automatic and conveyor lines, instrumental processes, etc.).

As a rule, the level of remuneration for piece-rate work is higher than for time-based work. However, the study of the average hourly wage by the forms of remuneration is possible only with respect to the basic payments, i.e. payment at piece rates and time rates, as well as bonus payments, due to the fact that all additional payments (surcharge for working overtime, for working at night, etc.) are taken into account and displayed in the reporting for all employees in in general, without division into piece-rate and time-based.

At the enterprise in question, the Regulation “On the remuneration of workers, managers, specialists and employees, workers on a collective contract” is in force, which was introduced from 1.02.2007.

According to this Regulation, the guaranteed part of the salary is accrued in accordance with official salaries, according to the staffing table.

All employees of Philosophy of Furniture LLC have the same remuneration scheme, it consists of salary and bonus payments, but differs in the amount of wages. The sizes of hourly (daily) tariff rates and salaries for various employees of the organization are established in the regulation on remuneration and are indicated in the staffing table.

Let's take as an example the payment system for a retail sales manager: his monthly salary is set at 16,000 rubles. If all days in a month are fully worked by an employee, the amount of his salary does not depend on the number of working hours or days in a particular month. The salary is paid in full. If the employee has not worked the whole month, then wages are accrued only for those days that are actually worked out, i.e. in this case, the daily rate of the employee is determined by dividing the salary by the number of working days in the month, and then the resulting amount is multiplied by the number of days actually worked by the employee.

The manager's salary consists of a salary of 16 thousand rubles per month (an hourly tariff rate of 100 rubles) + a bonus part (1 thousand rubles for goods sold in the amount of 6 thousand rubles to 9 thousand rubles).
Accordingly, such a remuneration system can be characterized as a “time-bonus system”, where the total earnings are determined by the formula: D prem = s · t + m ,

D premium = 100 rubles * 8 + 1000, total per day 1800 rubles, where

100 rubles - the rate of salary,

8 - the number of hours worked,

1000 is the premium part.

For LLC "Philosophy of Furniture" such a system of remuneration is the most optimal, because. a fixed salary gives employees peace of mind and confidence in stability, and the bonus part stimulates quality work, and the possibility of reducing bonuses disciplines the employee.

Chapter 3 Analysis of conflict situations in OOO "Philosophy of Furniture"

3.1. Classification of conflicts

Table 2 - Classification of conflicts

№	Main classification	conflicts	general characteristics
1	Spheres of manifestation of the conflict	Economic Ideological Social - household Family and household	Economy is based on contradictions At the heart of the conflicting views At the heart of the social sphere Contradictions of family relations are the basis
2	Degree duration and tension conflict	Stormy fast-moving conflicts Acute long-term conflicts Weak and sluggish conflicts	Arise on the basis of individual psychological features personalities, are distinguished by aggressiveness and extreme hostility of conflicting Occur when there are deep conflicts Communication with not very sharp contradictions, or the passivity of one of the parties
3	Subjects of the conflict interactions	Intrapersonal conflicts interpersonal conflicts Conflicts "person-group" Intergroup conflicts	Bound with collision opposite Directed personality motives The subjects of the conflict are 2 persons Subjects of the conflict: on the one hand, the individual, on the other, the group The subjects of the conflict are small social groups or microgroups
4	Social Consequences	Constructive conflicts Destructive conflicts	Such conflicts are based on objective contradictions. Contribute to the development of an organization or other social. system. Such conflicts are based on subjective reasons. They create social tension and destroy it.
5	The subject of the conflict	Realistic (subject) conflicts Unrealistic (pointless) conflicts	Have a clear subject Do not have an item or have an item that is vital to one or both actors of the conflict

3.2. Analysis of conflict situations

There are four main types of conflict: intrapersonal, interpersonal, conflict between an individual and a group, intergroup conflict.

As a result of the reorganization of the enterprise into two different divisions in the service department, retail trade and wholesale sales department, a major intergroup conflict has matured.

The reorganization consisted in dividing the enterprise into two divisions, each of which now did not cooperate with each other and did not have common customers.

Before the reorganization, there were 4 managers in the retail department and 5 master specialists in the service department, 6 managers in the wholesale department. As a result, 2 people were promoted, 2 demoted and 2 people were made redundant.

Some of the former retail sales managers have been transferred to the position of office managers.

As a result of the redistribution of positions, an intergroup conflict arose between managers.

The General Director decided to completely change the management team, but the head of the service department did not support him in this, since the management team has been formed over the years and is a very strong team. Mass layoffs could lead to team managers going to work in competing organizations, which could lead to a large leak of commercial information and the loss of large customers.

