Typical sample

I APPROVED

___________________________________ (initials, surname)
(name of organization, pre- ________________________
acceptance, etc., its organizational (director or other official)
legal form) official person, authorized
what must be asserted
nal instructions)
" " ____________ 20__

Job description
head of a veterinary clinic (hospital)
______________________________________________
(name of organization, enterprise, etc.)

" " ______________ 20__ N_________

This job description was developed and approved by
based on an employment contract with __________________________________________
(name of the position of the person for whom
______________________________________________________________ and in accordance with
this job description has been compiled)
provisions of the Labor Code of the Russian Federation and other regulatory
acts regulating labor relations in the Russian Federation.

1. General Provisions
1.1. The head of a veterinary clinic belongs to the category
managers.
1.2. Appointed to the position of head of a veterinary clinic
a person with higher professional (veterinary) education and experience
work in the profile for at least 5 years.
1.3. Appointment to the position of head of a veterinary clinic and
exemption from it is carried out in accordance with the established procedure.
1.4. The head of a veterinary clinic must know:
- The Constitution of the Russian Federation;
- laws of the Russian Federation, regulations of regional
and local authorities on the implementation of veterinary
activities;
- organization of planning, economic and financial activities
clinics;
- list of veterinary drugs and animal care products,
registered with the Department of Veterinary Medicine and Procedures
standardization and certification of veterinary drugs and approved
use on the territory of the Russian Federation;
- basics of economics, labor organization and management;
- legislation on labor and labor protection of the Russian Federation;
- rules and regulations of labor protection, safety precautions,
industrial sanitation and fire protection;

1.5. Head of the veterinary clinic in his activities
is guided by:
- Charter of the institution;
- this job description;
- _________________________________________________________________.
1.6. The head of the veterinary clinic reports directly to
________________________________________________________________________.
1.7. During the absence of the head of the veterinary clinic (illness,
vacation, business trip, etc.) his duties are performed by a deputy (if
in the absence of one - a person appointed in accordance with the established procedure), who
acquires the appropriate rights and is responsible for proper
fulfillment of the duties assigned to him.
1.8. ______________________________________________________________.

2. Job responsibilities
Head of the veterinary clinic:
2.1. Ensures compliance with mandatory profile and
specialization of the activities of the veterinary clinic requirements established
in state standards, sanitary, veterinary, fire safety
rules and other regulatory documents.
2.2. Prepares and obtains licenses, relevant permits and other
documents (certificates of conformity, hygienic conclusions) and
represents them, or part of the information contained in these documents
for information to consumers.
2.3. Brings to the attention of consumers:
- information about the veterinary services provided, their list and
forms of provision;
- price lists for veterinary services approved by the authority
executive power of the subject of the Russian Federation, indicating the number and
approval dates;
- license;
- samples of drugs, medicines, etc.;
- veterinary products used in the provision of
paid veterinary services;
- regulatory documents on veterinary care issues
animals.
2.4. Organizes the work of the clinic staff to provide the following
veterinary services:
- outpatient treatment of animals;
- veterinary care for animals at the owners’ home;
- consultations on treatment, maintenance and feeding of animals,
birds, fish and other representatives of the animal world;
- inpatient treatment of sick animals;
- carrying out x-ray diagnostics and x-ray therapy;
- _________________________________________________________________.
2.5. Monitors rational use
material, financial and labor resources.
2.6. Analyzes the quality of customer service, develops and
takes measures to improve it.
2.7. Provides organization of inventory accounting and
submits reports on the volume of services provided to the relevant
organizations.
2.8. Carries out the selection and placement of personnel, control over their
rational use.
2.9. Manages the staff of the veterinary clinic.
2.10. _____________________________________________________________.

3. Rights
The head of a veterinary clinic has the right to:
3.1. Act on behalf of the veterinary clinic and represent it in
relationships with other organizations and government bodies.
3.2. Sign and endorse documents within your
competencies.
3.3. Request necessary information from the clinic staff and
documentation.
3.4. Provide veterinary clinic staff with mandatory
execution of instructions.
3.5. Take part in meetings, conferences, sections,
at which issues related to his professional
competencies.
3.6. ______________________________________________________________.

