Legislative base of the Russian Federation. Vacation: handover rules

Handover is very important point when an employee leaves. Unfortunately, few employers pay enough attention to it. In this article, we will talk specifically about accepting cases from a resigning employee, since with a competent approach, you can significantly increase your efficiency and success in entering a position in the shortest possible time.

I recently spoke with a top manager and learned the details of how he took over from his predecessor. It looked like this (hold on tight to your chair): the resigning employee assured my interlocutor that he would come to him in the next few days and tell him about everything, but now he has no time. Then he simply quits during that day (the day the conversation took place). Haven't seen him again :)

Now imagine the state of my interlocutor when he began to enter into the nuances of his work, having absolutely no information about the work of his predecessor. The whole drama is that, along with the departure of the employee, all information about relationships with business partners was lost (so to speak, something that cannot be reflected on paper), because this employee was in charge of the most important and complex issues exclusively. And recovering all the data was not so easy. All this took almost two months of intensive work.

Imagine, instead of immediately starting to fulfill his duties in full, a person was engaged in restoring lost information, simultaneously making operational decisions, owning only the formal side of the issue and not knowing the nuances.

You can say: “I'm not a top manager, and I don't have to negotiate with business partners. So it's not about me."

Whatever you think, I sincerely do not want you to get into a similar situation. To do this, I will consider the main points that you need to pay attention to when accepting cases from your predecessor.

First of all, it is necessary to allocate enough time for the transfer of cases. Not one hour, not even one day. The more significant and responsible the position, the more time it will take for this. And do not fall for the bait in a situation where you have been working in this organization for a long time and change positions. Many try to formally approach this process in such a situation. Say, you yourself (yourself) will figure out what's what - it's not the first day you work!

So, stop such attempts in the bud. Then there will be fewer problems for you and those around you.

In the process of transferring cases, it is necessary to simulate as many possible situations and their solutions as possible. You also need to secure the opportunity to consult over the next few months on emerging issues. This is absolutely normal. And any employer will be sympathetic to the fact that a new employee needs time to transfer cases to the old place of work. Moreover, such an employee from the very first days will show himself as a responsible and conscientious employee.
Only now it is necessary to obtain such consent in the presence of your future leader. Avoid many problems with the further refusal of the resigned employee from such assistance to you. At the very least, your manager will be aware of the agreement and, in case of problems with consultations, will treat the current situation with understanding and possibly be able to influence the resigned person by contacting the manager at his new job and asking for help in correcting the situation. Of course, if he knows exactly where the old employee went to work.

An ideal option when there is an opportunity to work for some time in tandem with the outgoing-successor.

Also noteworthy is the option when an independent observer participates in the process of receiving and transferring cases. This will allow you to more fully and efficiently accept cases. By the way, for the employer, this option is also highly desirable. Especially if the new employee leaves during or after graduation. probationary period. Then the additional employee will be able to independently bring up to date the next employee who will take up a new position.

A situation may arise when the selection of a new employee (that is, you) is delayed and the departing employee is very nervous and tries to conflict with you, thereby trying to speed up the process of transferring cases due to a more negligent attitude on your part. Many new employees do not want to conflict in the first days of work and try to immediately smooth the situation to the detriment of themselves. After all, then they have to disentangle everything.

Don't fall for it. Try to inform your future manager about the current situation and explain that such conflicts and a formal approach will definitely affect your work in the near future. It is also desirable to involve him as a third party. It immediately eliminates many problems when accepting cases. And how much nerves will save you in this situation :)

You should not succumb to provocations like: “Well, you are smart and should understand this, so you can skip it ...”, “What should I tell you, you yourself should know this!”

These provocations are designed to speed up the transfer of cases and have a very negative impact on the efficiency of the process. A new employee, faced with such a turn, so as not to leave a bad impression from the first days of work, especially in the presence of witnesses, begins to consciously follow the lead of the manipulator: "I know this - you can not stop ...".

Believe me, your professionalism is precisely manifested in how carefully you carry out the reception of cases. So the technique is: “Yes, I own this issue. But, nevertheless, let's dwell on it in more detail, since any organization may have its own nuances and it is important to discuss them right away, rather than consulting with you later and distracting you from performing duties at a new place of work. Shall we start?" will come in handy.

Situations also often arise when the departing employee considers it his duty to leave the successor as little information as possible. The principle is confessed: “what I got, I left”. This applies not only to paper documents, but also to information in electronic form. Often such workers leave behind "virgin clean" HDD with a minimum of data. They tend to believe that all that they have accumulated during the performance of their duties and receiving wages is their personal property and should not go to the “enemy” in your person. Such situations are typical for conflict dismissals, especially if the employer was the initiator, and not the employee himself.

Therefore, try to get not only the documentation for your area of ​​work, but also all the contact details of partners, clients, and customers. The situation with erasing information from a computer is solved by anyone normal employer very simple: automatic backup is made after a certain period of time to the enterprise server with access to information of a limited circle of people.
Thus, the information is duplicated and can always be restored when needed.

1. The transfer is made in writing. Each position is described in great detail with a detailed list of current issues. Do not forget about the list of documents and files stored electronically in the computer at your future place of work. A lot of people forget about it.

2. In addition to the written submission of cases, oral comments are required. Preferably in the presence of a third employee. Such conversations are best done in blocks and not for too long. Better more often - but spend less time on one consultation. Thus, you will avoid informational chaos in your head and learn all the necessary information more efficiently.

3. We do not succumb to possible provocations and the so-called "accelerated transfer of cases."

4. We agree on the opportunity to consult with the departed specialist on problematic issues, preferably in the presence of the future leader.

5. After receiving cases directly from the departing employee, it is necessary to talk with top managers, colleagues and key employees, subordinates in order to get a complete picture of the situation and understand how to act in the near future.

Unfortunately, there are managers and specialists who, in the very first days of their work in this position, abruptly change direction and begin to act and put their vision of work into practice, without really understanding the nuances of the situation. It usually doesn't lead to anything good. An exception can only be the arrival of a leader in a crisis situation for certain organizational changes.

Pay attention to one more circumstance. When accepting cases, it is important to prevent any additional responsibilities that your future colleagues will gladly want to push onto a newcomer. Another option is when the duties of the departing employee included moments that were not included in his official duties(and, accordingly, in yours) and not previously discussed.
You can eliminate these factors by carefully discussing all the features of your future work and your job description with the leader. And it is necessary to start doing this even at the stage of discussing the working conditions at the final interview, and continue - during the acceptance of cases. Tighten it longer - perhaps everything will hang on you.

Understand that it is also important for the employer to look at the employee's responsibilities with a "fresh eye". After all, he can sincerely believe that all work performed and should be done by this employee. Your opinion will help him look at the state of affairs from a different point of view. And, accordingly, he can accept it or not. And it is up to you to decide whether you will work in such conditions or not.

In any case, there should be no uncertainty in the responsibilities and nuances of work.