In addition to the intergroup conflict, there were other types of conflicts in Philosophy of Furniture LLC.

Interpersonal conflict in the organization manifested itself in different ways. Most often, this is the struggle of leaders for limited resources, capital or labor. Each of them believes that since resources are limited, he must convince the higher authorities to allocate these resources to him, and not to another leader. Or two marketers are working on the same ad but have different points of view. Similar, only more subtle and prolonged, can be a conflict between two candidates for promotion in the presence of one vacancy.

Interpersonal conflict can also manifest itself as a clash of personalities. People with different personality traits, attitudes and values ​​are sometimes just not able to get along with each other. As a rule, the views and goals of such people differ radically.

Intrapersonal conflict can take various forms. One of the most common is role conflict, when conflicting demands are made on one person about what the result of his work should be. For example. The head of the service department demanded that the office manager be in the department all the time and solve current issues (telephone calls, reporting, planning, etc.), later the head expressed dissatisfaction with the fact that the manager spends a lot of time on personal matters and pays little time to meet with distributors. It is quite logical that the office manager took the instructions with indignation, relying on the fact that he was conscientiously fulfilling his duties. A similar situation arose when the CEO instructed the head of service to increase the number of furniture assemblies from customers, despite the fact that this was not possible due to low sales by the retail department. Both examples show that one person was given conflicting tasks, and mutually exclusive results were required from him. In the first case, the conflict arose as a result of conflicting demands on the same person. In the second case, the cause of the conflict was a violation of the principle of unity of command. Intrapersonal conflict can also arise as a result of the fact that production requirements are not consistent with personal needs or values. For example, the office - the manager sends the manager on a business trip, on weekends - holidays. Intrapersonal conflict may be a response to work overload or underload. Research shows that such conflict is associated with low job satisfaction, low confidence in self and organization, and stress.

The conflict between the individual and the group has shown that everyone must satisfy social needs, observe the norms of behavior. However, if the expectations of the group are in conflict with the expectations of the individual, conflict may arise. For example, someone wants to earn "more" by either working overtime or overfulfilling the norms, and the group views such "excessive" diligence as negative behavior.

Conflict can arise between an individual and a group if that individual takes a position that differs from that of the group. For example, when discussing at a meeting the possibility of increasing sales, most managers felt that this could be achieved by lowering the price. And the director was firmly convinced that such tactics would lead to a decrease in profits and create an opinion that the products were of lower quality than those of competitors. This became the source of the conflict. A group of managers wrote a formal letter to the CEO stating that a 5% price reduction would result in a 35% increase in sales. After considering everything in detail, the CEO agreed with the group. As a result, a month later it turned out that the increase in volumes was only 5%, which ultimately brought less profit than expected.

3.3. Analysis of the causes of conflict situations

All types of conflicts have specific causes. The main reasons for the conflict are limited resources. To be shared, task interdependence, goal differences, differences in goals presented, differences in behavior, educational levels, and poor communication.

Resource allocation. Even in the largest organizations, resources are always limited. Management must decide how to allocate materials, human resources and finances to different groups in order to achieve the organization's goals in the most efficient way. To allocate a larger share of resources to any one leader, subordinate, or group means that others will receive a smaller share of the total.

Interdependence of tasks. The possibility of conflict exists everywhere, then one person or group depends in the performance of the task on another person or group. For example, a logistics manager may attribute the downtime of a vehicle to the inability of the repair department to carry out maintenance quickly enough. The head of the repair service, in turn, can blame the personnel department for not hiring new workers that the repairmen needed. Similarly, if one in five marketers involved in the development of a new project does not perform well, others may feel that this is reflected in their ability to complete their own task. This can lead to conflict between the group and the marketer they think is performing poorly. Since Philosophy of Furniture LLC is a system consisting of interdependent elements, if one unit or person does not work adequately, the interdependence of tasks can cause conflict.

Differences in purpose. This happens because specialized units formulate their own goals and may pay more attention to achieving them than to the goals of the entire organization. For example, a sales department may insist on producing as many different products and varieties as possible because this increases their competitiveness and increases sales. However, the objectives of the manufacturing unit, expressed in terms of cost-effectiveness, are easier to achieve if the product range is less diverse.

Differences in perceptions and values. The idea of ​​a situation depends on the desire to achieve a certain goal. Instead of assessing the situation objectively, people may consider only those views, alternatives, and aspects of the situation that they believe are favorable to their group and personal needs. This trend was revealed when the heads of sales, logistics, and human resources were asked to solve a single problem. And everyone believed that only his functional unit could cope with the problem.

