The main structural divisions of the publishing house and their functions. Management structure of the universal book and magazine publishing house. Functions of departments and duties of employees. Directions for improving the management process

the beauty

Nowadays in the country there are both large (private or state) publishing houses engaged in the release of large-circulation products, as well as editorial and publishing divisions and departments that are subordinate to any enterprise or institution. Naturally, the goals and functions of the publishing activities of these institutions are different. In addition, the personnel composition responsible for the preparation and release of publishing products is different.

Publishing house - according to the legislation of the Russian Federation, an enterprise of any organizational and legal form and form of ownership, carrying out the preparation, production and release of book and other printed products.

Other definition of publisher:

A publishing house is a state, public, cooperative or private enterprise with the right to publishing activities, preparing and issuing printed materials on the principles of independent commercial activity and in accordance with the requirements of state standards.

In Russia, there are publishing houses of various directions and types of organization:

1. In terms of output - book, book and magazine, newspaper, newspaper and magazine, publishing houses for the production of fine products, cartographic, music, etc.;

2. By industry - publishing houses of public organizations, scientific, professional and other societies, creative unions, ministries and departments;

3. According to the administrative-territorial basis - central (all-Russian), regional, regional;

4. By types of published literature - universal and specialized.

The size of the publishing house, the number and composition of its employees depend on the direction and scale of activity, the nature of the published literature, the level of commercialization, etc. An average publishing house can be considered a publishing house that produces from 50 to 100 titles of various books, magazines, brochures per year.

There are many (hundreds and even thousands) small publishing groups that produce 3-5 publications a year and even less, without a definite plan, as a rule, only for commercial purposes. There are also large publishing concerns that produce hundreds and thousands of various books, periodicals, fine and other products in thousands and millions of copies. In the future, we will talk about a medium-sized publishing house, the most common in the country and meeting all the requirements professional activity. The structure below is exemplary, typical, it can have different combinations of the whole and parts in life. In accordance with the specifics of the products in the publishing house, there are two professional branches - editorial and production.

The editorial and publishing department is preparing for the publication of publications issued by the institution (library, educational institution, etc.). The department forms plans for publications, coordinates the timing of their preparation and delivery. Manuscripts of materials prepared by departments of institutions go through many editorial processes: approval at the publishing council, literary editing, scientific editing, stylistic and grammatical proofreading, typesetting, layout, proofreading of texts, technical design, etc. Prepared manuscripts are handed over to the printing house or published and replicated on the copying equipment of the library.

The department provides editorial and publishing services. Basically, the department works on monographs, methodological and bibliographic manuals, collections of conference materials, catalogs, newsletters and other publications.

The main activities of the department:

1. Editorial processing of educational, scientific, reference and fiction.

2. Artistic and technical design of edited publications.

3. Production of original layouts for books and magazines and other printed products.

4. A set of manuscripts on a computer.

Work both in the publishing house and in the editorial and publishing department is not possible without trained, qualified specialists. The paper provides job descriptions for understanding the technology of work in the publishing house.

Job responsibilities of employees. The director of the publishing house manages all the editorial, publishing and production activities of the division. Organizes the work of the publishing house and all its divisions, exercises control over the content of published literature, the quality of their artistic and technical design of publishing products. Analyzes the state of the book market in order to ensure the competitiveness of products and increase its profitability.

The editorial branch is headed by the Editor-in-Chief, who reports to editorial offices specializing in the release of any type of literature. For example: editorial office of fiction, editorial office of socio-political literature, editorial office of popular science literature, editorial office of scientific literature, editorial office of a magazine.

The editor-in-chief leads the development of draft long-term and annual thematic plans for the publication of literature, taking into account the situation in the book market and plans for editorial and preparatory work. Carries out control over the acceptance of manuscripts, their preliminary evaluation in the publishing house, reviewing, compliance with the established deadlines for submitting manuscripts, schedules for their movement at all stages of the publishing process, the timing of their submission to typesetting, processing of proofs and publication of literature. Controls the content of publications and the quality of their printing. Carries out a control reading of manuscripts prepared for delivery to production, organizes a discussion of the quality of the edited material.

The editorial office is the main production unit in a publishing house, consisting of a group of creative employees, usually philologists, who are engaged in editing, preparing for printing reproduction and managing other processes for the release of publishing products.

The composition of the editorial board, as a rule: editorial manager, senior editor, 3-5 editors, junior editor.

The editorial manager manages the editorial, publishing and production activities of his department. Organizes editing and publication of literature, controls the content of publications and the quality of their artistic and technical design.

The editor reviews incoming manuscripts, gives them a preliminary assessment in order to determine the possibility and conditions for their publication, the need for authorial revision, external review and scientific editing, participates in the preparation of publishing agreements with authors and labor agreements with external reviewers.

During the editing process, it checks the fulfillment by the authors of the comments of the reviewers and the requirements for manuscripts for their revision, the completeness of the submitted material, the compliance of the titles of the sections of the manuscript with their content. Participates in solving issues related to the artistic and technical design of edited publications.

The junior editor conducts office work in the editorial department (editorial department), registers accepted manuscripts and deadlines for the completion of work by authors, external editors and other persons participating in the publication. Checks citations and digital data on primary sources, completeness of the bibliographic description and the presence of references to primary sources in the text, transcription of names, terms, denominations, spelling and unification of symbols, units of measurement, compliance with the uniformity of designations in illustrations, text.

Another important branch of the publishing house is production. It is headed by the deputy director of the publishing house for production. The production department is subordinate to him, including the proofreading group, the art and technical editing group, the supply and marketing group, and the release group.

Corrector. Performs proofreading of manuscripts after editing and reading proofreadings in order to ensure the standardization of various elements of the text, eliminate spelling, punctuation and other errors, as well as correct shortcomings in semantic and stylistic nature (in agreement with the editor). When reading manuscripts, checks their completeness (presence of a title page, introduction, illustrations, reference apparatus, etc.), serial numbering of sections in the table of contents (contents), correspondence of their titles with headings in the text ensures the correct spelling and unification of terms, symbols, units of measurement , conditional abbreviations, uniformity of designations in illustrations and text.

Technical editor. Participates in the development of projects for the artistic and technical design of publications, carries out technical editing in order to ensure high-quality printing performance of the publication. Makes markup of the original publication, indicates the typing technique, the order of illustrations and design elements of publications. Prepares layouts for the artistic and technical design of complex publications. Together with the art editor prepares the cover (binding) for printing. Checks and completes publication output data. Views signal copies, checks the quality of printing, binding and finishing works.

Scientific editor. Performs scientific editing of the most complex work a certain thematic direction in order to ensure a high scientific and literary level of publications. In the process of scientific editing, he checks to what extent the latest achievements of science, technology and advanced production experience are reflected in the works being prepared for publication, and the authors take into account the comments of reviewers and the requirements for manuscripts for their revision.