Remember - a competent start of work indicates professionalism on your part. So be professional!

It does not work Edition from 22.02.1977

ORDER of the Minister of Defense of the USSR dated February 22, 1977 N 105 "ON THE INTRODUCTION OF THE REGULATION ON THE MILITARY (SHIP) SERVICE OF THE ARMED FORCES OF THE USSR"

Chapter IX. PROCEDURE FOR RECEPTION AND SURRENDER OF CASES AND POSITIONS BY PERSONS IN MANAGER OF THE MILITARY (SHIP) FACILITY

1. General Provisions

674. In order to increase responsibility for the management of the military (ship) economy and to ensure the safety of socialist property, all officials, upon appointment and transfer, are obliged to hand over and accept cases and positions.

For the acceptance and delivery of cases and positions, starting from the head of the service of the military unit and above and by their respective officials, a commission is appointed by order of the senior commander (chief).

In the work of accepting and handing over cases and positions, all financially responsible persons of a military unit (compound) must take part in an internal inspection commission.

675. Acceptance and delivery of cases and positions in economic terms includes:

Study by the host of the state of the military economy (service);

Acquaintance with officials;

Delivery to the dealer, verification and acceptance by the recipient of material and Money and documents;

Documentation of acceptance and delivery of cases and positions.

676. Acceptance and delivery of cases and positions is carried out according to the calendar plan developed jointly by the person accepting and handing over cases and positions and the chairman of the commission.

This plan is developed in an arbitrary form and must provide for the implementation of all future work within the time allotted for the acceptance and delivery of cases and positions. The calendar plan may contain the following questions:

The sequence and timing of hearing the reports of officials subordinate to the person handing over the case and position;

The sequence and timing of the inspection of services and various facilities of the economy (service);

The deadline by which all incoming and outgoing transactions must be carried out according to the books and accounting cards in accordance with the documents issued on the basis of the instructions of the handing over case and position;

Particular terms for compiling statements of the availability and quality of material assets<*>for individual services and facilities of the economy;

<*>The specified statement is used both when accepting and handing over cases and positions, and when taking an inventory, removing actual balances of material resources, and in other cases.

The deadline for compiling statements of the availability and quality of material resources and execution of the act.

The calendar plan is approved by the superior commander (chief) of the person in charge of the affairs and position.

677. The following deadlines are established for the acceptance and delivery of cases and positions:

Commander of a military unit - no more than 10 days;

Deputy commander of a military unit and rear formation and their respective officials - no more than 20 days;

Head of service of a military unit and formation - no more than 15 days;

The head of the club of a military unit and formation - no more than 10 days and the head of the library (librarian) - no more than 15 days;

Head of a warehouse, a bakery (bakery) and a canteen - no more than 10 days;

Head of the workshop and clerk of the service unit and connection - no more than 5 days;

The commander and foremen of the unit - no more than 5 days.

The deadline for accepting and handing over cases and positions is calculated from the moment of arrival at military unit(connection) of a person newly appointed to receive cases and positions. For other officials, the deadline for accepting and handing over cases and positions is determined by the senior boss.

678. Reception and delivery of cases and positions must take place without disrupting the normal operation of services.

The management of the military economy for subordinate services (service) until the end of the acceptance and delivery of cases and positions (until the approval of the act) is carried out by the person handing over the cases and position.

At the time of acceptance and delivery of cases and positions current work warehouses are usually discontinued.

The issuance of material resources from warehouses during this period is carried out only with the knowledge of the person in charge of the case and position, and the chairman of the commission.

679. Acceptance of cases and positions is made personally by the receiver from the surrenderer in the presence of the commission.

680. The commission appointed for the acceptance and delivery of cases and positions, or the internal verification commission, in the presence of the accepting and handing over cases and positions, shall:

Inventory of material assets accepted by a newly appointed official of a military unit (compound);

Checking the economic activities of the military unit, services, warehouses and other facilities since the last check and comparing the credentials with the data on the actual availability of material resources.

681. Acceptance and delivery of cases by officials in charge of the military (ship) economy is drawn up by an act (Appendix N 9 to this Regulation).

The statement of availability and quality of material resources is attached to the act, indicating the availability, quality state, surpluses and shortages, as well as an explanation of the handing over case and position on the reasons for the formation of shortages, surpluses and the presence of shortcomings and shortcomings in work.

In cases where the surrendering or newly appointed head has objections under certain articles of the act, he sets them out in writing in the act upon signing it.

When approving the act of accepting and handing over cases and positions, the superior head is obliged to consider objections. If necessary, in order to identify the true situation and analyze the objections of the person handing over (receiving) the case and the position of the person, an administrative investigation is appointed by order of the commander of the unit (connection), which must be completed within two weeks.

Acceptance and delivery of cases and positions by the commander of a military unit (ship) is carried out in accordance with Article 61 of the Charter internal service Armed Forces of the USSR.

682. The act and statements of the availability and quality of material resources are signed by the person accepting and handing over cases and positions, as well as members of the commission who made an inventory of material resources and checked the economic activities of the military unit (service). The statements, in addition to the indicated persons, are also signed by the persons who have accepted material assets for further storage.

Acts are approved:

When accepting and handing over cases and positions by deputy commanders and heads of services of the formation and their respective persons - the commander of the formation;

When accepting and handing over cases and positions by deputy commanders and heads of services of the unit and their respective persons - the unit commander;

When accepting and handing over cases and positions by the commander and foreman of the unit - by the higher commander (chief);

When accepting and handing over cases and positions by the head of a warehouse, workshop, bakery (bakery), canteen and their respective persons - a higher-level head of subordination.

On the acceptance and delivery of cases and positions, a report is submitted to the immediate supervisor.

683. The decision to eliminate the shortcomings noted in the act of acceptance and delivery of cases and positions must be taken by a superior officer no later than 10 days. In the event that an administrative investigation is being conducted based on the results of shortages, the decision to bring the perpetrator to material liability must be made no later than one month from the date of completion of the investigation. The person handing over the cases and position departs to a new duty station after the approval of the act on the acceptance and handover of cases and positions by a higher superior.

684. Immediate superiors are responsible for the organization and quality of the acceptance and delivery of cases and positions by officials subordinate to them.

685. The newly appointed deputy commander or head of the service of a military unit (unit), after being presented to officials in accordance with Articles 32 and 34 of the Charter of the Internal Service of the Armed Forces of the USSR, must get acquainted with the officials of the military unit (unit), the deputy head of the garrison for logistics (chief services of the garrison in the specialty), the head of the apartment-operational part of the district (garrison), the heads of local enterprises, institutions and organizations that supply material resources and provide services to the military unit (compound).