Differences in values ​​are a very common cause of conflict. For example, a subordinate may believe that he always has the right to express his opinion, while a leader may believe that a subordinate has the right to express his opinion only when asked and without question doing what he is told. The highly educated R&D staff values ​​freedom and independence. If their boss finds it necessary to closely monitor the work of their subordinates, differences in values ​​are likely to cause conflict.

Differences in behavior and life experience. These differences can also increase the possibility of conflict.

Poor communications. Poor communication is both a cause and a consequence of conflict. It can act as a catalyst for conflict, making it difficult for individuals or groups to understand the situation or the perspectives of others. If management fails to communicate to subordinates that the new performance-based pay scheme is not intended to "squeeze" workers but to increase company profits and position among competitors, subordinates may react in ways that slow down the pace of work. Other common communication problems that cause conflict are ambiguous quality criteria, the inability to accurately define the job responsibilities and functions of all employees and departments, and the presentation of mutually exclusive work requirements. These problems may arise or be exacerbated by the failure of managers to develop and communicate to subordinates. exact description official duties.

3.4. Analysis of conflict management methodology

There are several effective ways conflict management. In LLC "Philosophy of Furniture" in some cases, the following methods are used:

Explain job requirements. One of the best management techniques to prevent dysfunctional conflict is to clarify what results are expected from each employee and department. It mentions parameters such as the level of results to be achieved, who provides and who receives various information, the system of authority and responsibility, and clearly defines policies, procedures and rules. Moreover, the leader clarifies all these issues not for himself, but so that his subordinates understand well what is expected of them in each given situation.

Coordination and integration mechanisms. Another method of managing a conflict situation is the use of a coordination mechanism. One of the most common mechanisms is the command chain. If two or more subordinates have disagreements on some issue, the conflict can be avoided by contacting their common boss, inviting him to make a decision. The principle of unity of command facilitates the hierarchy for managing a conflict situation, since the subordinate knows perfectly well whose decisions he should obey. In conflict management, integration tools are very useful, such as a management hierarchy, the use of services that communicate between functions, cross-functional teams, task forces, and meetings between departments. For example, when a conflict arose between interdependent departments - the sales department and the logistics department - they managed to solve the problem by creating a planning department that coordinates the volume of orders and sales. This department is the link between sales and production and handles issues such as sales requirements, capacity utilization, pricing, and delivery schedules.

The structure of the reward system. Rewards can be used as a method of managing conflict by influencing people's behavior to avoid dysfunctional consequences. People who contribute to the achievement of organization-wide complex goals, help other groups in the organization and try to approach the solution of the problem in a complex way, to be rewarded with gratitude, bonus, recognition or promotion.

Smoothing. This style is characterized by behavior that is dictated by the belief that it is not worth getting angry, because "we are all one happy team, and we should not rock the boat." You can extinguish the desire for conflict in another person by repeating: “It doesn’t matter much. Think of the good things that have manifested here today.” As a result, peace, harmony and warmth may come, but the problem will remain. There is no more room for emotions to show, but they live inside and accumulate. A general unease is becoming apparent, and the likelihood is growing that an explosion will eventually occur.

Compulsion. The conflict can be brought under control by showing that you have the strongest power, suppressing your opponent, wresting a concession from him by right of the boss. This style of coercion can be effective in situations where the leader has significant power over subordinates. The disadvantage of this style is that it suppresses the initiative of subordinates, creates a high probability that not all important factors will be taken into account, since it is presented. Only one point of view. It can cause resentment.

Compromise. The use of compromise at an early stage of a conflict that has arisen over an important decision can interfere with the diagnosis of the problem and reduce the time to search for alternatives. Unfortunately, that trade-off is one of contentment with what is available rather than a relentless search for what is logical in the light of the facts and data available.

The decision of the parties. This style is an acknowledgment of differences of opinion, a willingness to get acquainted with other points of view in order to understand the causes of the conflict and find a course of action acceptable to all parties.

3.5 Conclusions from the analysis of conflict situations

The analysis of the organization revealed the following:

The management of the company, seeking to raise social status enterprises, reorganized into two commercial structures: Philosophy of Furniture LLC and Blago-Mebel LLC. The reorganization allowed us to occupy our niche in the field of furniture production and sales and bring constant profit. Since the client base of the two new structures was the same, in the new conditions it was divided, which brought convenience for clients (document flow, transportation costs, money turnover etc.). The number of employees decreased, and, accordingly, expenses (wages, communications, travel expenses, etc.) decreased.

Unfortunately, the new conditions were not without negative aspects.

The aforementioned intergroup conflict situation created led to disunity, which led to such negative aspects as the lack of close interaction within the organization, the discrepancy in coordinating customers, and as a result, a sharp drop in sales from the new retail department.