4. Responsibility
The head of the veterinary clinic is responsible for:
4.1. For improper performance or failure to fulfill their duties
duties provided for in this job description - in
within the current labor legislation of the Russian Federation.
4.2. For offenses committed in the course of exercising their
activities - within the current administrative, criminal and
civil legislation of the Russian Federation.
4.3. For causing material damage - within the limits of the current
labor and civil legislation of the Russian Federation.
4.4. ______________________________________________________________.

The job description was developed in accordance with ________________
(Name,
_____________________________.
document number and date)

Head of structural unit (initials, surname)
_________________________
(signature)

" " _____________ 20__

AGREED:

Head of the legal department

(initials, surname)
_____________________________
(signature)

" " ________________ 20__

I have read the instructions: (initials, surname)
_________________________
(signature)

No person can be perfect, but a team can! Only when the team is created and working smoothly should it be focused on promoting products and services. Without a collective approach to solving problems, the result will be much lower.
Each person is strong in some ways, but also weak in some ways, and a team is an association of motivated people, each of whom plays his or her own role, and all of whom together have the necessary knowledge and skills. And the leader’s task is to ensure that the skills of individual team members are put to the best use, to mitigate individual shortcomings and to provide the team with the necessary resources so that it can perform its functions with maximum efficiency.

Supervisor

Every good team deserves the best manager and clinic owner who is seen as a leader by everyone, both inside and outside the veterinary clinic. This must be an extraordinary person who possesses all the qualities listed below and knows how, where and to what extent to apply them. These qualities can be either innate and then developed as a result of a person’s work on himself, or acquired. In some situations and on individual projects, it is also possible to entrust leadership to other team members who have the necessary qualities and skills.

An effective leader must have the following qualities:
foresight,
rigidity,
sense of justice,
adaptability,
honesty,
cordiality,
enthusiasm.

All leaders, even those we don't admire as individuals, have a clear vision of where they want to go in their business, and when and how they want to get there. An effective leader strives to ensure that his team shares his vision. He demonstrates toughness when faced with obstacles that await him along the way, and, under certain circumstances, with individual members of the team. But at the same time, he must have a sense of justice and be guided by it in the actions that he commits in relation to other people, be objective and impartial with them, and not try to retain problematic members of the team who, for example, cannot withstand the load placed on them and adversely influence on the rest.

Rigidity should not be confused with stubbornness, and if, for example, in the course of moving towards an intended goal it becomes obvious that the direction needs to be changed, the leader must demonstrate a readiness for this by demonstrating his adaptability.

It is likely that people will want to follow a leader, but they will want to do so even more if they know where they are being led and why.

If the path is long enough, it is advisable that milestones be placed along its entire length to indicate the points reached, this will reassure travelers that they have not lost their way. You can even solemnly celebrate the achievement of the next point, because this is nothing more than a successful way to stimulate the team to achieve further results.

Generally, people follow their leader for two main reasons. Firstly, out of fear, and secondly, because they want it. The leader's task will become much easier if the team follows him, being enthusiastic, and not under duress. So, a good team is a team that functions effectively, and in the absence of the leader, no less effectively than if he personally supervised everyone “with carrots and sticks in hand.” What makes the team voluntarily follow the leader - in addition to those qualities that have already been mentioned? When contacting people, a leader must be honest and cordial. His warmth should be evident in his approachability, and his honesty should reassure team members that whatever they share with their boss will remain between them.

Truly great leaders show great enthusiasm when it comes to what they have achieved or what they are doing. This enthusiasm is contagious to others and inspires the leader himself to lead his business. When it comes to leading a team, an effective leader must know the strengths of each team member and be able to use them for the common benefit.

And the ability of a leader to delegate his powers is the key to effective leadership of any team.

The simplest rules for delegation of functions are:
Explain to the employee exactly what he should do and for what purpose.
Ensure that the task has SMARTER qualities (see explanation below).
Provide the contractor with the necessary resources and information.
Regularly discuss the progress of problem solving at meetings and provide feedback.
Carry out an open door policy in terms of providing assistance to the performer, but do not turn an open door into an opening without a door.
Don't forget to praise the employee for a job well done.

