| Аннотация | The article investigates possible ways to increase labor productivity at large industrial enterprises with the help of organizational factors. Factors that reduce productivity include inefficient use of working time, excess of engineering and management staff, inefficient design and technological solutions, procedural violations, accidents and related manufacturing defects. These phenomena are due to uncoordinated work of factory management services, distorting internal factory reporting and losing the ability to adequately analyze the technological and economic situation at the place of production. This problem arose in Soviet times when factory services became functionally subordinate to various government departments that did not ensure consistency of the policy documents they issued. Today, this problem has disappeared, but the working methods of factory services have not changed. The country has no management schools capable of organizing the work of factory services properly. Foreign experience of effective management is inadequate to the situation prevailing in Russian industrial production. Uncoordinated work of factory services forces the leadership of enterprises to manage production in a manual mode. Thus, production is going on, but it becomes fraught with chronic disorganization, which reduces efficiency and productivity. These phenomena, despite their widespread occurrence, are given very little attention in the Russian scientific literature, since there are not enough primary descriptions of situations that arise directly in the workshops. Due to the ineffectiveness of other research methods, this work uses participant observation technique, when the observer is a direct participant in the production process in question. An auxiliary shop is a short-range observation area, and the main metalworking shops represent a remote observation area. In the auxiliary shop, labor standards significantly exceed the actual labor intensity. This creates a specific moral atmosphere. The number of standard hours for a specific order is determined by administrative bargaining between management levels. In the main shops, standards are technologically determined, so workers do not have reserves for labor intensification. The increase in standards leads to an extension of the working week by almost half against the one provided for by the Labor Code, which in the future may create social tension. The article describes an attempt to create an independent trade union. The administration was able to block this attempt, but the possibility of forming a trade union remains. In conclusion we point out that the enterprise, which is the object of observation, has significant reserves for increasing labor productivity, but at the same time there is social tension that can lead to acute social conflicts. Improving the quality of management, including load balancing, can make significant contribution to resolving these issues |
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| Ключевые слова | labor productivity, management quality, working week, labor shortage, labor standards, labor intensity, administrative bargaining, trade union
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