One of the most important areas for improving efficiency innovation activities enterprise is the introduction of social corporate technologies (SKT).

Social-corporate technologies are a system of coordinated interaction between employers and employees joint production activities, which is a set of methods for managing the economic, professional and social behavior of participants in corporate associations aimed at achieving common goals.

To the main directions of development of SKT on Russian enterprises should include:

Ownership participation (financial participation, including the transfer to workers on preferential terms shares of enterprises, participation in profits, etc.);

Participation in management

· training system of the enterprise;

Creation of an intra-company mechanism of labor motivation;

good will (honesty);

corporate citizenship.

Good-will is an integral part of the enterprise's intangible assets, included by appraisers in the total property of the enterprise.

The concept of Good-will includes a respectable history of the company; her business image; communications during external environment; brands associated with the name of the company itself; its public recognition; the prestige of working in it, etc.

All these characteristics are inherent in the above Japanese companies- Seiko, Honda, Canon, Matsusita, and American, for example, General Motors.

The Russian company "Novtekh" has yet to form its own good-will, especially since there are already the makings for this. This is both a favorable business image of the company and the responsibility of employees.

Let us define those SKTs that it is advisable to use in the mechanism of labor motivation in the implementation of innovative activities by the enterprise:

1. Formation of a motivating system of remuneration.

2. Development of the professional abilities of the employee, using learning in the process of work.

3. Promotion.

4. Personnel rotation. Staff rotation allows employees to become familiar with several activities. And if the worker who is engaged a certain kind labor, is not able to see the processes that require improvement, then due to the rotation of personnel, this probability increases several times.

5. Participation in working advisory bodies. The participation of an employee in advisory bodies broadens his horizons. Possessing a large amount of information, the employee more clearly sees the problematic areas of activity that require improvement or modernization.

6. Creation of an innovative division for the enterprise.

Firm "Novtekh" in the future seeks to create an innovative division - a scientific and engineering center (SIC). Also at this enterprise, the technology for developing the professional abilities of an employee is used, using training in the process of work.

But to improve efficiency innovation management it is necessary to apply other SKTs in this company, such as the formation of a motivating system of remuneration, promotion and rotation of personnel. This will solve the personnel problem in the enterprise.

The process of creating an innovation is discrete, constantly renewing and focused on a market that is unstable in terms of demand. Therefore, the management system and organizational structure of the innovation unit should be presented, first of all, with the requirements that determine it. market success(the ability to adapt to a changing market of innovations without gaps in profit). This implies efficient and flexible management of the following processes:

strategic control over the development of the “innovation-market” situation, which makes it possible to determine the main areas of concentration of resources and capital of the enterprise;

development of the project management system;

· constant support of an active innovation strategy, characterized by an incessant search for new scientific ideas and promising developments;

· Creation of an innovative management climate that predetermines the continuous search for something new, cultivates a "look outward", excludes attempts to "push through" ambitious projects that require unacceptable own investments;

· maximum decentralization of managerial powers while maintaining integration ties.

So far, Novtech has managed to find promising innovative projects, but in order to achieve greater success, it needs to develop a mechanism for an active innovation strategy and create an innovative management climate.

The growing market orientation of the innovative activity of firms is manifested in the spread of the practice of participation of consumers of science-intensive products in its development and development at various stages. innovation process. To a large extent, this is due, on the one hand, to the desire of manufacturers to provide a stable sales market, to have regular customers, and, on the other hand, the consumer can not only make his own adjustments to the innovation, but also control the entire course of development, production and development of innovation. In some cases, the customer can also act as the initiator of a new idea or technical task and take part in its solution, in particular, in determining the characteristics of a new product, creating its prototype. This leads to the establishment of stable relations between the manufacturer and the customer, when the manufacturer becomes not just a supplier of certain products, but a participant marketing activities focused on the needs of the end user. This effective method is used in the Novtekh company we have considered.

The term "innovation management" is associated with the adaptation of innovations themselves (innovation processes, activities, changes), implies a set of measures to stimulate innovative ideas and implement them in the framework of production, service and other processes in the enterprise. The object of management is innovative ideas, developments, new products, personnel and its potential, etc.

With this approach, the system of innovation management mechanisms can be represented by the following functional groups: mechanisms for organizing innovation activity, organizational structure of the enterprise; development and implementation of innovations; financing of innovative activity; motivational and stimulating innovation mechanisms; technology transfer mechanisms; intellectual property; mechanisms for planning innovative activities and control; mechanisms of interaction between the participants of the innovation process .