686. When accepting affairs and position, the deputy commander (head of service) of the military unit is obliged:

To get acquainted with the general issues of conducting a military economy for subordinate services (service) of a military unit;

Check the state of discipline, combat and political training of subordinate units, their staffing with personnel and equipment, and other issues;

To get acquainted with the acts of the latest inspections of economic activity (documentary audit) of subordinate units and units (services);

To hear, in the presence of the person handing over the case and position, reports of subordinate officials on the state of the economy and the provision of the military unit (connection) with material resources for subordinate services (service);

Check the degree of fulfillment of the annual economic plan, the economic work plan, the plan of control and revision work, the plans for the operation and repair of weapons, military and other equipment and other plans for subordinate services (service), as well as the implementation of proposals from previous inspections and documentary audits, the status of accounting and reporting on services (service);

Check the availability and quality condition of material assets, equipment and property in subdivisions (units), services, warehouses, as well as the organization of their operation, storage, repair and accounting. When accepting and handing over cases and positions by the deputy commander of a unit (compound), materiel can be checked for endurance, and when accepting and handing over cases and positions, the head of the service and his relevant persons make an inventory of materiel for the service;

Check the organization of food, material support for subordinate services (service), housing and living conditions of subordinate personnel, as well as the state of the barracks and housing stock, utilities and equipment of a military unit (connection) for subordinate services (service).

687. When familiarizing himself with the general issues of conducting a military economy (state of service), the newly accepting business and position studies the conditions for quartering a military unit (compound), the location of warehouses, parks, workshops, medical posts and other facilities, their improvement and condition, the established procedure for providing material means and organization of delivery, placement of enterprises, institutions and organizations of local suppliers, which apartment-operational part provides apartment allowances and its location, organization of commercial and consumer services, bath and laundry services and other issues.

688. The staffing of units, units (services) is studied by comparing the regular and payroll number of personnel and the available equipment. The state of discipline of the personnel can be preliminarily established on the basis of personal affairs and service cards.

When familiarizing himself with the personnel, the incumbent hears the review of the surrendering case and the position on the business and moral qualities of subordinate military personnel and their future career prospects, as well as the opinion of the secretaries of the party and Komsomol organizations in which subordinates are registered.

689. State of combat, political and special training personnel is determined based on the results of the latest inspection (control) checks, the implementation of curricula and functional duties officials at work.

Checking the combat and mobilization readiness of subordinate units and units (services) is carried out by familiarizing with the relevant documents (the plan for bringing the military unit and formation to the established levels of combat readiness, the mobilization plan, etc.), the areas of concentration on combat alert of subordinate units and units and collecting them when entering the exercises, to extinguish a fire, liquidate natural Disasters and solving other problems.

690. Familiarization with the results of previous audits of subordinate services and the military economy as a whole should begin with acts of documentary audit (audit of economic activity, inspection), conclusions of higher authorities and orders of the commander of the unit (connection) based on the results of these audits.

691. When checking the annual and monthly plans, it is established what measures are provided for on the issues of maintaining the military (ship) economy (service) of the unit (connection) and how they are implemented.

692. When checking the status of accounting and reporting, the legality of business transactions, first of all, it should be established whether the established accounting and reporting comply with the current legal provisions. Then, the accounting data of the part (connection) is verified, taking into account the higher authorities.

In the course of the work, the correctness of the entries made in the accounting books of material assets and the balances displayed in them is established.

Upon completion of the audit, the receiver of the case and the position, together with the commission, evaluates the state of accounting and reporting, as well as the legality of the registration of business transactions.

693. Availability, quality condition, conditions of storage of material resources, operation and repair of equipment are established by the receiver of the case and the position for endurance. At the same time, the following are sequentially checked: entries in books and accounting cards since the last check; quantitative and qualitative state of all types of material resources in warehouses and subdivisions and the state of security; completeness and storage conditions of emergency stocks.

When checking the availability and condition of materiel in subdivisions (units) and in current supply warehouses, special attention is paid to the property that is most often lost for any reason, and in emergency stock warehouses - to the conditions of storage, refreshment of stocks and compliance with the established completeness. The receiver of the case and the position also checks the use of the allocated funds for subordinate services.

694. In the event that the deputy commander or head of the service of the unit (combination) is also appointed as an official of the garrison, he is obliged to familiarize himself with and accept the affairs and position in the range of these duties set forth in the Charter of the garrison and guard services of the Armed Forces of the USSR.

695. When accepting the position of deputy commander (head of service) for temporary execution (for the period of vacation, illness, business trip of a full-time official, etc.), the time for acceptance and delivery of the position is limited. At the same time, the availability of material resources is confirmed by financially responsible persons.

All urgent matters should be resolved, if possible, by the relinquishing position. On the acceptance-surrender of the position is reported to the commander of the unit (connection).

A person admitted to the temporary performance of duties is given by order of the commander of a military unit (compound) and bears responsibility in accordance with the current legal provisions.

696. If, when receiving cases and the position of the deputy commander (head of service) of the military unit (unit) and the corresponding officials of abuse, mismanagement or confusion of accounting, the receiver of the case and the position reports to the commander of the unit (unit) on the need to appoint a special commission to verify the existence of , qualitative state, accounting and legality of the expenditure of material and monetary resources.

697. During the work of the commission for checking the availability of material resources in the warehouse, the handing over and receiving cases and the position of deputy commander (head of service) must be present.

698. The results of the acceptance and delivery of cases and the positions of the deputy commander, heads of services and their respective officials of the unit (union) are announced in the order of the commander of the military unit (union).

699. The commander of the subunit accepts and delivers cases and positions personally on the basis of an order in parts.

The receiver of the case and the position is obliged to:

To hear, in the presence of the person handing over the case and the position, reports of subordinate commanders and foremen of the unit on the state of the economy of the unit and the availability of material resources;

Check the location and condition of the assigned premises;

To get acquainted in the office work of the unit with the documents of inspections characterizing the state and organization of housekeeping in the unit;

Check the availability of weapons, military equipment, ammunition, transport and property in the unit by checking it with the books of accounting for the unit's services.

700. On the acceptance and surrender of cases and positions, unit commanders submit reports on command in the manner set forth in the Charter of the Internal Service of the Armed Forces of the USSR.

701. The receiver of cases and the position of the head of the warehouse (storage) in the presence of an internal inspection commission is obliged to:

Check the availability, quality condition, organization of storage, savings and accounting of material assets in the warehouse (in storage), and accept them;

Check the correct placement (stacking) of material assets during storage and compliance with measures that protect them from damage, as well as compliance with the rules fire safety and availability of instructions and necessary fire extinguishing equipment.

702. By the time of acceptance and delivery of cases and the position of the head of the warehouse (storage), all incoming and outgoing documents are recorded in the accounting book of material resources, after which they are handed over to the records management of the military unit service. The clerk (senior clerk, clerk) of the service of the unit is obliged to record in the accounting books received from the warehouse (from the storage) receipts and expenditures, verify the balances indicated by the credentials of the warehouse (storage) with the balances in the accounting books of the military unit and draw up a statement of book balances material assets in the warehouse (in the storage) with an indication of the category (quality state).