The art editor participates in the development of projects for the artistic and technical design of publications, carries out artistic editing and illustration of publications in order to ensure their high-quality printing performance. Checks signal copies and takes measures to meet the requirements of the printing execution of publications in the manufacture of circulation.

The issuing editor participates in the preparation of draft contracts with printing companies for the performance of printing and design work, schedules of editorial and production processes of publications, and exercises operational control over the timeliness of fulfillment of the orders of the publishing house accepted by printing companies. Accepts from printing companies proofreading prints, signal copies of publications, checks their quality compliance with the requirements of the technical publishing specification and the terms of the concluded contracts.

Of course, the structure of the publishing house may be different, the number of employees may be smaller, but functionally, the presence of such a system of professional relationships is necessary, and it is connected with the technology of the publishing process itself (see Table 1).

Table 1 - Comparative characteristics of the official composition of the publishing house and the editorial and publishing department

publishing house	Editorial and publishing department	Employee functions

Director publishing houses		Control over the activities of the publishing house
Director printing houses		Management of editorial, publishing and production activities
editor	editor	Responsible for drawing up a plan for the release of literature, the formation of a publishing portfolio, the professional level of all elements of the technological process
editor	editor	Registers accepted manuscripts and deadlines for work by authors, external editors and other persons involved in the publication
manager editorial	Supervisor division	Organizes editing and publication of literature, controls the content of publications and the quality of their artistic and technical design. Analyzes the state of demand for published literature,
Editor	Editor	Examines incoming manuscripts, gives them a preliminary assessment in order to determine the possibility and conditions for their publication,
Technical editor	Technical editor	Participates in the development of projects for the artistic and technical design of publications, carries out technical editing in order to ensure high-quality printing performance of the publication.
Issuing editor	Issuing editor	Participates in the preparation of draft contracts with printing companies for the performance of printing and design work, schedules of editorial and production processes of publications, exercises operational control over the timeliness of the execution of orders accepted by printing companies of the publishing house
Art editor	Art editor	Participates in the development of projects for the artistic and technical design of publications, carries out artistic editing and illustration of publications
Corrector	Corrector	Performs proofreading of manuscripts after editing and reading proofreadings in order to ensure the standardization of various elements of the text, eliminate spelling, punctuation and other errors, as well as correct shortcomings in semantic and stylistic nature
	editor	Editing the most complex works of a certain thematic area in order to ensure a high scientific and literary level of publications. Consultation of editors of their thematic direction on the latest domestic and foreign achievements of science and technology in the relevant field of knowledge.

The editorial and publishing division in terms of personnel differs from the publishing house primarily in that it lacks some positions of specialists. Subdivisions are only part of a particular organization, so the enterprise itself determines the personnel composition of the department, depending on its purpose. Will it be a scientific and methodological department that needs a scientific and technical editor, or will the department be responsible for the production of promotional products, which requires the work of an art editor.

For the majority of editorial and publishing departments of libraries, it is not possible and necessary to have an editorial board on staff, so the employees of the department perform the functions of various officials.

organizational plan

This plan defines the main directions of personnel policy. One of them is the formation of the organizational structure of the publishing house. The form of organization of a private publishing house is chosen by its founders, since they, as a rule, are part of the management (director, Chief Editor). The structure of a publishing house depends on many factors: on its type, volume of output and nature of publications, on the organization of the editorial and publishing process, the marketing system created, etc.

There are two types of publishing houses: universal and typed (specialized). The universal publishing house produces several types of products (books, magazines, albums on art) and literature on various subjects. A specialized publishing house produces one type of product (for example, books) and one type of literature (fiction).

Publishing houses of the first type (usually large in size) have an extensive organizational structure, complex and diverse relationships with bookselling organizations, advertising services and the media. Such, for example, are the publishing houses "EKSMO", "TERRA", "AST", "INFRA-M".

Publishing houses of the second type (most often medium and small) are aimed at the professional reader, at certain age groups or heterogeneous target groups, which are determined by needs, religious, national or cultural interests. The organizational structure of such publishing houses is based on the principle of the product being produced, i.e. depends on the nature of the book. An example of such publishing houses are "Finance and Statistics", "Jurist", "UNITI".

For small businesses that are just starting their commercial activities, the organizational structure is quite primitive, but it must also lay the foundations for further growth and differentiation.

The competition between state and commercial publishing houses in the production of the same types of literature shows that small structures are more adapted to market conditions. They are more mobile, flexible, react faster to changes in the book market, and are easier to bear seasonal changes in the volume of sales of products on which the well-being of the publishing house depends. An indispensable requirement of the market structure of the publishing house is universalism, which includes the flexibility of the structure, i.e. the possibility of its quick and painless restructuring, and the multidisciplinary training of employees (one specialist has knowledge of all or several aspects of the publishing process).

As for the organizational structure, usually the publishing house consists of the following main departments:

editions;

Production Department;

art department.

Thus, all the activities of the publishing house related to the creation of works, editorial processing and artistic and technical preparation for publication are concentrated in these three departments. Along with the main departments in publishing houses, there are a number of service departments: accounting; department of material supply; marketing and advertising department; sales department; transportation department; administrative department).

There is no single organizational structure suitable for all publishers, so choosing one for a particular company is a complex process. The structure is formed by the management of the publishing house and management personnel in accordance with the general purpose, goals and objectives of the company. At the same time, the correlation of hierarchies and management subsystems is established so that the publishing house functions and develops as a whole.

Organization is a complex process that requires managers to take into account all factors of production and management. This is especially true of work with personnel, since the success of a business largely depends on the correct placement of personnel and their skillful management.

Basic provisions of personnel policy

When developing a management concept for any organization, including a publishing house, the following factors must be taken into account:

human potential - a combination of such qualities as intellectual level, education, physical and mental health, Creative skills the ability to adapt in a team;

motivation - the motivation of a person to conscious and fruitful activity, based on his needs and goals of the organization;

selection, training, certification - maintaining the overall quality level of personnel through competitive selection for employment, advanced training, use of a system of qualitative and quantitative assessment of labor results;

headcount planning - determining the time spent on performing any functions (rationing), using the method of combining duties, studying market conditions in order to maintain a rational staffing;

organization of personnel management - the study of forms, methods and procedures that ensure the effective work of all personnel.

The development of the personnel policy of the publishing house includes a set of interrelated activities:

selection of employees (editors, managers, layout designers, other specialists and employees) in accordance with the chosen strategy;

training and adaptation of personnel;

analysis and evaluation of the professional qualities of employees;

ensuring rational working conditions, creating an optimal socio-psychological atmosphere in the team;

planning salaries, bonuses and other rewards;

measures to ensure professional and administrative growth;

prevention and elimination of conflicts in the team.