Based on this, I developed a program to solve the problem of this conflict situation.

3.6. Development of an action plan for conflict management

In order to prevent and resolve conflict situations, to ensure the stability of staff stress at Philosophy of Furniture LLC, in this paper I propose to consider a method for resolving conflict situations by taking group trainings and courses on resolving conflict situations in a specialized consulting service with the participation of a specialist psychologist.

Consulting services perform a number of tasks in personnel management and ensuring normal working conditions for them. Among them are such important ones as socio-psychological diagnostics; analysis and regulation of group and personal relationships, relations between the leader and subordinates, management of industrial and social conflicts and stresses; Information Support personnel management systems; analysis of the potential and needs of personnel, professional and social - psychological adaptation workers, etc.

Many organizations already have advisory services that have a high social impact. In my opinion, interaction with such a service, which will be headed by a professional psychologist, will resolve and prevent many conflicts within the organization. The consulting service is able to stimulate the staff for the quality of the work performed, which will increase the competitiveness of the enterprise and will enhance the image of the company.

In this paper, I propose to consider the issue of the work of a psychologist (consultant) with conflicts that occur in an organization. This is due to a number of reasons.

First, personality conflicts are most often the subject of psychotherapeutic analysis;

Secondly, conflicts are more often determined by external causes, and some of these causes cannot be overcome without the help of a psychotherapeutic approach;

Thirdly, it is in working with the organization ( structural divisions, a person in his professional role) the psychologist will be perceived as a professional who can help solve the problems that have arisen. Contact at the level of person - person (psychotherapeutic assistance) in our society is regarded as "humanistically oriented";

Fourthly, the enterprise always has a higher systemic nature of the problems being solved, and this determines a tough expert assessment on the part of the “consumers” of its services.

To create a temporary advisory service, first of all, it is necessary to equip a room for training and consultations. The room should be cozy, conducive to confidential conversations, with elements of the atmosphere distracting from work. At least once, trainings, business games should be held in which situations are played out, including personnel changes. After such a business game, mutual understanding between employees increases.

Conclusion

Based on the analyzes done in this work, we can draw conclusions about the effectiveness of the activities of Philosophy of Furniture LLC:

1. There are shortcomings in the organizational and legal structure of the enterprise:

1.1. Lack of personnel policy, respectively, absent rational use labor reserve, for the timely provision of the organization with personnel, the enterprise does not clearly define the main areas of work with personnel (requirements for personnel, remuneration, material incentives);

1.2. Lack of a marketing department - this created a problem in sales promotion in a highly competitive environment.

1.3. The corporate culture is poorly developed, which weakens the motivation of employees for favorable work.

2. In the production and economic activities of the enterprise:

2.1. Analysis of the production potential of the enterprise showed that the potential is quite satisfactory;
2.2. An analysis of the company's financial results showed that the profit from the sale of services and from non-sales operations for the reporting period of 2009 was higher than in 2010, this is due to the crisis of the enterprise in connection with the reorganization of the enterprise.

3. An analysis of the remuneration system revealed that this enterprise uses a “time-bonus system”, which satisfies the employees of the enterprise and stimulates them to quality work.

4. Analysis of conflict situations determined the essence of the conflict and ways to resolve it. It is indicated that only those events that affect the interests of the team members can become the cause of the conflict. The influence of social interests on the development of the conflict, the negative impact of informal personal relationships on the ability to resolve the conflict is shown. In the practical part, ways are proposed to resolve and prevent conflicts by creating a consulting service.

Bibliography

1. Vikhansky O.S., Naumov A.I. Management: Textbook / O.S. Vikhansky, A.I. Naumov. - 4th ed., revised. and additional - M.: Economist, 2005. - 670 p.;

2. Kalina A. V. Organization of labor remuneration in market conditions (efficiency aspect). Teaching aid, p. 75 - K.: MAUP, 1997

3. Gruzinov V.P. Enterprise economy. – M.: high school. - 2009 - 230 p.

4. Law of the Republic of Belarus "On State Ecological Expertise" // Gazette of the Supreme Council of the Republic of Belarus 2007 No. 24 - 294 p.

5. Ermalovich L.A. Analysis of the financial and economic activities of the enterprise. - Minsk: BSEU, 2009. - 342 p.

6. S.G. Popov. Personnel Management - tutorial/– AXIS-89 – 2002 – P.126-128

7. Masternbrook W. Conflict management and organization development. - M .: Infra-M, 2002.

8. J. Worst, P. Reventlow, Economics of the firm. - M. - Higher school. - 2009 - 268 s

9. Magazine "Formtime. Personnel solutions" 2005, No. 4

Many graduate students are concerned about issues related to qualifying work. How to conduct research on undergraduate practice, how to draw up a thesis, what questions the commission will ask at the defense of a diploma - these are the main questions that usually arise.