703. The internal inspection commission recalculates and reweighs all material assets in the warehouse (in storage) and enters their actual availability into the inventory of the availability and quality of material assets, indicating their categorization (quality state). The statements are signed by the host and handing over cases and positions and members of the commission.

704. The person in charge of business and the position of the head of a workshop, a bakery (bakery), a canteen, a bathhouse, a laundry, in the presence of an internal inspection commission, is obliged to:

To get acquainted with the work of the accepted object and with the organization of storage, saving and accounting of material resources in it;

Accept the actual availability of material resources in the workshop, bakery (bakery), canteen, bathhouse, laundry and compare it with accounting data<*>;

Check compliance with fire safety rules and the availability of the necessary fire extinguishing equipment and instructions.

<*>Property and equipment handed over for repair are accepted by the newly appointed head of the workshop according to copies of the orders received when the property and equipment were handed over for repair.

705. Acceptance of material resources in a workshop, a bakery (bakery), a dining room, a bathhouse, a laundry is carried out personally by the receiver of the case and the position in the presence of the dealer.

706. A statement of the availability and quality of material resources is drawn up for the accepted material resources, indicating the availability, quality condition, surpluses and shortages. The statement is signed by the person accepting and handing over the cases and the position, as well as by the members of the internal verification commission who were present at the acceptance of the cases and the position.

707. The person receiving the case and the position of the clerk (senior clerk, clerk) of the service of the unit (compound) in the presence of an internal inspection commission is obliged to:

Verify the record of the balances of material resources listed in the accounting books of the military unit (connection) with the data of the accounting books of material assets in warehouses and in subdivisions (units);

Check according to the inventory the presence of files and documents filed in them and accept the files;

Check and accept, according to the inventory, completed receipts and expenditure documents, as well as documents executed, but awaiting a response;

Accept stamps, seals and forms of strict accounting.

708. Before the delivery of cases and the position of a clerk (senior clerk, clerk) of the unit (compound) service, all incoming and outgoing documents are recorded in the accounting books; executed documents are filed in cases; inventories are made of all books and cases available in the service, as well as unfulfilled receipts and expenditure documents and documents executed but awaiting a response.

709. To the act of acceptance and delivery of cases and the position of the clerk (senior clerk, clerk) of the service of the unit (compound) are attached:

Inventory of accepted cases and books;

Inventory of received unfulfilled receipts and expenditure documents;

Inventory of accepted executed, but awaiting response documents;

Explanations of the handing over case and position for all detected shortcomings.

710. The one who receives the cases and the position of the foreman of the unit in the presence of the internal inspection commission is obliged to:

Familiarize yourself with the organization and state of the company economy;

Reconcile the accounting books of the unit with the accounting books of the unit services;

Check the actual availability of weapons, military equipment, ammunition and property, which is listed in the accounting books of the military unit for the unit, as well as property listed in the accounting book of material resources issued for temporary use.

711. The first copies of the statements of the availability and quality of material resources for each service that maintains separate records in the clerical work of the unit, with visas of the heads of services in charge of these material resources, are attached to the act on the acceptance and delivery of cases and the position of foreman of the unit. The second copies of the statements remain with the heads of services to take measures based on the results of the acceptance and delivery of the property of the unit.

The act states:

What material resources and how much is missing or redundant in the unit;

What specific weapons, equipment and property require repair;

Provision of the unit with clothing items, including work uniforms;

Availability and condition of accounting documents;

The condition of the sleeping quarters, the service room, washbasins, dryers, bathrooms, pantry and other premises of the unit;

Fulfillment of fire safety requirements in the unit.

The act is signed by the handing over and accepting cases and position and approved by the unit commander.

If there is a shortage of material resources and the need for an administrative investigation, the unit commander submits a report on command with an application of the act and a detailed explanation of the reasons for the shortage.

PUBLISHING HOUSE TSTU

Ministry of Education and Science of the Russian Federation

Tambov State Technical University

P.D. IOLIN, V.A. IVANOV, Yu.V. Yurov, Yu.B. GOROVOY

GUIDE TO THE GRADUATE OF THE FACULTY OF MILITARY EDUCATION (MAILITARY DEPARTMENT)

Teaching aid

Tambov TSTU publishing house

BBK Ts4,6(2)23 R84

Reviewer Head of the Faculty of Military Education, TSTU

Candidate of Political Sciences, Associate Professor, Colonel

L.A. Kharkevich

Iolin P.D., Yurov Yu.V., Ivanov V.A., Gorovoy Yu.B.

P84 Guidance for a graduate of the faculty of military training (military department): Educational method. allowance. Tambov: Tambov Publishing House. state tech. un-ta, 2005. 116 p.

The manual was developed for graduates of the Faculty of Military Education and aims to assist in set time and fully accept the position of platoon commander. It deals with the issues of accepting a position, maintaining a company economy, material liability of military personnel, organizing combat training of personnel, personal preparation for classes, and other important issues.

In addition, the manual contains numerous reference data necessary for the platoon commander in his daily activities.

It is intended for students and graduates of the faculties of military training (military departments) of universities.

BBK Ts4,6(2)23

Iolin P.D., Yurov Yu.V., Ivanov V.A., Gorovoy Yu.B., 2005

Tambov State Technical University (TSTU), 2005

Educational edition

IOLIN Pavel Davidovich, YUROV Yuri Vladimirovich, IVANOV Valery Anatolyevich, GOROVOY Yuri Borisovich

GUIDE TO THE GRADUATE OF THE FACULTY OF MILITARY EDUCATION (MAILITARY DEPARTMENT)

Teaching aid

Editor T.A. Synkova Computer prototyping A.I. Evseycheva

Signed for publication 12/20/2004 Format 60 × 84 / 16. Offset paper. Offset printing.

Times New Roman typeface. Volume: 6.74 conv. oven l., 6.5 ed. l.

Circulation 300 copies. S. 878M

Publishing and Printing Center of the Tambov State technical university

392000, Tambov, st. Sovetskaya, 106, building 14

INTRODUCTION

This training manual sets out the requirements of official documents for accepting the position of a unit commander, accounting for military personnel in a unit, ensuring the safety of small arms and ammunition, planning and accounting technical operation techniques in the unit and company management, as well as the basics of organizing the educational process and methods of preparing for classes.

The main forms of documents and samples (options) for filling them out, separate supply standards, which unit commanders and foremen of batteries most often encounter in their daily activities, are given. The manual is intended for students at universities in the study of the disciplines of the curriculum and contributes to improving the quality of military professional training of graduates.

In preparing this study guide used the laws of the Russian Federation in force at the time of publication, orders of the Minister of Defense, directives of the General Staff, a list of which is given in the bibliography.

PROCEDURE FOR SUBMISSION TO COMMANDERS (CHIEFS) WHEN APPOINTING TO A POSITION AND ARRIVAL TO A NEW SERVICE PLACE.