When selecting personnel, the manager must clearly know the requirements for a specialist in this field in order to accurately assess the candidate’s abilities and their compliance with the goals of the publishing house, take into account his professionalism and personal qualities that will help him fit into a specific team: editorial, artistic, production and any other Department. This is a very difficult task, for which the HR manager must know the basics of social and personal psychology, master the methods of personnel policy, and also have a good idea of the creative direction of the publishing house.

To avoid mistakes when hiring staff, managers use the following techniques:

interview - personal communication, during which the applicant answers a number of questions about the experience of his previous work, receives information of interest to him, and is tested for communication skills;

testing - assessment of technical and labor skills, as well as psychological characteristics of a person;

professionalism test - the applicant receives a creative task, which he must complete with high quality and on time in order to get a job in his specialty.

The future of the organization largely depends on the correct implementation of personnel policy, i.e. maintaining stability and making a profit. To this end, the management of the publishing house and managers must clearly decide how many employees, what qualifications and in what areas will need to be hired, how to evaluate the professionalism of personnel in accordance with the organizational structure, what are the costs of maintaining it and how they relate to profit. Each employee of the publishing house must have appropriate job descriptions that clearly regulate his activities, i.e. know your rights and obligations.

Very important is such a personnel management procedure as an assessment of professional activity. Timely and adequate assessment of each employee helps to increase his interest in creative work, in achieving goals, helps to achieve a better understanding between the management of the publishing house and subordinates.

With positive results, management may use material or other types of incentives. The most common form of remuneration is an increase in wages, payment of bonuses. In addition, an employee who regularly receives the best assessment of his work can be promoted up the career ladder, i.e. appointed to a more prestigious and highly paid position.

Publisher's personnel management functions depending on influence external environment(inflationary processes, activation of competitors, etc.) and production needs (reduction or increase in circulation, release of new series of books) can vary in a fairly wide range. Accordingly, the organizational structure of the publishing house is being transformed, the number and functional responsibilities of the staff are changing.

Management team

The management team is the key to turning a good idea into a successful business. According to studies on the factors of failure of small firms in the United States, 98% of failures are attributed to poor management, including:

45% - manager's incompetence;

9% - lack of experience in production;

18% - lack of managerial experience;

20% - narrow professionalism;

3% - failure to fulfill the obligations assumed;

2% - deceit;

1% - natural disasters that could have been foreseen.

And only 2% of bankruptcies are explained by reasons that do not depend on the management of the company.

Investors prefer a mature management team that combines technical, managerial, commercial and business skills. Usually this section of the business plan is of paramount interest to potential investors and has a decisive influence on their decision to participate in the project. Therefore, this section should include a description of key management personnel and their main functions, the organizational structure and composition of the Board of Directors.

The list of key management positions and the persons proposed for each of them can be presented in the form of a table, including the education, experience, track record and achievements of the employee in performing similar functions. Successes should be defined specifically, for example, high profits received due to this employee, increase in sales, good management, high production and technical performance, ability to perform certain functions, etc. It also indicates the incentives received by the employee, wage growth, promotion, etc.

There is little chance of getting initial funding unless the management team building the project is willing to settle for a rather modest initial salary. If the founders demand too high compensation for themselves, it looks like their priority target, and the potential investor will conclude that their ambitions are too great to do serious business with them. Therefore, it is necessary to indicate the salary of each specific member of the administration and compare it with that which he received at the previous place of work. Human resources management is a stumbling block for many firms, as a result of which it is desirable to indicate in the business plan a specialist in the management system, recruitment and training (HR manager).

In addition, the strengths and weaknesses of the proposed administration and Board of Directors should be noted, the procedure and timing of training of managers should be discussed, as well as the need for technical management consultations in the first three years of the project and the cost of each consultation.

Any investment project, including in the publishing business, needs the support of professional services. Powerful, reputable and well notable organizations(legal, accounting, advertising, insurance, banking, marketing) can provide not only direct professional support, but also bring credit to the project. In addition, carefully selected professional organizations help establish good business relationships, identify potential investors and assist in obtaining funding.

When forming any enterprise, the basis is always the production process, which is a set of actions aimed at manufacturing finished product. In turn, regardless of the nature of the final product, the production process includes the main, auxiliary, service and management processes.

In the course of the main processes, the final product itself is created, while auxiliary and service processes only provide conditions for the normal flow of the main ones. Management processes serve to organize the course of production itself.

The organizational structure of the publishing house also fits into this scheme, which should correspond to the nature of the publishing process, ensure the release of books of high quality and at a price acceptable to the market.

The division of the publishing house into interconnected parts: editorial, artistic and design, production, economic, marketing and distribution.

The organizational structures of various publishing houses are very heterogeneous, but nevertheless, several typical ones can be distinguished, to which possible options are reduced.

Functional structure implies the division of the publishing house into separate functional blocks that have their own specific functions: editorial, production, marketing, financial and economic, etc. This structure is headed by a director, and individual blocks are headed by managers (managers, bosses). As a rule, such a structure is most suitable for small and medium-sized publishing houses, with a small volume of output and with a homogeneous nature of the published literature.

When commodity structure appropriate departments are created in the publishing house (for example, reference literature, textbooks, etc.), and the powers for publishing and marketing activities are transferred to the manager, who is responsible for issuing this type of publication. Heads of support services (marketing, production, etc.) report on these publications to such a manager. The organizational structure at the same time allows a large publishing house to pay as much attention to specific types of publications as in firms specialized in these publications. The advantages of such an organization include the possibility of daily control of costs and the implementation of the schedule for the passage of the publication in production.

Market organizational structure It is expedient in those publishing houses where a wide range of published publications is aimed at different consumer groups. Some large publishing houses have special departments for the release of, for example, children's, reference, educational or any other literature. Such departments operate as part of the publishing house, in fact, as independent companies that have their own internal structure with departments and services, including financial ones.

It is also possible to create regional organizational structures publishing houses. They are characteristic mainly for publishing houses of a national scale, as well as for transnational firms and companies, such as, for example, the German publishing and printing concern Bertelsmann. Such an organization allows taking into account certain regional conditions (language, traditions, laws, customs, characteristics of consumer demand) for successful business. However, in Russia this type of organization is practically not used, since there are still no publishing structures of the required level for this.

But still, the main thing in organizing the work of any publishing house is taking into account the specifics of the publishing process itself, its stages, which include: release planning; work with the author and the manuscript; registration of the publication and its preparation for printing reproduction; placing an order at a printing company, control and acceptance of circulation; implementation of the finished circulation.

Thus, three main components of the publishing house can be distinguished: editorial, production and sales service (in fact, in those organizational structures that we talked about above, these parts are present, just in different subordination). Along with them, many publishing houses have auxiliary (servicing) departments: accounting, legal service, typesetting departments, computer services, departments (editors) of decoration, etc. An approximate structure of the publishing house is shown in fig. 5
.