Anxiety is usually associated with uncertainty. In this article, we will try to reduce the uncertainty regarding the analysis of the results of research conducted in undergraduate practice.

Usually the student has the following questions: How to analyze the results? Whether it is possible to write off the analysis somewhere? Is it possible to turn to your supervisor with a request to help write an analysis, since you do not know what your results mean, which were given by the completed pre-diploma practice. Below are some tips on the main points of analyzing the results of a psychological study.

Memorize and write down all relevant ideas - the reactions of the subjects, generalizations and patterns in obtaining data. However, you will do the real analysis after the mathematical processing of the data is completed. As a matter of fact, the analysis of results is the most difficult and most creative part of your work. It certainly cannot be written off from somewhere or consulted with the leader, which means every pattern. If the leader goes to meet you and dictates the analysis to you, it means that he will do your work for you and, therefore, you did not use the chance to learn how to do it yourself.

In general, this part of the work includes 4 necessary elements:

1) you must describe the results obtained;

2) then explain them;

3) note their significance for the development of psychology (their theoretical significance);

Moreover, it is recommended to use all these four elements at the same time - in relation to some pattern or result (for example, you described some result, you must immediately explain it, compare it with the data obtained by other researchers before you and give recommendations to practitioners ). Let's examine these elements in more detail.

There can be quite a lot of options for describing data, so examples of some of them are given below.

1. The simplest and not very effective option is to describe the results obtained by individual methods. If at the same time the student does not reach a more generalized level, which was given by pre-diploma practice, then the work gives the impression of falling apart into separate parts that are not related to each other, and its author does not fully understand what he studied and what he received. However, if nothing better comes to mind, start with this version of the description of the results - sometimes a general idea will appear during this process.

2. You can go this way: first describe those data that are statistically significant, then those that approach the significance level (here we can talk about trends) and, finally, insignificant results (the latter is not necessary, but sometimes it is the latter that give the idea of ​​the existence of which -some patterns - for example, the absence of gender differences in some personal characteristics in male and female managers may be evidence of a powerful "leadership or managerial effect" that obscures a less powerful gender effect - in fact, the role of a manager requires common men and women of certain personal qualities; therefore, you should not be upset if the results are insignificant, you need to think about how to explain them).

3. A good way http://inforuteniya.ru/preddiplomnaya-praktika is to start from the main hypothesis: whether it was confirmed or not, and what is its specification in the data (for example, it can only be partially confirmed - analyze this).

4. You can compare those parts of the sample that you have: men and women; representatives of various ethnic groups; subjects of different ages; engaged in various activities; high and low aggressive, etc.

age characteristics of the subjects;

their gender characteristics;

the nature of their activities;

cultural and ethnic patterns;

specific manifestations that are characteristic of this particular group of subjects (for example, the characteristics of modern youth, modern women, the generation of pensioners);

the impurity of the experiment carried out in undergraduate practice, etc.

Do not be afraid to explain the results from the standpoint of common sense - this is the specificity of psychology. Be sure to think about how your data compares with those of other researchers: a match indicates the reliability of the results, and a discrepancy indicates novelty. In the latter case, try to explain the resulting picture - perhaps your experimental conditions were somewhat different from those of other authors. This will be your contribution to the development of the theoretical part of psychology.

Practical recommendations should be given immediately after explaining the specific result, so that it is clear where this recommendation comes from. Analysis of the results looks more convincing if you use tables, figures, graphs in the text.

Drawing up a report on the results of pre-diploma practice indicates that the student has completed the program of pre-diploma practice and is the main indicator of the quality of its passage. The report is evaluated by the head of undergraduate practice from the Academy.

Report Requirements

The report reflects the work done during the practice and should contain at least 10-15 typewritten pages of A 4 format (210x297mm). Report design requirements: Times New Roman font, font size 14 points, line spacing one and a half. Single line spacing is allowed in the headings of tables, titles of figures. Margins (margins) at the top and bottom of the page by 20mm. Indent right 10mm, left 25mm. Headings are separated from the text by two intervals. Section titles (headings) are printed in capital letters without a dot at the end, without underlining. Word hyphenation in headings is not allowed. Tables are signed at the top and figures at the bottom. References to tables, figures and annexes in the text are obligatory. Numbering of figures and tables through (1, 2, 3, etc.) or by sections (1.1, 1.2, 1.3, etc.). Pages are numbered from the title page to the last. The title page is not numbered. Page numbering is done in Arabic numerals at the bottom of the pages in the center. The paragraph indent is 5 characters. Text is justified and headings are centered. Applications are numbered in Arabic letters (without the number sign). Each chapter starts on a new page. The report must be bound. A sample of the title page of the report is given in the Appendix, form 4.