PROCEDURE FOR ACCEPTING A POSITION

Taking office is a crucial moment in the career of a young officer, and on how competently, in accordance with the requirements guidance documents If this is done, success in solving the tasks facing the young officer will largely be determined.

After graduating from the military department, each graduate expects a lot of new, unusual things: unfamiliar officers, features of the service, new conditions for location and quartering, and sometimes new weapons, etc.

The general procedure, deadlines for accepting and handing over cases, positions are determined by the Charter of the internal service of the Armed Forces of the Russian Federation, the "Regulations on the military economy of the Armed Forces of the Russian Federation."

The term for the transfer of cases and positions is calculated from the moment the newly appointed person arrives at the unit. The transfer of cases and positions should occur without disturbing the normal rhythm of life and study of the unit. The general management of the activities of the unit for the time being remains with the person who takes the position.

The service of a graduate of the military department begins with the presentation to the chiefs. According to Art. 57, 58 of the Charter of the Internal Service of the Armed Forces of the Russian Federation, officers newly appointed to the regiment are introduced to the regiment commander, then to his deputies, and upon receipt of assignment to the battery, to the division commander, battery commander and their deputies. Introducing himself to officials, the graduate reports: "Comrade Colonel, a graduate of the military training department of the Tambov State Technical University, Lieutenant Orlov, I introduce myself on the occasion of my appointment at your disposal for further service."

In addition, the regiment commander or his deputy introduces the newly arrived officers to the officers of the regiment at the next meeting of officers.

It should be remembered that from the moment of presentation, the study of the officer who arrived for the service begins by the senior commander, who begins to form a description of business qualities, the preparation of a graduate, knowledge and ability to fulfill the requirements of general military regulations, etc. Therefore, the applicant should pay attention to his appearance and drill smartness, be ready to answer questions clearly, confidently and frankly. If it is difficult to answer the question, one should admit this, since an attempt to evade

Avoiding a direct answer will mislead the boss, cause doubt, distrust. When answering questions, one must be modest, but not lose self-esteem.

Having introduced himself to the direct and immediate superiors, the officer who arrived at the unit, on the basis of the order for the unit (Article 89 of the UVS), personally proceeds to receive cases and positions within the time limits established by the order for the unit.

It is advisable to accept cases and positions in the following order. From a conversation with direct and direct superiors understand:

− the state of affairs in the unit;

− the state of military discipline;

− results of public and state training,

− staffing and military equipment.

1 First day:

− get acquainted with the location of the subordinate unit;

− accept personnel and study moral and psychological state and the state of military discipline.

2 Second day:

− accept weapons, ammunition, military equipment and vehicles;

− to study the state of combat training of personnel and combat readiness.

3 Third day:

− draw up documents for the admission of cases and positions;

− outline the main directions in their work in the near future.

In the course of accepting and surrendering a position, mutual respect should be established between the applicant and the recipient, excluding nit-picking and distrust. But trust should not go to the detriment of the thoroughness of the reception. Where questions of the unit's combat readiness are being decided, the interests of subordinates are affected, indulgence is harmful, touchiness is inappropriate. For both officials, the interests of the service must come first.

1.1 VERIFICATION AND RECEPTION OF PERSONNEL

Having got acquainted with the former commander of the unit or the person replacing him, the newly arrived young officer introduces himself to the personnel of the unit. Before the formation of the unit, the newly appointed commander briefly talks about himself. The content of the story should be well thought out and prepared, because at the first meeting, the logic, harmony and literacy of the presentation of his autobiography, subordinates get the impression of the arrived officer. After the first acquaintance with the unit, it is recommended, together with the former commander, to draw up a plan for the admission and surrender of positions in the following form.

"APPROVE"

Commander of the 1st Battery

captain _________ E. Petrov

"___" _____________ 2004

PLAN for the reception of cases and the position of commander

Host and position

Lieutenant ____________ I. Ivanov

In addition to the plan, the new commander thinks through the issues that need to be clarified when accepting cases and positions. Such questions may be:

− features of the actions of the personnel of the alarm unit;

− the state of weapons, equipment, weapons, ammunition and property;

− organization of control over the implementation of the daily routine;

− the territory and premises assigned to the unit and the procedure for their cleaning;

− order of use educational and material base and visits to the stadium, club;

− the sequence of carrying outfits and the number of personnel involved;

− requirements of orders and instructions to be fulfilled in the near future. Reception of personnel is carried out in the following sequence:

1) clarification of the personnel of the platoon and its presence, the names of those present and the reasons for the absence

view of individual military personnel;

2) preliminary acquaintance with the personnel of the platoon;

3) direct reception of soldiers and sergeants.

The platoon commander specifies the personnel of the platoon according to the accounting book (form No. 1), which is maintained in the battery. The unit's credentials are checked against the books of account of the combat unit of the regiment and with the order of the commander in charge of personnel.

During the preliminary acquaintance, the state of military discipline, the level of combat and public-state training, and the credentials of military personnel are studied.

The receiving platoon commander evaluates the state of military discipline and disciplinary practice by studying the service cards of soldiers and sergeants. At the same time, he clarifies what the servicemen were encouraged for, for what misconduct they were punished, how the sergeants of the platoon participate in the conduct of disciplinary practice, which servicemen are most prone to violating military discipline.

After that, the receiving platoon commander, using the journals of combat and public-state training, finds out the performance of the platoon military personnel in the subjects of training, while paying special attention to the results of performing exercises in firing from standard weapons, marks for meeting standards in classes and training, and the state of mass sports work.

Then the new platoon commander proceeds to receive personnel, which he conducts in the form of a survey and conversation with each soldier. Interrogation and conversation is conducted with soldiers and sergeants separately.

During the conversation, each soldier reports about himself brief information: position, military rank, surname, name, patronymic, year of birth, marital status, place of residence of the family and close relatives, occupation before military service, and the platoon commander checks these data with the data of the ledger.

Particular attention is paid to the state of health of each serviceman, the availability of military tickets, and the correctness of their execution.

After questioning the personnel, the platoon commander hears the deputy platoon commander, who in his report characterizes each squad leader, his attitude to official duties, personal qualities, and the like. Then the section commanders report on the state of affairs in the sections, on the results of combat and public-state training, the state of military discipline, character traits, health, shortcomings and positive qualities subordinates, the relationship between old-time soldiers and military personnel of the first period of service.

In conclusion, the new platoon commander visits the soldiers and sergeants who are in the hospital, the medical unit and the guardhouse.

For a better acquaintance with subordinates, it is advisable to be present at the evening verification, morning inspection, meals, and all educational and other events.

When talking with personnel, you should not ask general issues throughout the formation, since collective responses violate the discipline of the formation. Questions should be asked to a specific soldier.

It is necessary to study in detail the implementation of the combat training plan. To do this, you should familiarize yourself with the implementation of the combat training program, with what was studied with the soldiers in the previous classes, with the performance of sergeants and soldiers in the subjects of training, the availability of class schedules and the status of combat training records, securing weapons, equipment, weapons, ammunition and platoon property (batteries).