The organizational structure of publishing houses is not stable, as it is subject to the influence of both internal and external factors, such as changes in publishing policy or book market conditions.

At the same time, it is obvious that the structure of a publishing house, especially a small or medium-sized one, is also formed under the influence of such factors as the volume of output, the specialization of the publishing house, and the qualifications of employees. At the same time, it should always be taken into account that market conditions determine certain acceptable limits in the ratio of the volume of output and the number of employees employed in the publishing house. In the literature, the figure is usually given as 3-10, that is, for each full-time employee of the publishing house, there should be from three to ten published books. Theoretically, in this case, the economic performance of the publishing house should be relatively stable. However, since a book is an intellectual product, and book publishing itself is a creative process, relying on any, the most verified quantitative indicators without assessing their qualitative content may turn out to be erroneous.

Both domestic and world experience in publishing indicates that there is a certain minimum necessary circle of specialists, without whom it is impossible to do in the preparation of publications. In addition to the editor, they include specialists in such areas as marketing, resources (meaning the provision of production with paper and materials), printing, art design of publications, technical editing, and some others. Let's take a closer look at their functions.

Editor. The traditional purpose of an editor is text editing, that is, "bringing the content and form of any document written or prepared by anyone, in accordance with generally accepted or specially established requirements and norms." The editor is a leading specialist in the publishing house, and the quality of the books produced by the publishing house largely depends on his work. It has always been so. However, the nature of the work and the very status of the editor last years have changed significantly. In short, the editor-editor of the text was replaced by the editor-organizer of the publication. What does this mean? First of all, in addition to solving purely editorial tasks related to working on the author's text, the editor to a large extent determines the publishing repertoire, initiates the creation of new books on the subject of the publishing house, works with the author, starting with the idea of the book, and, along with other specialists, deals with its issues. future implementation, after all, is to some extent responsible for financial success specific publishing project. Often the editor today does not work on any one particular publication or not only on it, but leads separate directions, book series and projects. Of course, such work requires a high level of professionalism and significant personal experience that doesn't come right away. Therefore, we note that in any case, by the very essence of his work, the editor must be a creative person, a specialist in the field of knowledge to which the literature he edits belongs, fully master the editing methodology, be able to critically analyze the work, and be well versed in the basics of publishing. , printing and marketing.

Nevertheless, it should be noted that such an approach to the essence of editorial work is typical for relatively small and small publishing structures. In large firms, where hundreds of book titles are released every month, where the assembly line actually operates, and where, by virtue of the very scale of production, narrow specialization prevails, the content of the editor's work is more in line with the traditional interpretation of it.

Marketing specialist. For some time now, this figure in the publishing house has become comparable to the editor, and sometimes its value is estimated even higher. This suggests that the role of the publishing staff involved in the promotion of the book on the market is extremely large.

In our course, a whole chapter is devoted to publishing marketing (see above), but here we note that with the departure of the monopolized state market into the past, the main guideline for the publisher has become the desire of the consumer, his interests and opportunities. Hence the need to single out special people who would be well versed in these very desires, interests and opportunities, and who, due to this knowledge, could determine publishing priorities in the “real time” mode, so to speak. In a broader sense, the activity of a marketing specialist is related to building relationships between a publisher and outside world so it is very versatile.

Resource Specialist. One of the features of book publishing is the combination of the intellectual process of creating a book with material production. It is not enough to create a book in one form or another (original layout, photoforms, ready-made printing forms), it is necessary to make its circulation by means of printing, and this requires appropriate material support, and hence appropriate specialists. In publishing houses, depending on the volume of production, there may be special divisions for resources, or there may be only one specialist, but one way or another, professionals should deal with paper and printing materials. They have to solve many issues that directly affect the efficiency of the publishing house.

Paper is produced by paper mills. But if the publishing house does not need regular deliveries of large batches of paper, then there is no need to contact the plant. First of all, you need to decide: to buy paper yourself or entrust the purchase of a printing house in which the circulation will be printed. Maybe not to engage in the purchase of paper at all, but to use the one that is already in the warehouses of the printing house. But in stock, as a rule, there is a limited number of grades of paper of a certain quality, or it has already been purchased from traditional suppliers for a specific order. Sometimes it is easier to place this order through a printing house. If the question of buying paper still arose - from whom is it better to buy it? Directly at the plant, at its agent, at the trade organization? Independent purchase of paper and materials means the need to rent or purchase warehouse space, vehicles, attract additional staff, etc. And this is only a part of the issues, mostly organizational ones. Add to them the choice of paper grades and binding materials necessary for a particular publication, their quality assessment, and control during printing. And if the publishing house independently purchases, transports, stores and delivers paper and materials to the printing house, the number of questions multiplies many times over.

So it is quite obvious that the resource specialist is one of the key figures in the publishing house, especially since almost every decision of his entails one or another financial responsibility.

Production Specialist. This is a worker who connects the publishing house with the printing houses. His responsibilities include ensuring the required level of publishing and printing design of books, quality control of printing works, compliance of printing performance with the contract between the publishing house and the printing house and the conditions of the specification for artistic and technical design for each publication. He also monitors the timing of the order, calculates the need for paper and binding materials, controls their spending by the printing company. A production specialist must not only know the technology of printing production well, but also have technical and economic knowledge in the field of publishing and printing.

Artistic editor. Engaged in artistic design and artistic editing of publications, his main task is to create artistic image books, to turn the author's original edited by the editors into a publishing one.

Currently, publishing houses usually work with freelance artists, and all work related to art design and art editing of publications is carried out by main artist(in large publishing houses) or art editor. They design each edition, commission freelance artists to design and illustrate books, accept finished works- sketches and originals of illustrations, title pages, covers, bindings, endpapers and other design elements of the book, evaluate the quality of their execution, track the timing of the order. Often it is the full-time publishing artists who are engaged in the development of the publishing style, the publishing brand, the design of the main publishing book series, non-standard publishing projects.

An art editor, of course, must have a special art education. But not only. It is important that he has a good knowledge of the book printing technology, thoroughly studied the properties of paper and materials used in publishing, economic aspects his craft.

Per recent times the technology of artistic design of publications has changed significantly due to the use of computer technology in book design. Computer layout programs allow you to perform a significant part of the preparation of the original layout in automatic mode. There are ready-made design templates, and if they do not suit publishers, you can create new ones. Interactive mode of operation software makes it possible to make adjustments directly in the process of working on the layout. Scanning allows you to actively work with illustrative material, besides, the possibilities of computer graphics are constantly increasing.