Among the most important are the mechanism for organizing innovation activity and the organizational structure of the enterprise.

The organizational structure is a set of departments and services involved in building and coordinating the functioning of the management system, developing and implementing management decisions on the implementation of a business plan, an innovative project. The main factors that determine the type, complexity and hierarchy (number of management levels) of the organizational structure of an enterprise are:

Scale of production and sales volume;

Nomenclature of manufactured products;

Complexity and level of unification of products;

The level of specialization, concentration, combination and cooperation of production;

Degree of infrastructure development in the region;

International integration of the enterprise.

There are many approaches to determining the types of organizational structures in an enterprise, however, in our opinion, the most optimal is the division into the following main types: a hierarchical type of management structures, an organic type of management structures, a multidimensional organizational structure and an organizing chart of L. Ron Hubbard's seven divisions. Types of organizational structures are shown in Figure 2.

Figure 2 - Types of organizational structures

At JSC "Minsk Sparkling Wines Plant" the organizational structure is a hierarchical type, a linear-functional subtype.

The most complete formulation of the principles of operation of the hierarchical type of management structures, in our opinion, was given by the German sociologist Max Weber, namely:

The principle of hierarchy of management levels, in which each lower level is controlled by a higher one and is subordinate to it;

The principle of compliance of powers and responsibilities of management employees with a place in the hierarchy, which follows from it;

The principle of division of labor into separate functions and specialization of workers according to the functions performed;

The principle of formalization and standardization of activities, ensuring the uniformity of the performance of their duties by employees and the coordination of various tasks;

The principle of impersonal performance by employees of their functions arising from it;

The principle of qualification selection, according to which hiring and dismissal from work is carried out in strict accordance with qualification requirements.

The linear-functional structure of the enterprise management consists of the following units:

Linear units that carry out the main work in the organization;

Specialized service functional units.

Linear links make decisions, and functional units inform and help the line manager in developing specific issues and preparing appropriate decisions, programs, plans for making specific decisions.

Functional Services bring their decisions to the executors either through the top manager, or (within special powers) directly. As a rule, functional services do not have the right to independently give orders to production units. Functional services carry out all the technical preparation of production; prepare options for solving issues related to the management of the production process; release line managers from planning, financial calculations, logistics of production, etc.

The linear-functional management structure has a number of advantages:

Rapid implementation of actions on orders and instructions given by higher managers to lower ones,

Rational combination of linear and functional relationships;

Stability of authority and responsibility for personnel;

Unity and clarity of command;

Higher than in a linear structure, the efficiency of making and implementing decisions;

Personal responsibility of each manager for the performance results;

Professional problem solving by specialists of functional services.

The main disadvantages are the following:

Lack of links dealing with issues strategic planning; in the work of managers at almost all levels, operational problems dominate over strategic ones;

A tendency to red tape and shifting responsibility when solving problems that require the participation of several departments;

Little flexibility and adaptability to changing situations;

The criteria for the effectiveness of services and organizations are different;

The tendency to formalize the assessment of the effectiveness and quality of the work of units leads to the emergence of fear and disunity;

A large number of "management floors" between workers producing products and the decision maker;

The inability to quickly resolve issues that arise between various structural divisions;

Increased dependence of the results of the organization on the qualifications, personal and business qualities of top managers.

IN modern conditions the disadvantages of the structure outweigh its advantages. Such a structure is poorly compatible with the modern philosophy of quality.

The solution to the problems that arise in an organization built according to a linear functional scheme was found in the construction of an organic type of a matrix-type management structure.

main property management structures organic type is their ability to change their shape, adapting to changing conditions. When introducing these structures, it is necessary to simultaneously change the relationship between the departments of the enterprise. If, however, the system of planning, control, distribution of resources, leadership style, methods of staff motivation are preserved, and the desire of employees for self-development is not supported, the results of the introduction of such structures may be negative.

Transforming the linear functional structure management at MZIV OJSC into a matrix structure, we assume that it will contribute to frequent restructuring associated with the introduction of the latest technological processes and more productive technological equipment.

Being a combination of project and functional structures, the matrix organization can take on a wide variety of forms, depending on which "edge" of the organizational spectrum it tends to in each case. Matrix organizational structures usually differ in terms of the scope of authority of the project manager (or the person responsible for implementation, not always the project manager), the number of organizational resources involved in project activities, the existence and role of a permanent project management staff.