1.2 CHECKING AND ACCEPTANCE OF WEAPONS, AMMUNITION, MILITARY EQUIPMENT AND TRANSPORT

Each university graduate must clearly know the procedure for receiving weapons, ammunition and documentation when taking command of a unit and, before starting to perform their duties, must have accurate and detailed information about the availability and quality of weapons, military equipment, small arms, ammunition and other material resources. In Art. 72 of the Air Force of the Armed Forces of the Russian Federation states: “The commander is the one-man commander, in peacetime and wartime he is responsible: for the combat and mobilization readiness of the military unit (unit) entrusted to him, ... for the condition and safety of weapons, military equipment and other material means.

Therefore, newly appointed commanders must accept the established documentation in accordance with the requirements of the UVS of the Armed Forces of the Russian Federation, orders of the Minister of Defense of the Russian Federation, instructions and guidelines to ensure systematic control over the safety, correct use of weapons and ammunition for training purposes, quality, etc.

The availability, quality condition, completeness and movement of small arms and ammunition in the unit are kept in the following books:

− book of accounting, availability and movement of material resources (form No. 26) as a whole for a part with a reflection of the availability of weapons and ammunition in each unit (stored in the service);

− book of issuance of weapons and ammunition (Appendix No. 12 of the UVS of the Armed Forces of the Russian Federation);

− accounting book of material resources issued for temporary use (form No. 37);

No. 90 dated 06/28/1996);

− the book of inspection (checking) of weapons, military equipment and ammunition (Appendix No. 12 of the UVS of the Armed Forces of the Russian Federation);

− delivery and distribution statements;

− military ID of a soldier;

− inventories of weapons, ammunition and property in cabinets, boxes, pyramids.

In addition, for each type of small arms, a card of the qualitative state of the weapon should be issued, and after bringing the weapon to normal combat, a reporting and verification card should be drawn up with the relevant records of officials.

Personal weapons and means personal protection(PPE) are accepted directly in the unit; other weapons - in the fleet when receiving military equipment.

Before accepting personal weapons, the new platoon leader gets acquainted with the documentation:

1 According to the statements, accounting books (form No. 26, 37), he specifies how many small arms and personal protective equipment are listed for the platoon.

2 According to the book of inspection (checking) of weapons - the timing of the last check of weapons, what shortcomings were identified, and what measures were taken to address them.

After familiarizing the newly arrived officer with the documentation, the surrendering platoon leader builds a platoon, after which the soldiers and sergeants present the weapon and PPE assigned to the new platoon leader for verification. The new platoon leader checks the availability, condition and completeness of weapons and PPE, the correctness of recording the machine gun and gas mask numbers on military ID cards. In the course of checking the machines, their incomplete disassembly is carried out.

When checking the quality of weapons and PPE, special attention should be paid to:

− when checking the machine - for the condition of the barrel (bloating, chipping and peeling of chrome), correspondence of numbers on different parts, condition trigger mechanism and availability of accessories;

− when checking gas masks, make sure that they are in good condition helmet-masks, goggle glasses, fairings, gas mask boxes, the presence of inhalation and exhalation valves, plugs, PZO means;

− when checking skin protection equipment, pay attention to mechanical strength protective fabric, the condition of the straps, films, bartacks and pegs.

Defective weapons and protective equipment must be handed over to the repair shop of the unit. Weapons and PPE of military personnel who are absent on the day of admission are accepted from the old

platoon leader directly in the weapons storage room. It also checks the order of storage of weapons in the pyramids, the correctness of filling in the inventories, the presence of tags, etc.

Identified shortcomings, if they are not eliminated on the spot, are recorded in the report or act of delivery and acceptance of the platoon.

1.3 RECEPTION AND TRANSFER OF EQUIPMENT

The basis for the acceptance and transfer of equipment, weapons and property is an order regarding the appointment to a position. The order indicates the period during which equipment, weapons and property must be accepted.

Only serviceable, workable weapons should be accepted.

Serviceable condition is the state of the sample, in which it meets all the requirements of regulatory and technical and design documentation.

The working state is the state of the sample, in which the value of all parameters characterizing the ability to perform the specified functions meets the requirements of normative technical and design documentation.

Faulty and inoperable weapons are accepted by decision of the senior commander (in writing - on the act of acceptance and transfer).

The sequence of reception may be as follows.

1 Checking the availability of individual documentation for each type of weapon.

2 Checking the quality of maintaining operational documentation.

3 Reconciliation of hull numbers, units, instruments, armament, equipment, means of communication with entries in forms and passports.

4 Checking the technical condition and maintenance of equipment and weapons.

5 Checking the completeness and condition of spare parts and equipment, equipment, according to the list of equipment.

6 Registration of the act of acceptance.

a) Quantitative reception.

Acceptance and transfer begins with checking the availability and correctness of maintaining operational documentation (forms, passports, etc.).

The basis for the high-quality acceptance of documentation is the statement of operational documents (FEA) of a sample of equipment. The form must reflect the full technical condition from the moment of manufacture to the day of acceptance and transfer, and also indicate the category of the weapon model.

When accepting documentation from each passport, the following is issued:

− make of the machine (car), chassis number, engine number, year of manufacture;

− surname, class qualification of the driver assigned to the car;

− the mileage traveled by the car since the start of operation;

− information about the batteries installed on the machine;

− information about the tires installed on the car (number, size, date of installation);

− driver's and entrenching tool placed on the car.

When checking the completeness of special equipment and chassis, the following work must be performed:

− check with the passport data the engine numbers (on the block and cylinder head), chassis, tires, batteries, as well as the brand and year of manufacture of the battery;

− check the presence and serviceability of the driver's and trenching tools according to the completeness list;

− check the sealing of the speedometer;

− check the presence and condition of fire extinguishers, splash guards, door handles, windshield wipers, mirrors, sun visors, heater, hood, awning and light signaling;

− check the completeness of special equipment;

− check the numbers of devices and units with passport data;

− check the sealing of devices and units;

− check the branding of devices and assemblies produced when checking their condition by inspection bodies;

− check the presence of fuel and special fluids in the tank and vehicle systems.

Reception special machine carried out in the presence of the driver assigned to it. At the command of the surrendering position, the driver lays out the entire tool and opens the engine hood.

The new platoon commander begins to receive the second vehicle only after the first one is fully accepted, shortcomings are noted, the tools are packed and the vehicle is sealed.

After acceptance into the section of the form "Information on the movement and fastening of a sample of weapons during operation", changes are made on the fastening on the basis of a special order in part, which is issued by the weapons service. Later in deadlines it is necessary to accurately and timely draw up a section of the form on securing a sample of weapons by personnel.

The nomenclature and the number of components are indicated in the list of equipment (VK), which is available among the sample documents. For small products, the VC is located directly in the armament sample form. This list contains the assembly numbers of the components that are required for each part. Reception of elements is carried out in strict accordance with these assembly numbers. When receiving parts, it is necessary to pay attention not only to their quantity, but also to the technical condition (no rust, cracks, kinks, etc.).