Thus, computer technology seems to allow the layout designer to compete with the artist, and the publisher to do without the latter. But this is an erroneous opinion. And if when working on simple publications it can be justified, then even when working on a publishing project of medium complexity, it is impossible to do without the participation of a professional artist.

Technical editor. Develops the technical design of each publication, prepares it for printing by marking each of its elements, controls the implementation by the printing house of all artistic and design instructions of the publishing house, all technical rules for typesetting and layout.

During the markup of the original, the technical editor indicates the typeface, style and size of fonts, typesetting and layout techniques, calculates tables and conclusions, determines the size of the illustrations on the page and how they are reproduced, reviews and endorses the original illustrations, title pages, and covers ready for delivery to the printing house , endpapers and other elements of the book.

In addition, the technical editor monitors compliance regulatory requirements to set design. In particular, the requirements of OST 29.124-94 “Book publications. General technical conditions” and OST 29.76-87 “Original layout for printing reproduction. General technical requirements”, as well as regulatory materials related to the preparation of publications for children or educational literature.

The work of a technical editor is closely related to the work of an editor and an art editor, he also controls the work of a layout designer in terms of compliance with the accepted book design and book layout rules, so he must understand art criticism and graphics, be educated in the field of technical and artistic design , know the technology and economics of printing processes, be well versed in paper and materials used in book business.

Above, we talked about those specialists who form the basis of the publishing team, or rather, the functions performed by them constitute the content of the publishing process. It is clear that not in all publishing houses these specialists are full-time employees, and this is not always necessary. But the fact that each manuscript prepared by the publisher must be in their hands, go through all the necessary stages before it becomes a book and gets to its reader, there is no doubt about it.

Along with those specialists that we have already mentioned, the work of the publishing house is provided by many other employees, without whom the publishing house could not carry out its activities.

Compared to those publishing structures that traditionally existed during the period of the planned economy, these services, of course, have undergone changes, but their essence has remained the same - ensuring the normal functioning of the publishing house as an enterprise. First of all, we mean services such as accounting, economic and legal divisions. But if the accounting department (or an accountant in a small publishing house) and the economic service are fairly traditional structural divisions in a publishing house, they keep records of money and material assets, settlements under contracts with authors, reviewers, artists, organizations cooperating with the publishing house, as well as with publishing house employees, track the movement of publishing portfolios, the cost of publishing products, pricing processes, etc., the situation is different with legal services.

Until recently legal services(or legal adviser) were available only in large publishing houses and often decided only technical questions related to the contractual obligations of the publisher. Today the situation has changed significantly. It is associated with increased legal requirements for publishing activities. First of all, of course, in terms of copyright. Many new problems have appeared for publishers in the field of rental, tax, financial relations. A more thorough legal approach requires relationships with partners in the publishing business. Hence the need for a legal service in the structure of the publishing house. In large publishing houses, this is usually separate division. In small and medium-sized companies, there may not be such a unit; more often, legal support for their activities is carried out by external legal agencies or lawyers, with whom appropriate agreements are concluded.

In addition to accounting and legal services in publishing houses, depending on the need, other service departments are created, such as, for example, an independent advertising department, an economic department, a security or protection service, an information department, technical services servicing computer equipment, etc.

Speaking above about the legal framework for publishing activities, we mentioned a number of documents regulating publishing activities to one degree or another. General Responsibilities publishing houses just follow from the need to fulfill their individual provisions and, of course, from practical expediency.

Recall that the main legislative acts directly related to publishing include, first of all, the Law of the Russian Federation "On Copyright and Related Rights" and the Federal Law "On the legal deposit of documents".

Until recently, as we have already noted, there was a “Temporary regulation on publishing activities in the RSFSR”, which, in addition to the organization of publishing activities, also spelled out the basic rights, obligations and responsibilities of the publishing house. This Regulation is no longer valid, however, the conditions contained in it (except for licensing publishing activities) still adequately reflect the actual state of affairs, so we will use it.

First of all, the publishing house is obliged to issue any publication on the basis of an agreement with the author or his successor in accordance with applicable law, that is, in accordance with the Law on Copyright and Related Rights.

In addition, there are obligations that are associated with the implementation of state standards regarding the design of each publication in accordance with GOST, for example, placing output information in each publication in accordance with GOST 7.4-95 “Editions. output information".

An important duty of a publishing house is to provide legal copies of publications in accordance with the Federal Law "On Legal Copies of Documents". It is important because, as we have already said, state press statistics are kept on the basis of a legal deposit of documents, so failure to comply with the law leads to a distortion of the real picture of the state of affairs in book publishing. In addition, another component is also important here - legal copies are sent to the leading libraries of the country, which means they become available to the reader, in which publishers are directly interested. In the end, even a simple announcement of a particular publication in the lists of published books published, for example, by the newspaper Book Review, is already some kind of advertising and, of course, is beneficial to the publisher. In this regard, the need to comply with GOST according to the imprint, along with the law on legal deposit, is also understandable: the more correctly the publication is described, the more specific the reader it will find, which means it will be more in demand and more likely to disperse.

Compliance with the restrictions on the publication of information, which are established by the Constitution of the Russian Federation and the Federal Law on state secret, first of all, are in the sphere of interests of the publishing house, since failure to fulfill this obligation entails legal liability and, as a result, financial costs.

And, finally, the immutable duty of the publishing house is the fulfillment of contractual obligations. This applies to his relations with all participants in the publishing business: a printing house, a bookselling company, various intermediaries and financial structures, and, of course, with authors. As a rule, the documents that come out of the publishing house in pursuance of the relevant contracts and agreements are signed by the heads of the publishing house.

Concerning publishing rights then, within the framework of the legislation in force in the Russian Federation, publishing houses are guided in their activities by a charter, which stipulates, among other things, their rights. These include, in particular:

In the Russian Federation, there is no special legal document dedicated to publishing law, but certain provisions of such a right are present in the current legislation. Thus, Article 11 (paragraph 2) of the Law on Copyright and Related Rights states:

"Publisher of encyclopedias, encyclopedic dictionaries, periodical and continuing collections of scientific papers, newspapers, magazines and other periodicals own exclusive rights to use such publications. The publisher has the right to indicate its name in any use of such publications or require such an indication.

In addition, in accordance with clause 2 of Article 14, “Exclusive rights to use an official work belong to the person with whom the author has an employment relationship (employer), unless otherwise provided in the contract between him and the author,” and “The employer has the right, in any when using a service work, indicate its name or require such an indication” (clause 3, article 14).

And, finally, there are legislative norms that speak rather than about the rights of publishing houses, but about certain guarantees for protecting their interests. For example, in accordance with Article 16 of the Federal Law "On the Legal Deposit of Documents", publishing houses are guaranteed:

free publication of bibliographic information in publications of the state bibliography and centralized cataloging, in publications of signal and abstract information, in advertising publications;
permanent storage of all types of documents produced by them in the national document depositories of the Russian Federation;
inclusion of bibliographic information in domestic and international automated data banks;
free provision, upon request, of factual and statistical data relating to their products.