SMARTER principle

It is important, where possible, to set tasks for the team, guided by the SMARTER principle. SMARTER (translated from English as “intelligent”, “reasonable”, “viable”) is both an independent word and an abbreviation of the first letters of the most important characteristics of any work task:
Specific (precise, specific)
Measurable (measurable, evaluable)
Agreed (consensual, carried out with everyone's approval)
Realistic (realistic, feasible)
Timed (planned in time)
Extending (consistent, having a long-term perspective)
Rewarding (bearing fruit)

Rice. 1. By setting goals according to the SMARTER principle, we encourage employees to work harder and better

Thus, setting tasks for the team according to the SMARTER principles, we refuse formulations of the following type: “implement a warehouse control system for consumables.” We prefer other formulations: “to develop, agree on and successfully implement a warehouse control system that allows achieving savings of 10% in 9 months.” Or instead of “it is necessary to increase the number of patients admitted by appointment,” we formulate the goal as follows: “to identify the reasons that the number of patients admitted by appointment in our clinic is too low, determine and take measures to ensure that the number of patients admitted by appointment pre-registration, in 3 months reached 50% of the total number of patients at the clinic.”

Tasks must be specific in content and time: we must know what we want to achieve and in what time frame. They must also be realistic and agreed upon by team members. You can raise the bar even higher to ensure a certain continuity of objectives, as well as to benefit from their achievement.

But be careful not to set the bar too high: failure deprives people of the incentive to move forward! If you're going to be SMARTER, it might be best to first define a goal that's easy to achieve but will motivate the team to do more and better in the future.

Motivation and evaluation of results

We all need feedback for our actions. We need to know if we are doing a good job. If shortcomings are identified, they must be addressed in a constructive manner, and a solution to the problem will be found. Many managers spend a lot of time looking for shortcomings in the work of their subordinates instead of teaching people how to prevent them!

Motivation is a process, not a single event. You cannot motivate team members by holding a single meeting with them.

Everything you do in your practice has a motivational effect on your team members, and this effect can be either positive or negative.

So what can you do to ensure that the motivational effect of your practice is positive rather than negative? Right now, you can begin to implement a system of objective, honest and critical assessment of the interactions between management and team members and turn it into the main tool for correcting the shortcomings in your work.

The second thing you can do is to create and continually update a profile of each of your team members to identify clues in their personality that you can then use to match that person with the appropriate motivational impulses related to their current needs. This is all part of performance appraisal processes.

People usually have mixed feelings when their work is assessed. Some say that they have tried such methods, and they “don’t work” and only cause rejection by the rest of the team members. What if we called it “organizational meetings dedicated to the professional development of team members and, as a result, business improvement”? If you don't develop your team to the extent they need it, there will be others who will do it for you!

Standard Operating Procedures (SOP)

Even if you give your team members the opportunity to determine for themselves how to act in a given situation, there are procedures, both clinical and otherwise, that should always be followed by everyone in the same way. This can be easily understood using the example of cardiac or respiratory arrest during surgery. We assume that everyone knows the standard operating procedures that apply in a situation like this.

Similarly, in non-clinical situations, appropriate “SOPs” may apply, for example:
Working with clients who are unable to pay their bills.
Distribution of medicines.
Recycling.

SOPs should provide a clear picture of what steps should be taken in a given case, and the best drafter of each individual SOP is the team member who is closest to solving the relevant problem. The draft SOP prepared by him should be presented to the rest of the team members. After the necessary modification, the SOP is approved and takes its place in the Practical Guide next to other SOPs.

SOPs should be reviewed regularly to ensure they are adjusted or removed.

Practical meetings

Regular, fairly frequent meetings are important if the team strives to work harmoniously, and if the practice expands as the size of the team increases, then it becomes especially important. What makes these meetings successful?