The practice report is compiled individually by each student and should reflect his activities during the period of practice and readiness for the development of a graduation project.

The report consists of several sections: title page, table of contents, introduction, main body, conclusion and appendices.

The introduction should reflect the goals and objectives of the practice, summarize the collected materials and reveal the main issues and areas that the student was involved in in practice. It briefly describes the relevance of the problem dealt with by the graduate, the purpose of the work.

The main part describes what has been done during the period of undergraduate practice and what is planned to be done for the defense of the thesis.

The main part of the report, regardless of the chosen topic of the final qualification work, should include general information about the organization, analytical materials on the sections of the approximate thematic plan of undergraduate practice:

Characteristics of the object of study in dynamics (for certain years) and features of its functioning;

General assessment of achievements and existing problems in the organization, proposals for improving work;

Systematized and structured materials on the subject of the thesis;

Bibliographic list (list of sources, including legislative and regulatory acts, scientific and educational literature, periodicals, publications in foreign languages, website addresses, regulatory reference documentation and reporting of the organization, at least 30 sources). In the text of the report on undergraduate practice and applications, references to all used literary sources are required.

Whenever possible, elements of scientific research are included in the report. The topics of these studies are determined in advance, agreed with the head and linked to the general direction of the organization's work.

In conclusion, general conclusions and suggestions are given, as well as a brief description of the work done and practical recommendations are given.

Applications should be presented in the form of reporting forms, calculations filled with digital material on the base under study.

Practice is the most important link in the student's preparation stage. This is a way to get to know the production process from the inside, to consolidate and apply the knowledge gained during training. Industrial training allows you to get to know the peculiarities of the functioning of the enterprise, to form skills practical work which differ in many respects from theoretical knowledge. For enterprises, this is a chance to replenish their ranks with young, competent specialists.

How is the internship

Passage of industrial practice is obligatory both for students of higher and vocational educational institutions.

You should not consider it as another uninteresting task. The event could be start of a successful career the opportunity to get a job immediately after graduation.

This is not a formality, but a unique opportunity to find your bearings in the profession, to assess your capabilities even at the stage of graduation. Therefore, from practical activities, you need to try to get the maximum benefit and show yourself from the best side.

The internship at the enterprise provides the graduate with the following opportunities:

Usually, students are sent for internships in organizations with which the educational institution has an agreement. The main activities of the company must correspond to the specialization of the student.

For students it is not forbidden to independently choose the base for the implementation of practical activities. With the consent of the head of the enterprise, it is necessary to enlist the approval of the educational institution.

Everything organizational issues in practice lie with the administration of the university. The department should develop teaching aids and a plan for its passage.

The student, at the time of gaining practical experience, has the following responsibilities:

1. Carry a diary and all accompanying materials with you.
2. Clearly follow all the instructions of the assigned mentor.
3. Familiarize yourself with the internal instructions of the enterprise on labor protection and internal regulations. Strictly observe them.
4. Follow the work schedule established at the enterprise, fulfill the duties assigned to him and be responsible for their high-quality performance.
5. Report on the work done.

trainee follows an individual plan, taking into account the characteristics of each specialty. During the period of practical activity, the program must be fully implemented. All actions reflected in the diary and report, which must be protected by the manager. The acquired skills are assessed, about which a mark is put in the grade book.

How to start writing a report

Regardless of the type of practice, its end is fixed by the report. This document reflects the professional training of the future specialist, his business qualities, acquired knowledge.

The qualitative performance of the task is very important for the student, since the place of practice is selected in accordance with the future profession. That is, the student is placed in an atmosphere corresponding to his specialty.

The attitude of the student to the tasks assigned, his responsibility and acumen, indicate how he will behave in future employment.

Before starting to write a report, it is necessary to study all documents related to the activities of the organization, regulations, company structure . The student describes his activities, not only using job descriptions, but directly based on the work process.

A young, well-trained specialist can make recommendations to the work process. About your achievements and views on the work of the enterprise must be included in the report.

All information is presented in accordance with established reporting standards. Therefore, writing a document begins with studying methodological manual received in educational institution.

The methodology is step-by-step instruction to help the student structure the document.

A grant is issued at the department. It contains all the information about the objectives of the practice and the rules for preparing the report.

Based on the training manual, an action plan is drawn up, it is with it that the writing of the document begins. The points of the plan are the goals of the practice. Based on them, the student selects key information about the enterprise, analyzes the workflow and makes his recommendations.