It is worth adding that the obligations and rights of the publishing house are determined, in addition to the established practice and documents that we have already talked about, also by the rules in force in the economy, tax, banking, customs, currency and other areas that determine the life of an economic entity.

Particular attention should be paid to the legal deposit of publications. We have repeatedly mentioned the Federal Law "On legal deposit of documents" as an important of the legislative acts relating to publishing. Let's take a closer look at its content.

The federal law determines the state policy in the field of the formation of a legal deposit of documents as a resource base for the acquisition of a complete library and information fund of the Russian Federation and the development of the state bibliography system, provides for the preservation of legal deposit and its public use.

The law provides for the following types of legal deposit:

obligatory free federal copy- instances various kinds documents produced on the territory of the Russian Federation, outside it by order of organizations and individuals under the jurisdiction of the Russian Federation, as well as documents imported for public distribution on the territory of the Russian Federation, which are subject to free transfer by their producers to the relevant organizations of the Russian Federation;
obligatory free copy of the subject of the Russian Federation- copies of various types of documents produced in the territory of the constituent entities of the Russian Federation, which are subject to transfer free of charge by their producers to the relevant organizations of the constituent entities of the Russian Federation;
obligatory free copy of the municipality- copies of various types of documents produced on the territory of the city, district, which are subject to gratuitous transfer by their producers to the relevant organizations of the municipality;
obligatory paid copy- copies of various types of documents to be transferred for a fee by their producers to the relevant organizations.

The law determines the procedure for providing documents, the address and the number of copies. It is important to note that the goals of forming a legal deposit system include such important areas as the implementation of national bibliographic records, the organization of its permanent storage in national document repositories of the Russian Federation, its use in information-bibliographic and library services for consumers, state registration(bibliographic and statistical) of domestic documents, preparation of state bibliographic and statistical information, informing the public about the publication of documents of all kinds, etc.

The mandatory free and paid copies of documents include:

publications (text, musical, cartographic, art publications) - publications that have undergone editorial and publishing processing, printed independently designed, having output information;
publications for the blind and visually impaired - publications produced in Braille, "talking books", large print publications for the visually impaired, electronic publications for the blind (adapted publications for reading by visually impaired people using a Braille display and a speech synthesizer) ;
official documents - documents adopted by legislative, executive and judicial authorities, which are binding or informational in nature;
electronic editions - programs for electronic computers and databases, as well as electronic documents that have undergone editorial and publishing processing, having output, replicated and distributed on machine-readable media.

The law determines that producers of documents through printing organizations deliver to the federal executive body for the press, television and radio broadcasting and mass media one obligatory free federal copy of all types of printed publications on the day the first batch of circulation is published.

The number of mandatory free copies supplied to the Russian Book Chamber for subsequent distribution among the largest library and information organizations is established by law as follows:

16 obligatory free copies of books and brochures, magazines and continuing publications in Russian;
7 obligatory free copies of art publications, music publications, geographical maps and atlases in Russian;
9 obligatory free copies of central newspapers and newspapers of the subjects of the Russian Federation in Russian;
3 obligatory free copies of large-circulation newspapers of municipalities and advertising publications in Russian;
4 obligatory free copies of books and brochures, magazines and continuing publications, art publications, geographical maps and atlases in the languages of the peoples of the Russian Federation (with the exception of Russian) and in foreign languages;
3 obligatory free copies of newspapers in the languages of the peoples of the Russian Federation (with the exception of Russian) and in foreign languages;
4 obligatory free copies of text leaf publications;
9 obligatory free copies of abstracts of dissertations and dissertations in the form of scientific reports;
10 mandatory free copies of the standards.

Documents not subject to distribution as a mandatory free federal copy strict accountability and documents equated to them, technical documentation for military products (forms, operating instructions), blank products, instructions for filling out reporting forms, albums of accounting and reporting documentation forms.

Three mandatory free copies of all types of publications published in the given republic are sent to the relevant republican (national) book chambers or sectors of the state bibliography of national libraries.

Territorial, regional, city, district universal scientific libraries are supplied with two obligatory free copies of all types of publications issued in a particular city or region.

In accordance with the law, as well as with the "Rules for the delivery of an obligatory paid copy of publications to the Central Collector of Scientific Libraries", publishers are required to deliver through printing companies and sections of copying equipment to the Central Collector of Scientific Libraries within 10 days from the date of publication of the first batch of copies of the obligatory paid copy of publications in the following quantity:

with a circulation of the publication from 500 to 1000 copies - up to 100 copies of each publication, except for notes and publications in foreign languages;
with a circulation of more than 1000 copies - up to 200 copies of each edition in Russian, up to 25 copies of each musical edition;
with a circulation of more than 5,000 copies - up to 500 copies of each publication in Russian;
with a circulation of more than 10,000 copies - up to 10 percent of the circulation of each publication in Russian.

Based on the order of the Central Collector of Scientific Libraries, the publishers determine the number of copies to be delivered.

It is important that publishers attribute the cost of shipping a mandatory paid copy of publications to the cost of publishing products.

One copy of each publication that enters the Russian Book Chamber from the first batch of circulation in the form of a mandatory free copy, after bibliographic processing, is transferred for eternal storage to the National Depository of Domestic Publications, which is a complete collection of printed works that have been published in the country since 1917. Currently, the collection has about 75 million items.

The imprint is placed in conspicuous places of the publication (title page, cover,

International Standard Book Number (ISBN)- a universal identification code affixed to books and brochures, usually on the back of the title page. It consists of the ISBN abbreviation and 10 digits combined into 4 blocks: country or language group identifier(for Russia this is the number 5); publisher ID(in Russia it is set by the Russian Book Chamber); ordinal identifier of the book(book number in the publisher's issue, may contain from 1 to 6 digits, assigned by the publisher itself); check digit(serves to check the spelling of the digital part of the ISBN). Used in over 200 countries around the world.

Copyright sign (copyright)- a sign by which, in accordance with Article III of the Universal Copyright Convention, the owner of exclusive copyright notifies of his rights. The sign consists of three elements: the Latin letter C in a circle: selection "\u003e Additional information included in the output information includes:

abstract (in contrast to the annotation, which gives an idea of the thematic content of the book, the abstract summarizes the content, i.e. says what exactly is stated in the book);
layout of an annotated catalog card (a sample of such a card printed in the publication according to the established standard form with a bibliographic record of the publication in its language);
bibliographic strip (a line with basic bibliographic information about the number, volume, issue of a periodical (except newspapers) or ongoing non-periodical publication).

As we have already said, additional information is provided by the publisher at its discretion.