The ability of the chairperson to keep the discussion on track with the intended topic and at the same time involve all those present in the discussion.
Preliminary familiarization of meeting participants with the agenda.
Focusing participants' attention on what decisions have been made on each agenda item and what is most important.
Placing emphasis on who should do what and by when to implement the decisions made.

The frequency of meetings is determined by the size of the practice, which in turn depends on the number of staff and the number of locations.

If there is only one point (for example, the practice is represented by one veterinary office), and the team consists of only one doctor, then to manage such a business and ensure optimal internal interaction, it is enough to hold meetings as necessary. If the practice is more extensive and is carried out on the basis of several points, it is necessary to determine the frequency of meetings, as well as the composition of the employees taking part in them. Some meetings should include physician assistants, receptionists, and/or other members of the clinic team. Heads of departments should participate in meetings of management personnel, who will ensure that the information received at the meeting is brought to the attention of other employees in their department.

In addition to meetings for purely management purposes, it is advisable to hold meetings in a non-work environment that involve the entire team and make it truly cohesive.

Internal Marketing

It is vital that internal marketing precedes the promotion of your services and products. Those who intend to offer services and products to their customers must understand not only their capabilities and functional benefits, but also the benefits they bring.

As veterinarians and scientists, we are primarily interested in capabilities and functional benefits. For example, for a veterinarian, osteotomy with changing the angle of the upper articular surface of the tibia (TPLO method) is interesting primarily from the point of view of surgical technique and difficulties, but for the client it is more important that it can shorten the postoperative recovery period for his dog, reduce the manifestations of arthritis, increase the mobility of the knee joint and return the animal to normal motor and working activity, in other words, the usefulness of the operation is more important. If all team members are familiar with not only the features and functional benefits, but also the benefits of all the products and services you ask them to promote, they will do it more successfully and receive more understanding from customers.

If it is necessary to organize training related specifically to finished products, and not to the services provided by the clinic, it is best to entrust it to a representative of the company that manufactures these products. However, the clinic must take control of the content and methodology of such training.

Scheme for submitting proposals by team members

Generating winning ideas is not the privilege of a leader. From time to time, ideas may arise from various members of the team, and any of them should have a chance to prove that their idea is constructive. For example, who can come up with an idea to improve the operation of a pet hotel if not the employee who works there from morning to evening, day after day? Encouraging team members to put forward such ideas helps improve business, improve working conditions, and this is a benefit for each individual employee, for the team as a whole, and for the business.

When introducing a scheme, it should be explained to all team members what purpose its implementation serves and what effect is expected from it. The scheme involves the formation of a mechanism for receiving proposals in writing, with a detailed description of what is what, how it works and for whom its result is intended. In addition, it is necessary to explain the benefits of implementing the scheme: it can be both financial and pursue the goal of improving the quality of services provided, improving working conditions, and also combine all three of these effects.

Management's response to proposals received must follow within a certain, predetermined time, for example, within three weeks after their receipt. This may include approval of the idea, an invitation to provide additional information, scheduling a meeting to discuss and implement it, or rejection of the idea. Whatever the case, the administration should behave absolutely openly with team members and make any decision only if there are appropriate grounds.

The strength of a team is determined by the strength of its weakest link. You must understand that this matters to your patients, to your owners, to your employees, and ultimately to yourself. This should convince you of the need to invest in your team, and make it one of your main investments.

We bring to your attention a typical example of a job description for a production control veterinarian, sample 2019. A person who has a higher professional (veterinary) education and work experience as a category I production control veterinarian for at least 3 years can be appointed to this position. Don’t forget, each instruction from a production control veterinarian is issued in person against a signature.

The following provides typical information about the knowledge that a production control veterinarian should have. About duties, rights and responsibilities.

This material is part of the huge library of our website, which is updated daily.

1. General Provisions

1. The production control veterinarian belongs to the category of specialists.

2. A person who has a higher professional (veterinary) education and work experience as a Category I production control veterinarian for at least 3 years is accepted for the position of production control veterinarian.