It is impossible to write a competent report without a real involvement in the work activity. Therefore, you need to start with the practical part, then writing a document will not be any difficulty.

Any incomprehensible question can be clarified directly with the mentor or other employees of the organization. For any clarification, you can contact the curators. This is a fixed mentor at the place of practice and a direct supervisor from the educational institution.

Do not try to change the structure of the report. It is generally accepted and does not complicate, but facilitates writing a document.

Document structure

Following the guidelines, the student is required to keep a daily diary. It reflects the daily activities of the student:

• to collect information;
• activities in the workplace;
• about the type of work performed;
• about achievements and experiences.

The mentor from the organization must endorse the diary after completing the internship. If it is provided for by the program, the supervisor can give the student practical tasks and, based on the results of their implementation, put marks and comments in the diary.

The diary is an integral part of the practice report. Without it, the task is not accepted for verification.

The structure of the document is formed on the basis of the methodological manual.

For higher education institutions, the development of an individual program of practice report is not prohibited. If the university uses a generally accepted system, then the structure of the report on production practice is as follows:

1. Title page.
2. Content.
3. Introduction.
4. Main part.
5. Conclusion.
6. Applications.

There may be slight differences in structure depending on the type of practice.

Each educational institution has a standard title page design. . The following mandatory information must be entered in it in a certain order:

• name of the university;
• department, specialty, course, group, etc.;
• the topic of the report and its type;
• link to the head of the practice;
• surname, name and patronymic of the student;
• the location of the educational institution;
• year of submission of the document.

Changing the names of plan items or transferring them to other pages that do not correspond to the content is prohibited.

The introduction is formed from the methodological manual. It outlines the practical goals and objectives that the student was expected to complete. The place of implementation of practical activities is described.

The main part contains two subsections:

• theoretical;
• practical.

The practical part begins with a description of the technical and economic indicators of the enterprise where the student was located. Its structure and normative documentation are described. This is followed by a section with calculations, a description of the functional tasks performed by the university student.

The conclusion is the most important section of the report. In him the student can draw conclusions about the work done, summarize the final analysis of the organization's activities, describe their achievements on the spot and make recommendations for improving the work of the organization as a whole or in a separate area.

Appendix. This is the final section of the document. When writing the main text, the student could refer to various applications. They are listed. Initial in order is the one to which the first link goes.

A full practice report should contain the following documents:

1. Direction for practice (This document is issued by universities and certified by the signature and seal of the organization that accepted the student for practice).
2. Practice diary. (Without the signature and seal of the enterprise is considered invalid).
3. The contract for the passage of industrial practice.
4. Plan of production practice (clearly broken down by days and topics).
5. A testimonial or testimonial written by a mentor from the enterprise. It must be certified by the signature and seal of the organization.
6. A report on the completion of an internship, drawn up in accordance with the requirements of the educational institution.

This list applies to all types of practice and is standardly applied in all educational institutions.

Types of practice and features of reports after them

In higher educational institutions, three-time internships are provided. The first tasks appear already in the first year. The following types of practical activities are necessary for a university student:

1. Educational.
2. Production.
3. Undergraduate.

Before the event, the leader is obliged to convey to the students the main points of the learning process, explain the meaning and formulate key tasks. Each type of practice has its own specific features and implementation schedule.

Educational

Students can gain practical experience after the first or second semester of study. Program practical tasks developed by each university individually. At the same time, students are not necessarily sent to any enterprise. Classes can be held on the territory of the educational institution, in its workshops or laboratories.

Educational practice takes several forms:

• excursion. Future specialists visit the enterprise, observe the production process;
• self introduction. Students are allowed individual visits to the organization, communication with staff;
• workshops. They can be carried out both in an educational institution and at an enterprise.

Its main goal is to develop practical experience and consolidate the studied theoretical material.

Production

She organized in the third, fourth year. Main the purpose of the task is to allow the student to study the features of his chosen profession in a real workplace. There, the student is attached to a mentor who controls his activities, helps to study the work process from the inside.

A university student should become an assistant to a leading specialist, for example, an assistant to a merchandiser or a personnel manager.

Undergraduate

This type of practice is before defending the thesis. It completes the student's learning phase.

The goal is to obtain information for writing a graduation project, to establish oneself as a young specialist and to gain labor communication skills.

There are significant methodological differences between educational and industrial practice. In the first case student gets to know common process, in the second - directly participates in it. Therefore, the study practice report will not contain a practice section.

The difference between diploma and industrial practice is not so significant. Pre-diploma practice is a summing up, an impetus to a successful professional activity.