GOST also establishes the following general requirements for output information:

to place the elements of the output information in those places in the book that are established by the standard;
bring elements duplicated in different places of the book in a single form without discrepancies;
avoid discrepancies in the content and form of output information common to volumes, issues, parts of the book in each of them;
indicate the imprint in the language of publication, and on books not published in Russian, also in translation and transliteration into Russian.

It is important that publishers understand the need to comply with GOST 7.4-95 “Editions. Imprint”, since neglecting its requirements not only complicates the maintenance of state statistics on the press, but, most importantly, significantly complicates the very circulation of the book on the book market, which means it is contrary to the interests of the publisher.

specific situation

Above we cited (see Fig. 5) a typical structure of a publishing house. Here, given that in modern practice, publishing structures often include printing, bookselling, and other divisions, as an example, let's take a closer look at the organizational structure of the Novoye Slovo Publishing House, which began its activities in Lipetsk in the early 1990s. th years of the last century.

Publishing House "New Word" includes several independent divisions (see diagram
):

Main office;
publishing house;
printing company;
warehouse;
chain of retail stores.

The structure of the publishing house includes:

directorate;
editorial department;
financial and economic department (control of financial and economic activities, audit, analysis of the cost of publishing products, pricing, etc.);
accounting (accounting for cash and material values; settlements under contracts with authors, artists, reviewers, third-party organizations; monitoring the state of publishing portfolios; paying salaries to staff members; paying taxes; maintaining financial statements etc.);
legal department (ensuring the legal cleanliness of the publishing house and legal protection of its interests);
department of development and advertising (development and promotion of products, public relations and media, marketing, interaction with city and regional administrations);
personnel service (recruitment of personnel for all divisions of the publishing house and retail stores belonging to it, work with personnel: selection, training, certification, rotation, advanced training, dismissal);
security service (security, theft prevention, information security);
administrative and economic service (material and technical support);
Department automated system management (support and development of a unified management system of the publishing house).

In its turn, editorial department interacts with other divisions of the publishing house: the department of development and advertising - in terms of analyzing the market for publishing products and consumer demand, advertising the publishing house and its products; financial and economic department - on the economic feasibility of issuing specific publications, calculating costs and profits; legal department - on compliance with copyright laws, verification of the legal purity of concluded contracts, etc.

The organizational structure of the publishing house is determined by the publishing process, which includes the editorial stage, the stage of preparation of the original layout and the production stage.
The organizational structure of the publishing house is not stable, subject to the influence of internal and external factors, such as changes in publishing policy or book market conditions.
The rights and obligations of the publishing house are determined by the current legislation, by-laws and regulations and the charter of the publishing house.
The policy of the state regarding the acquisition of a complete library and information fund of the country and the development of the state bibliography is determined by the Federal Law "On the legal deposit of documents".
The imprint, placed on conspicuous places of publications (title page, cover, binding, end page), contains basic information about the publication and facilitates the circulation of the book in trade, the library, and also the reader's search.

Test questions:

What is a "public structure"?
What is the difference between the functional structure of the publishing house and the commodity one?
Name the components of the organizational structure of the publishing house.
Who can be attributed to the main specialists of the publishing house?
What is the role of publishing support services?
List the main rights and obligations of a publisher.
What are the types of legal deposit of publications?
How many mandatory copies of publications in Russian are supplied by law?
What is "imprint"?

organizational plan

This plan defines the main directions of personnel policy. One of them is the formation of the organizational structure of the publishing house. The form of organization of a private publishing house is chosen by its founders, since they, as a rule, are part of the management (director, editor-in-chief). The structure of a publishing house depends on many factors: on its type, volume of output and nature of publications, on the organization of the editorial and publishing process, the marketing system created, etc.

Organizational structure of the publishing house

Publishing houses of the first type (usually large in size) have an extensive organizational structure, complex and diverse relationships with bookselling organizations, advertising services and the media. For example, publishers<ЭКСМО>, <ТЕРРА>, <АСТ>, <ИНФРА-М>.

Publishing houses of the second type (most often medium and small) are aimed at the professional reader, at certain age groups or heterogeneous target groups, which are determined by needs, religious, national or cultural interests. The organizational structure of such publishing houses is based on the principle of the product being produced, i.e. depends on the nature of the book. An example of such publishers are<Финансы и статистика>, <Юристъ>, <ЮНИТИ>.

For small businesses that are just starting their commercial activities, the organizational structure is quite primitive, but it must also lay the foundations for further growth and differentiation.

The competition between state and commercial publishing houses in the production of the same types of literature shows that small structures are more adapted to market conditions. They are more mobile, flexible, respond more quickly to changes in the book market, more easily endure seasonal changes in the volume of sales of products, on which the well-being of the publishing house depends. An indispensable requirement of the market structure of the publishing house is universalism, which includes the flexibility of the structure, i.e. the possibility of its quick and painless restructuring, and the multidisciplinary training of employees (one specialist has knowledge of all or several aspects of the publishing process).

As for the organizational structure, usually the publishing house consists of the following main departments:

editors;

· Production Department;

Art department.

public organization

One of the key factors for business success is the ability to actively transform. Deciding to take this step can be very difficult, and, having entered the path of transformation, sometimes you want to turn back. But the winner is always the one who reached the goal. Transition to new organizational structure is a complex process, but despite this, the EKSMO Publishing House embarked on the path of transformation by choosing a divisional model.

Change is inevitable
The EKSMO publishing house has been present on the Russian market since 1991 and since then has been regularly making adjustments to its activities, since it clearly understands that without changes it is impossible to maintain a leading position in the market. Over time, the tasks, functions, processes, and structure of the company have changed. To date, the publishing business has acquired a serious scale, and the company's management has come to the decision that changes must be foreseen, prepared for their implementation in advance. This situation is primarily due to the fact that any minor change in one business process or structural unit leads to the need to modify business processes in adjacent units. As a result, the company took a comprehensive look at its own development strategy and change management process in the long term.
Based on the analysis of the situation in the Russian and world markets, it turned out that foreign publishing houses, as a rule, produce a much smaller range of books and do not have a rigidly centralized management system, in which only the head of the company (general director, owner) is responsible for the final result. In the Western publishing business, areas of responsibility for various performance indicators (including financial ones) are distributed.
From the point of view of its competencies, today the publishing house is universal and operates in almost all genre segments on the market with varying degrees of deepening into certain niches. The business development strategy provides for further strengthening of the publishing house's position in various areas. To achieve leadership positions in several segments at the same time, it is necessary to have unique competencies: for example, the specifics of work in the genre of detective literature is not suitable for the release of professional or children's literature. The current business model of the company, in which the editorial staff is responsible for the release of any book of interest to readers, has a number of positive aspects, but can become a serious obstacle in the light of the implementation of the planned development strategy.
The universal editorial board has broad, but at the same time less specific knowledge - the competencies of each of the editorial blocks are blurred. Based on this, the management of the publishing house decided on the need for organizational changes and the transition to a divisional management structure.
In accordance with it, each edition becomes a division, which, firstly, is responsible for financial performance and is endowed with the appropriate authority for this. Secondly, it is responsible for the results of work in the segment assigned to it, without being “dispersed” into many genre directions (Fig. 1). To form a full-fledged area of responsibility within the division, it must be endowed with the appropriate competencies, powers, knowledge, and capabilities.