Any shortage must be noted on the receipt. All parts after their acceptance must be re-preserved and stacked in their regular places.

In the course of subsequent service, the platoon commander is obliged, in accordance with the requirements of the Charter of the Internal Service (Article 147), to personally inspect and check the availability of weapons and military equipment at least once every two weeks.

All military personnel for damage caused as a result of their negligent performance of their official duties, provided for by military regulations, orders and other acts, are liable.

Therefore, the platoon commander is obliged to document the assignment of equipment and property to the platoon personnel. If this requirement is not met, the commander is responsible for damage and loss.

In case of a shortage, the receiver must obtain permission from a higher authority (weapons service) to replenish or include the missing parts (assemblies) in the incomplete list (with subsequent replenishment). In this case, the responsibility for understaffing is removed from the person who accepted the position.

The completeness of a weapon sample is one of the assessments of its technical condition, since incompleteness can lead to a failure in the performance of a combat mission, because if the equipment fails, there will be nothing to replace the failed part.

b) Quality reception.

The assessment of the qualitative state of military equipment includes a set of works on verification specifications components and assemblies, both when the engine is idle and when the engine is running.

High-quality reception is carried out with the involvement of specialists from the unit and consists in checking the technical condition of absolutely all elements of the weapon sample. Before a quality reception, it is necessary to remember the amount of work performed by the product in accordance with technical description and operating instructions, write down the standards and parameters related to work (pressure, speed, voltage, current strength).

Quality reception begins with checking:

− condition of nodes, mechanisms and equipment;

− the presence of stamps and seals, indicating the verification of measuring instruments and pressure vessels;

− the level and density of the electrolyte, the degree of charge of the batteries;

− the state of fire extinguishing equipment with which the sample of weapons is equipped;

− availability, level and quality of oil in hydraulic systems, crankcases, gearboxes, etc.;

− availability and quality of compressed air.

Elements with expired survey periods are not recommended to be accepted. Violation of these conditions must be reflected in the act. Everything measuring instruments have personal numbers that are recorded in the form.

Even if you are a workaholic and a fan of successful building career ladder You also need periodic rest. But it is worth bearing in mind that along with the choice of a resort, the selection of a swimsuit and dreams of evening walks along the coast, it is necessary to correctly transfer the affairs to colleagues who will do the work for you during your absence. As a rule, the need for acceptance and transfer of cases and documents between employees arises quite often, because everyone has a rest, however, the mention of such a procedure in the internal documents of organizations is rare. This issue is not reflected in the normative legal acts regulating labor Relations. But many organizations independently establish rules for accepting the transfer of cases in local regulations. Compliance with the order of acceptance and transfer of cases adopted in the company is mandatory for all employees.

Transferring cases is an important step before a vacation

Of course, when preparing for a vacation, most of us least of all want to think about work and prepare documents, but we must understand that the correct transfer of cases is not a whim of management, but a necessary measure aimed at organizing the smooth operation of the enterprise. For example, if you are a secretary, your duties may include: receiving, forwarding processing of incoming correspondence coming through various communication channels, checking paper documents for correct delivery, integrity of attachments, receiving outgoing documents from employees of the organization, checking their correctness, the availability and completeness of applications, registration in the electronic journal of the established form, the formation of files in accordance with the approved nomenclature, ensuring their safety and much more. Obviously, such work must be done in a timely manner. If there is more than one in the company, then everything is easily solved: another secretary performing the same duties will temporarily work with a double load. If there is only one secretary, then without a competent transfer of cases, an employee who is not fully familiar with the duties of a secretary may not be able to cope with the work. As a result, the work of not only one section, but the entire company as a whole, may stall.

After graduating from college, I immediately found a job in small company, which was engaged in the supply of printing products. The team was small, but friendly, I was gladly accepted into their family. At first, it was not easy to delve into the responsibilities, because there was no work experience at all, but after about a month or two, I already felt confident and coped with my duties perfectly, which the managers repeatedly told me about. I was paid good bonuses, in a word, the place of work for a novice university graduate was not bad. And you could gain experience and learn how to build relationships with colleagues. Before I went on vacation, I didn’t think much about who would perform my duties and how I would delegate work. We did not have a second secretary, but the authorities decided that our account manager would temporarily work for me. Briefly, I told her about my duties (she already knew them, as I thought), and with a clear conscience I went to Greece. Needless to say, there I practically did not take the phone away from my ear, they called me from work almost around the clock. Olga, who stayed to work for me, did not know how and what to do, she made mistakes everywhere. After such a vacation, relations with colleagues deteriorated, although I don’t think it was my fault. No one told me how to transfer cases, and no one taught me how to do it. Evgeniya, secretary

Cases and documents are transferred so that the work process is not interrupted, so that labor obligations the absent employee were performed, as well as to assess the workload of the employee taking the case. The initiator of the transfer of cases and documents is usually either the employee who receives them, or the head of the structural unit within which these cases and documents are transferred. General rule is: the more competent you are, the more likely it is that disturbing calls from colleagues will not spoil your well-deserved vacation. Therefore, in the last weeks before the holidays, it is necessary not only to plan your vacation and look at hotels and beaches on the Internet, but also to prepare things for transfer. You must determine the time for preparing for a vacation yourself, based on the role that you perform in the company: the more serious the position, the more thorough the approach should be. Optimal time preparation - from two weeks to a month. Make a plan in advance, where you add a list of unfinished tasks with a definition of their importance. Those that require your urgent intervention are best addressed before you go on vacation. As for the rest, it is better to give instructions to colleagues who will replace you: where to call or write to them in the event that a call from an important client suddenly rings out. It is best to find a substitute for a while who will check your work mail, and give him access to a key database of contacts and documents on the computer, if the rules internal security companies allow it. If some personal developments or super-ideas are stored in the work computer, they must be transferred to the personal computer.

Two or three days before the start of the vacation, it is necessary to sort out all the accumulated documents, answer all letters and carefully clean up the “tails”. Papers that are not needed in the near future should be kept away so that they are not lost. Before leaving, leave to your superiors and colleagues the coordinates by which you can be contacted in case of emergency or unresolvable troubles. It may also be worth installing an answering machine on your work mailbox and phone that will notify those who write and call when you return. This is a very successful and polite move towards partners and customers.