3. The production control veterinarian is hired and dismissed by the director of the organization.

4. The production control veterinarian must know:

— laws and other regulatory legal acts on veterinary activities;

— regulations on licensing veterinary activities and the procedure for accepting goods for storage;

— technology for receiving and releasing meat;

— methods of sampling and analysis of stored goods;

— the procedure for disinfection, disinfestation, deratization;

— the procedure for conducting veterinary and sanitary examinations;

— laboratory research methods;

— profile, specialization, features of refrigerator refrigeration chambers;

— achievements of science and best practices in the field of veterinary medicine and veterinary examination;

— the procedure for preparing veterinary documents and veterinary reporting;

— established regime of secrecy and storage of state secrets;

— environmental protection rules;

— basics of labor legislation;

— internal labor regulations;

— rules and regulations of labor protection, safety precautions, industrial sanitation and fire protection.

5. In his activities, the production control veterinarian is guided by:

- legislation of the Russian Federation,

- Charter of the organization,

- orders and instructions of employees to whom he is subordinate in accordance with these instructions,

- this job description,

— Internal labor regulations of the organization.

6. The production control veterinarian reports directly to _______.

7. During the absence of the production control veterinarian (business trip, vacation, illness, etc.), his duties are performed by a person appointed by the director of the organization in the prescribed manner, who acquires the corresponding rights, duties and is responsible for the performance of the duties assigned to him.

2. Job responsibilities of the production control veterinarian

Veterinarian for production control:

1. Provides control over compliance with veterinary and sanitary standards during acceptance, storage and release of products; the condition of production and storage facilities for storing products and raw materials of animal origin; for the sanitary condition of premises, equipment and tools; organization of storage, correct storage of meat.

2. Conducts a veterinary and sanitary examination of meat when storing it, as well as sorting it into categories.

3. Participates in the work of expert commissions to determine the quality of the product.

4. Draws up veterinary acts and other documents on the quality of products and raw materials of animal origin.

5. Develops veterinary and preventive measures aimed at maintaining the quality of stored goods.

6. Controls the development of meat placement schemes.

7. Monitors the timing of meat refreshment.

8. Monitors the hygrothermal regime in the refrigerator chambers, veterinary control over the loading and unloading of products and raw materials of animal origin.

9. Determines the need for reagents, veterinary and laboratory equipment, instruments, and disinfectants.

10. Develops plans for laboratory diagnostic studies.

11. Organizes disinfection, disinfestation and deratization in premises for storing products and raw materials of animal origin.

12. Maintains contact with suppliers and manufacturing plants.

13. Organizes recording of veterinary work and presentation of established statistical reporting.

14. Complies with the internal labor regulations and other local regulations of the organization.

15. Complies with internal rules and regulations of labor protection, safety, industrial sanitation and fire protection.

16. Ensures cleanliness and order in his workplace.

17. Carry out, within the framework of the employment contract, the orders of the employees to whom he is subordinate in accordance with these instructions.

3. Rights of a production control veterinarian

The production control veterinarian has the right to:

1. Submit proposals for consideration by the director of the organization:

— to improve work related to the responsibilities provided for in this instruction,

- on encouraging distinguished employees subordinate to him,

- on bringing to material and disciplinary liability the employees subordinate to him who have violated production and labor discipline.

2. Request from structural divisions and employees of the organization the information necessary for him to perform his job duties.

3. Get acquainted with the documents defining his rights and responsibilities for his position, criteria for assessing the quality of performance of official duties.

4. Get acquainted with the draft decisions of the organization’s management relating to its activities.

5. Require the management of the organization to provide assistance, including ensuring organizational and technical conditions and execution of the established documents necessary for the performance of official duties.

6. Other rights established by current labor legislation.

4. Responsibility of the production control veterinarian

The production control veterinarian is responsible in the following cases:

1. For improper performance or failure to fulfill one’s job duties provided for in this job description - within the limits established by the labor legislation of the Russian Federation.

2. For offenses committed in the course of their activities - within the limits established by the current administrative, criminal and civil legislation of the Russian Federation.

3. For causing material damage to the organization - within the limits established by the current labor and civil legislation of the Russian Federation.