Another reason for the transition to a divisional scheme of work is the desire to form the most transparent management structure, when the key results of the publishing house do not depend on the health or mood of one or two employees.

First steps
It was decided to implement the divisional management model against the backdrop of sales centralization. Benchmarketing results have shown that in the Western market divisions of the publishing business manage their sales themselves, only the functions of strategic development and branding remain centralized. However, the EKSMO Publishing House currently does not have open access to the established sales channels, and therefore the presence of a strong centralized sales channel was considered as a competitive advantage.
At the same time, another strategic task is being solved - the development of a regional sales network, the creation of logistics centers in all major regions. Today the publishing house operates four distribution centers: in St. Petersburg, Nizhny Novgorod, Kyiv and Kazan; three more centers are planned to be launched this year. Also, one of the main tasks of distribution development is to build work directly with large retail chains and wholesalers. With the current assortment, produced both by the EKSMO Publishing House and other publishing houses, a large volume of products ends up in warehouses in Moscow. Russian regions do not have the capacity to bring their range of products to bookstores, as a result of which many books remain unclaimed.
In accordance with the adopted concept, each formed division will be responsible for certain segments (niches) of the market. Despite the fact that today the segmentation of the divisions' activities has been carried out, in a number of cases certain aspects of the segments intersect. The transition to a new management system implies a smooth departure from the business policy, when the author's favorite manuscript can be published by any editorial office, regardless of genre and subject matter. This process is expected to take two to three years.
At the end of each year, it is planned to sum up the results of activities and, depending on the results achieved, make adjustments. First, the changes will affect the niche level, then a more significant level of segments. The division with the best results will be given responsibility for this segment. So, today the division has already been formed professional literature. He bears full responsibility for the educational and professional literature produced by the publishing house.
As for the marketing system, the publishing house faces an equally ambitious task in this direction. The previously existing marketing was centralized (within the marketing and strategic development directorate). Now a single marketing service will be divided into three components: operational marketing (transferred to editorial offices working in certain segments and niches); trade marketing (transferred to the sales department); centralized marketing, which will remain directly subordinate to the general director of the publishing house. The functions of operational marketing of editorial offices will include: studying consumers, competitors, preparing promotion campaigns, interacting with specialized sales channels, receiving and analyzing information about new books in a timely manner. The tasks of centralized marketing will include planning, conducting and calculating the effectiveness of federal advertising and PR campaigns, implementing promotion programs, interacting with the media, and branding.
Certain functions will be delegated to the Trade Marketing Department of the Sales Directorate. These include research related to sales channels, the work of sales offices, merchandising.
This division of the marketing management system is already being implemented today. Editors know how to create books and have so far tied their competencies to this task alone. With the transition to a new management system, editors are required to have knowledge of finance, economics, marketing, and branding. To address the issue of education, various forms training, including a marketing and branding training program developed and implemented jointly with the Stockholm School of Economics, in which more than 20 employees participate.

Distribution of functions in divisions
In the structure of each division, its own marketing service is being formed (see Fig. 2). The division ensures the formation of marginal profit and return on investment. Responsibility for this task is carried by the director of the division, who has the authority to form the budget and manage it, coordinating the key performance indicators of the division and its employees (see Fig. 3, 4). Ideally, it is supposed to provide a uniform structure for all divisions of the publishing house (of course, taking into account the specifics of each of them). Among the main tasks of the divisions are: planning the release of products (both new books and reprints), determining the pricing policy for each unit of production, interaction with authors (including negotiating, financial relationships, concluding contracts, etc.).
There is a certain basis for such changes. Unlike other publishing houses, the editor of EKSMO was always responsible for the entire production chain: he decided how the book would be designed, on what paper it would be printed, etc. Thus, he was always a key figure in the business, which was the competitive advantage of EKSMO Publishing from the very beginning. Therefore, the transition to a new divisional structure will not have a significant impact on the management process and will not be something super complicated for us.
The current budgets of the publishing house are distributed according to applications, taking into account previous requests. In connection with the ongoing changes, the budget is divided into operating and investment. The investment budget includes advance payments to authors and a development budget (organizational development, introduction of new staff positions, etc.). Criteria for the division of budgets have been taken into account recently. The indirect costs of the publishing house do not apply to divisions. The performance of the divisions is assessed on the basis of marginal profit, taking into account the direct costs of book production and the direct costs of the division. The total costs of the publishing house are included in the cost of production.

Today, the share of the publishing house accounts for more than 10% of the all-Russian volume of Russian book production. The author's portfolio of the publishing house includes more than 1500 authors and is the largest in Russia.
"EKSMO" has its own printing base, being a shareholder of a number of leading enterprises in the printing industry, has a developed distribution network, established relationships with more than 2 thousand partners throughout the country and abroad, which provides the most favorable working conditions.

The need for any major change in the company must be explained to every employee. The transformation strategy was discussed with all key employees of the publishing house, both group and individual discussions were held.
There is understanding from the staff. However, any restructuring is associated with a temporary loss of operational efficiency, and the case of the EKSMO Publishing House is no exception. Nevertheless, the management and employees of the company understand what they want to achieve in the end, and plan to make changes quite smoothly and gradually over two years.
I would also like to note that when the work on the strategy began, it seemed that the structure of the publishing house, if not ideal, is close to ideal, and therefore no revolution will have to be arranged. Initially, it was planned to create a commercial department with centralized marketing and sales functions. This department would become a customer for the editorial office, figuring out what needs to be produced and in what volume, and forming an assortment.
But in the end, the company came to a completely different decision: it is necessary to go from the book, from the product being created, the “face” of which is determined by the editor. He also determines the volume of production and the range of books, and the sales department performs a technological function. At the same time, centralized marketing provides services by conducting advertising campaigns and providing PR support for published authors (see Fig. 5).

Secondary order changes
Based on the strategic goals set for the publishing house, key performance indicators for top and first level managers were identified. To date, information on these indicators is formed at the level of directors, and the next level of the system of indicators and motivation is being developed for leading specialists and heads of departments.

The publishing house is gradually mastering new niches. The area of professional literature allocated to a separate division generates sales that are smaller compared to other divisions. Nevertheless, the decision to separate was made on the basis that there is a great potential in this segment, which the publishing house plans to develop.