At the left end of the spectrum of matrix organizations is a weak matrix, more like a functional structure. The project in this case can have only one permanent employee - the project manager. In the weakest matrices, even the project manager may be involved only temporarily, and sometimes the project may not have any at all. permanent leader, moving from one department to another and changing the current responsible executor. The Project Manager may be called the Project Manager and act as the project's communications center. He also translates the complex scientific and technical problems of the project into economic language. In some cases, the project manager deals with the purely technical side of the matter, sometimes controls the budget of the entire project.

The number of organizational resources attracted on a permanent basis for the implementation of the project is very limited or equal to zero. Instead of assigning an employee to a project, a functional unit can rent out its resources. The project manager may need engineering support, special software, equipment for testing and verifying products, which may be available to the functional department, transferring them to the use of the project manager for the duration of a particular task.

A strong matrix structure is characterized by the fact that the project manager has great rights and powers to manage the project, projects involve from 50 to 95% of all organizational resources of the enterprise, the project manager (in a strong matrix he is most often called a project manager) functions on an ongoing basis and most often has its own staff.

Between strong and weak matrix structures, there is a wide variety of different organizational structures that can be conditionally designated as balanced matrices, in which the project manager has balanced functional leaders powers, the amount of general organizational resources used in projects ranges from 15 to 60% of their total volume. The Project Manager is a full-time employee and may have temporary staff.

To develop a new organizational structure at JSC "Minsk sparkling wine factory" we have chosen a balanced matrix organizational structure, which, in our opinion, most successfully approaches the activities of a food industry enterprise.

The transformed organizational structure of the enterprise JSC "Minsk sparkling wine factory" is shown in Figure 3.

The main advantages of the created matrix organizational structure are the following:

Focus on design goals and demand;

More efficient current management, the possibility of reducing costs and improving the efficiency of resource use;

More flexible and efficient use of the organization's personnel, special knowledge and competence of employees;

Relative autonomy of project teams or program committees promotes the development of decision-making skills among employees, managerial culture, professional skills;

Improving control over individual tasks of the project or target program;

Organizational registration of any work, one person is appointed - the "master" of the process, serving as the center of concentration of all issues related to the project or target program;

The response time to the needs of the project or program is reduced, since horizontal communications and a single decision-making center have been created

Figure 3 - Organizational structure of JSC "Minsk sparkling wine factory" (matrix)

Note: a) project management scheme in the enterprise management system; b) project management scheme

The disadvantages of the created matrix organizational structure:

Difficulty in establishing clear responsibility for work on the instructions of the unit and on the instructions of the project or program (a consequence of double subordination);

The need for constant monitoring of the ratio of resources allocated to departments and programs or projects;

High requirements for qualifications, personal and business qualities workers working in groups, the need for their training;

Frequent conflict situations between heads of departments and projects or programs;

The possibility of violating the rules and standards adopted in functional units due to the isolation of employees participating in a project or program from their units.

In order for the JSC "Minsk sparkling wine factory" to be innovative, it is necessary not only to unite various divisions around the innovation process, but also to create and strengthen their networking with consumers, suppliers, and other institutions. For this, it is necessary to use the methods of network planning and management (SPM).

Network planning and management is intended for the operational management of the activities of teams of people in the production process. The use of SPM leads to an improvement in the quality of planning and effective management complex work packages.

The list of innovative activity projects can serve as the main areas for the application of SPM in an enterprise.

The STC system should consist of an organizational structure and information system management.

The organizational structure of the management of the STC system includes:

Management of all levels;

SPU service, formed in the structure of the enterprise management apparatus;

Responsible executors who are directly responsible for the implementation of a certain part of the work package;

Computing center (settlement group).

Supervisor top level SPU at the enterprise - Chief Engineer. It determines the target event of the entire complex of works on the basis of its characteristics and purpose, the established deadlines for implementation and material, labor and financial resources, and also appoint responsible executors for separate sub-complexes of work. Performers are also sources of information on the basis of which planning and control in the STC system is carried out. Responsible executors - heads of shops, OGK, OGT, OGM.

Responsible executors in the SPM system draw up primary network schedules for the work objects assigned to them, evaluate the status of these works and provide input information to the SPM service.

The STC service, in our opinion, should be created as an independent structural unit within the framework of the project management scheme. The STC service should include technologists, mechanics who know technological sequence performance of work, economists. It must have operational communication with all departments of the complex of works and with the computer center serving this system management.