I work in a car dealership There's a common misconception in society that women don't know much about cars, but I've been proving this wrong for eight years now. In our company, I am one of the most successful salespeople, which affects my income and bonuses. I know for sure that my male colleagues envy me. And recently they had a chance to gloat - I made almost the only serious "jamb" for all the time of my work in this car dealership. Before the vacation, I made a deal - the client purchased an expensive car. He was going to pick it up in a week. But I’m in a whirlwind of preparing for a vacation and a trip to the sea, where we were going to go for the first time with a small child (who was there knows how difficult it is to organize), I forgot to tell my colleague Required documents for this client. As a result, the client took his car only after my return, having previously complained about me to the management. I was deprived of a commission, it was a shame, of course. But nothing, in the future I will not allow such blunders. Anna, sales manager

Oksana Degtyar

Lawyer, specialist in personnel and service management, personnel records management

The transfer of cases before vacation is carried out either by the head of the structural unit within which these cases and documents are transferred, or by an appointed employee. Cases are transferred under the inventory. Regulatory legal acts the issue of acceptance and transfer of cases and documents is not regulated, but there is Guidelines on office work, which can be used to include such provisions in internal local regulations.

extraction

(approved by order of the Federal Archive of December 23, 2009 No. 76)

III. STRUCTURE AND CONTENT OF BUSINESS INSTRUCTIONS

3.1. General provisions

[…] The Record Keeping Instructions provide that:

[…] when going on vacation, going on a business trip, for the duration of illness or in case of dismissal and reassignment, employees are obliged to transfer all the documents they have to the employee responsible for the office work of the structural unit, or to another employee as directed by the head of the unit, upon dismissal of the employee or transfer by service, the transfer of documents and cases is carried out according to the act.

However, despite the absence of rules for the acceptance and transfer of cases in the legislative norms, the organization can independently establish them in local regulations, taking into account the specifics of the activity, the number of employees, their duties, responsibilities, as well as other factors affecting the need for the acceptance and transfer of cases and documents in order to avoid their loss and loss. In this case, compliance with the procedure for receiving and transferring cases will be mandatory for all employees familiarized with this local regulatory act in the prescribed manner under a personal signature.

Provisions on the acceptance and transfer of cases and documents can be included in the instructions for office work:

• staff regulations;
• internal labor regulations;
• provision for specific structural unit and etc.

If the organization does not have at least some mention of the need to accept and transfer cases in local regulations, then in specific cases this can be provided for in the order (for example, on vacation).

• Stage 1: verification of cases and documents.
  Important: Accepted cases and documents in their form and content must comply with the norms of the current legislation, including in the field of office work and document flow.
• Stage 2: preparation of cases and documents for transfer.
• Stage 3: registration of acceptance and transfer of cases and documents.

If not an ordinary employee leaves, but an employee with a wide range of duties and powers, then it is rational to appoint a responsible employee, and the transfer of cases must be carried out simultaneously with bringing up to date, transferring the current state of affairs, phone numbers of counterparties, etc.

The main thing to focus on is to prepare to go on vacation gradually, transferring cases and reducing emergency activity to the maximum by the time of departure. After sitting on the last night before the flight to the resort for an important report, you run the risk of not being distracted from routine duties, and the whole vacation is mentally with colleagues instead of relaxing. Remember: your successful vacation is in your hands.

When using materials from the site, the author's indication and an active link to the site are required!

You will need

• - material values;
• - documents of the new and former directors;
• - pen;
• - company seal.

Instruction

dismiss the present directors and the constituent assembly has the right to accept another in his position. The board of founders of the company makes a decision and draws up a protocol, which is signed by the chairman of the founders and certifies with the seal of the organization. The content of the protocol reads about the dismissal of the current directors and hiring a new natural person who will be the head of the firm.

Terminated with the former director labor contract, and with the new - is. It prescribes the rights and obligations of the parties, the right to sign has the head appointed to the position on both sides, that is, as an employer and an accepted employee.

After the dismissal directors, accepting a new position and introducing into them work books of the relevant records, managers draw up an act of acceptance and transfer of material assets and documents of the organization in any form.

The basis for drawing up the act is: the decision of the board of founders to dismiss the former directors and the minutes of the constituent assembly on the appointment of a new directors. It contains the numbers and dates of the minutes, last names, first names, patronymics of the new and former directors.

In the content of the act, a table is drawn up, which indicates the list of documents transferred for safekeeping to the newly accepted head of the enterprise. These material values ​​include the constituent documents of the company, seal, etc. In this document, it is necessary to indicate the presence or absence of accepted cases, the number of sheets, originals, copies, record the results of the inventory on them, and identify errors, if any.

The acceptance certificate is signed by the new and the old directors indicating their surnames and initials, certify with the seal of the organization. It is assigned a number and date of compilation.

The head of the company is responsible and in his department is all the documentation of the company. In case of dismissal of the sole executive body of the organization for own will or his removal from the post of director by the founders of the enterprise, it is necessary to carry out the acceptance and transfer of cases to another individual.

You will need

• - documents of appointed and dismissed directors;
• - enterprise documents;
• - seal of the organization;
• - forms of relevant documents;
• - Labor Code RF.

Instruction

If general manager enterprise decided to quit of his own free will, he needs to write a letter addressed to the founders (the only participant) of the company. It should be sent to the legal address of the company one month before the expected date of dismissal. Within the specified period, participants must submit given fact on the agenda of the constituent assembly. The board of founders must record its decision to remove the old director from office and appoint another natural person in the form of a protocol signed by the chairman and secretary of the constituent assembly.

When the founders decide to terminate the employment contract with the director ahead of schedule, they need to draw up a protocol on removing him from his post and notify him about this a month before the expected date. They also need to assign another individual sole executive body.

After passing the procedure for removing the old director from office and appointing another manager in his place, it is necessary to carry out the acceptance and transfer of cases. This fact should be recorded in the form of an act. It should indicate the personal data of both directors (new and old). In the act of acceptance and transfer of cases, a list of constituent documents, accounting and tax documentation is prescribed, the fact of transfer of the company's seal is recorded. It must be accompanied by a register of all documents, a register of comments on financial statements, a register of missing documents (in the event of an audit at the enterprise). It is necessary to certify this act with the signatures of the directors removed from office and appointed to it, with the seal of the company.

The director has the authority to act on behalf of the enterprise without a power of attorney. After drawing up the act, both directors must fill out an application in the form p14001. The person removed from office indicates the necessary data on sheet 3 of the form and puts a tick in the paragraph of removal of powers, the appointed head - in the column for assigning such.

Sources:

• We fire the director
• how to transfer a company

When changing the specialist on which lies material liability, it is desirable to carry out the transfer of cases. This is formalized by the relevant act, as well as by the inventory carried out in the company. Further, the procedure for receiving and transmitting documentation for the chief accountant, whose position is the main one for the company, is considered.

You will need

• - the form of the act of acceptance and transfer of cases;
• - notification form;
• - the form of the act of inventory;
• - acts of mutual settlements with contractors;
• - Order on the appointment of the chief accountant;
• - company documents.

Instruction

The chief accountant is responsible for accounting, tax, statistical reporting. When changing an official, be sure to draw up an act of acceptance and transfer of cases. Although the legislation does not provide for such an order, it is not the responsibility of the company, it is advisable to draw up this document so that in the future the newly hired specialist does not have problems with the tax authorities, funds of the Russian Federation and counterparties.