Protection

When the practice is completed and fully described in the report, it is necessary to prepare for its defense. For a student who independently prepared a document and really was in practice, this it won't be hard to do.

He doesn't even have to learn or memorize anything. Gained practical experience, collection and processing of the information received long-term memory. The university student needs to be well versed in his own report in order to view the necessary information if necessary.

Before the defense, it is worth preparing a speech. Formulate a competent report oral presentation, which won't take more than 15 minutes. It should contain the key points of the report, presented in a business style.

A complete and specific presentation of information will minimize the questions asked by the commission.

Often to protect a document need to prepare a short presentation. It consists of several slides, which will be absolutely not difficult. You can prepare other visual information. Tables, graphs, lists and formulas in a visual image help to better perceive information.

well written the report is not a guarantee of an excellent rating. Appearance, delivered speech, interesting presentation and competent report are the key to successful defense of the report.

Educational institutions make serious demands on students. But if you approach the work carefully and responsibly, study and complete all guidelines, writing a practice report will not seem like a very difficult task.

In this video, you can clearly see the rules for preparing a report on production practice.

In any university, in the process of learning, students need to undergo an internship in order to consolidate their theoretical knowledge and gain practical work skills. For the entire period of study, they undergo introductory (educational) and pre-diploma practice. The end of the internship requires writing a report, which is accompanied by a diary and a description from the place of internship. To write a practice report yourself, you need to know the features of each type of practice.

Educational or introductory practice becomes the first test for students. It is passed on the 1st or 2nd course. The goal is to consolidate the general theoretical knowledge gained in the course of study, as well as to obtain a general idea of ​​the chosen specialty. During the internship, students are given the opportunity to get acquainted with the work of the enterprise through lectures and excursions, as well as see the work of employees of your chosen specialization.

Internship takes place in the 3-4 course and is the next step in mastering the profession. Interns are given the opportunity to study the work of the enterprise from the inside under the supervision of a curator, study and analyze documentation, and collect materials.

Undergraduate practice is the final stage of learning. Based on the information received at the enterprise, it will be necessary. The report on undergraduate practice is often the second chapter of the diploma and is an analysis of the work of the enterprise.

The report on the work of the enterprise must comply with the requirements of the practice program of your university (See also:), as a rule, it contains:

- calendar plan;

- a diary;

- a description from the place of internship

— introduction;

- the main part;

- conclusion;

- bibliography;

- applications

Title page drawn up according to the model from the methodological instructions. The title page contains data on the name of the university, the type of practice (educational, introductory, industrial, undergraduate), the topic of practice, specialty, student, leader, place and year of writing.

Title page sample

Calendar plan is drawn up in the form of a table, contains data on the type, timing and place of work performed by you at the enterprise. Sometimes included in the diary.

An example of a practice report schedule

Practice Diary- similar to the calendar plan. The diary is the main document, along with the report, according to which the student reports on the implementation of the practice program.

The trainee writes down every day what he did or studied today. Arranges everything in the form of a table.

An example of filling out a practice diary

Characteristic from the place of industrial, educational or diploma practice should reflect data on the knowledge, skills and abilities of the trainee. About his level vocational training, personal qualities, as well as about the work and assignments that the student performed during the visit to the enterprise. And, of course, the recommended rating.

The student must receive a characteristic from his supervisor and attach to the report. But in practice, the leader shifts this responsibility to the student.

Sample characteristics from the place of internship

Sample Practice Report Content

Introduction contains:

• information about the place of internship;
• its goals and objectives, which are indicated in the guidelines;
• object and subject of research;
• assessment of the current state of the topic under study;
• may contain the expected results of the internship.

Introduction example

Main part is divided into chapters. Contains theoretical and practical parts. The practical part describes the structure and activities of the enterprise. Analysis is underway. The positive and negative aspects of the work of an enterprise or institution are identified. All calculations, graphs and tables are given.

Conclusion written on the basis of the studied material. Contains answers to the tasks set in the introduction. Includes all conclusions obtained in the main part. You can include an assessment of your own work and give recommendations for improving the activities of the enterprise.

Practice Report Conclusion Sample

Bibliography contains all the sources used in writing the work, including those specified in . according to methodical instructions or GOST. It can include the names of documents received from the enterprise, as well as regulatory literature, Internet sources.

Applications include any data that can be referred to when writing the work, in the text of the work. This may be reporting, the organizational structure of the enterprise, extracts from the legislation, questionnaires, drawings, diagrams, tables. Everything, the documents that you found at the enterprise and which were useful for writing the reporting work.

Writing a practice report on your own is very interesting and informative. But if you have any difficulties with writing or you did not manage to complete an internship at the enterprise, you can always turn to our specialists for help and get qualified advice.