Job description of a production control veterinarian - sample 2019. Job responsibilities of a production control veterinarian, rights of a production control veterinarian, responsibilities of a production control veterinarian.

JOB DESCRIPTION FOR THE HEAD OF A VETERINARY CLINIC (HOSPITAL)

I. General provisions

1. The head of a veterinary clinic belongs to the category of managers.
2. A person with a higher professional (veterinary) education and at least 5 years of experience in the field is appointed to the position of head of a veterinary clinic.
3. Appointment to the position of head of a veterinary clinic and dismissal from it are made by order of the director of the organization.
4. The head of a veterinary clinic must know:
   - The Constitution of Ukraine.
   - Law of Ukraine “On Veterinary Medicine”, “On Protection of Consumer Rights”, other laws and regulations on the implementation of veterinary activities.
   - Organization of planning, economic and financial activities of the clinic.
   - List of veterinary drugs and animal care products that have been registered with the Department of Veterinary Medicine and the procedure for standardization and certification of veterinary drugs and approved for use on the territory of Ukraine.
   - Fundamentals of economics, labor organization and management.
   - Legislation on labor and labor protection of Ukraine.
   - Rules and regulations of occupational health and safety, industrial sanitation and fire protection.
5. The head of the veterinary clinic in his activities is guided by:
   - Charter of the organization.
   - This job description.
6. The head of the veterinary clinic reports directly to _____________________.
7. During the absence of the head of the veterinary clinic (business trip, vacation, illness, etc.), his duties are performed by a deputy (in his absence, a person appointed in the prescribed manner), who acquires the corresponding rights and is responsible for the proper performance of the duties assigned to him.
8. _________________________________________________________________.

II. Job responsibilities

1. Ensures compliance with the mandatory requirements, taking into account the profile and specialization of the veterinary clinic, established in state standards, sanitary, veterinary, fire safety rules and other regulatory documents.
2. Draws up, receives licenses, relevant permits and other documents (certificates of conformity, hygienic conclusions) and presents them, or part of the information contained in these documents, for review by consumers.
3. Brings to the attention of consumers information about the veterinary services provided (their list and forms of provision; price lists for veterinary services; licenses; samples of drugs, medicines, etc.; veterinary products used in the provision of paid veterinary services; regulatory documents on veterinary care for animals ; etc.).
4. Organizes the work of the clinic staff to provide the following veterinary services:
   - Outpatient treatment of animals.
   - Veterinary care for animals at the owners' home.
   - Consultations on the treatment, maintenance and feeding of animals, birds, fish and other representatives of the animal world.
   - Special diagnostics (endoscopy, ultrasound, etc.).
   - Inpatient treatment of sick animals.
   - X-ray diagnostics and radiotherapy.
5. Monitors the rational use of material, financial and labor resources.
6. Analyzes the quality of customer service, develops and implements measures to improve it.
7. Ensures the organization of inventory accounting and submits reports on the volume of services provided to the relevant organizations.
8. Carries out the selection and placement of personnel, monitoring their rational use.
9. Manages the staff of the veterinary clinic.
10. _________________________________________________________________.
11. _________________________________________________________________.

III. Rights

1. Act on behalf of the veterinary clinic and represent it in relations with other organizations and government bodies.
2. Sign and endorse documents within your competence.
3. Request necessary information and documents from the clinic staff.
4. Give mandatory instructions to the staff of the veterinary clinic.
5. Submit for consideration by the director of the organization proposals on the appointment, transfer and dismissal of employees of the veterinary clinic; proposals to reward distinguished employees and impose penalties on violators of production and labor discipline.
6. Take part in meetings, conferences, sections where issues related to professional competence are discussed.
7. _________________________________________________________________.
8. _________________________________________________________________.

IV. Responsibility

1. For improper performance or failure to fulfill one’s official duties as provided for in this job description - within the limits determined by the current labor legislation of Ukraine.
2. For offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal and civil legislation of Ukraine.
3. For causing material damage - within the limits determined by the current labor and civil legislation of Ukraine.
4. _________________________________________________________________.
5. _________________________________________________________________.