In the planning process, the SPM service will provide the main part of the work on creating a network model of a project work package, organize its processing on a computer, and will give recommendations on the rational allocation of resources and scheduling.

The information system includes:

Network schedule of the complex of works;

Technical means of the system;

Input and output information.

The functions performed by the responsible executors in the STC systems are very specific and differ significantly from the nature of their main activity. Therefore, in order for the STC system to function normally, the rights and obligations of employees of its constituent parts must be regulated by approved instructions.

The regulation on the STC service should clearly define its tasks and functions as a research unit for the development and implementation of a machine method for planning and managing work packages using network diagrams.

The functioning of the SPM system can be divided into 2 stages: the stage of developing the initial plan and the stage of operational management of the progress of work.

For the functioning of the SPM system at the stage of developing the initial work plan, 6 stages can be distinguished:

1) development of technical specifications for the planned set of works;

2) the formation by the responsible executors of the initial information on the sub-complexes of work assigned to them;

3) development by the STC service of an integrated network schedule based on the initial information received from the responsible executors;

4) verification calculation of the parameters of the complex network diagram;

5) bringing the parameters of the complex network schedule in accordance with the given restrictions (optimization according to the criterion "time-resources");

6) approval of the initial plan of the complex of works and bringing it to the responsible executors.

The proposed schematic diagram of the operation of the SPL system at JSC "Minsk sparkling wine factory" at both stages is shown in Figure 4. The diagram clearly identifies all the structural elements of the SPL system, interconnected by channels of direct and feedback, through which the flow of information necessary for the development of the initial work plan is carried out. The stages of the functioning of the SPM system at the stage of developing the initial work plan are shown in the figure as a figure in a solid circle, and the stages of the operation of the SPM system at the stage of operational management of figures in a dashed circle.

The functioning of the STC system at the stage of operational management begins with the approval of the initial work plan, bringing it to the responsible executors and the start of the first work based on the initial network event.

The process of operational management can be divided into the following periodically repeated stages:

1) issuance of tasks to responsible executors and the formation of operational information by them;

2) collection of operational information;

3) processing of operational information by the STC service and compilation of summary reporting data on the progress of work;

4) analysis of the actual progress of work by the STC service and adjustment of the network model;

5) approval of the network model after adjustment by the project manager and the issuance of tasks to responsible executors for the next period.

To analyze the effectiveness of the functioning of the SPM system, it is proposed to use the project management efficiency ratio, calculate the costs of developing, implementing and operating the SPM system, the coefficient of economic efficiency.

Project management efficiency ratio for the entire period of work on network diagram should be determined by the following formula:

Figure 4 - circuit diagram functioning of the STC service

where - the planned time for the execution of work;

The value of the critical path at a point in time;

The number of periods for collecting information on the network diagram.

Project management according to the SPM system can be considered effective at 0.5<<1. Руководству проектов всегда следует стремиться принимать настолько эффективные решения, чтобы значение коэффициента эффективности управления было как можно ближе к единице.

The main economic effect of the use of SPM systems is to reduce the time for the implementation of project work packages. However, in our opinion, this is not always beneficial. Therefore, an increase in the duration of work to a certain limit reduces the cost of these works, and a reduction, on the contrary, increases it. Therefore, it is necessary to compare all the additional costs of the enterprise associated with the design, development, and implementation of the STC system, with the savings resulting from the introduction of this system at the enterprise.

The costs for the development, implementation and operation of the SPL system at JSC "Minsk sparkling wine factory" can be one-time, that is, they are made once, and can be determined by the formula:

where - the costs associated with organizing the preparation for the implementation of the SPL system (expenses for contractual work with scientific organizations and developers of SPL systems, training personnel in SPL methods);

Coefficient taking into account the share of costs for organizational preparation for implementation i th SPM system (the ratio of the number of employees involved in the development of the system to the total number of employees trained in SPM methods during the period of preparation for the development and implementation of SPM systems);

Costs for the acquisition, installation and launch of the necessary technical means;

Coefficient that takes into account the use of technical means in the STC system (the ratio of the annual fund of the operating time of technical means for the needs of the STC to the annual fund of the operating time of technical means intended for the needs of network planning.

The coefficient of economic efficiency is determined by the formula:

Profit from the use of STC systems;

Costs for the development, implementation and operation of the STC system.

These coefficients will make it possible to assess and identify shortcomings in the functioning of the SPU system at the Minsk Sparkling Wines Plant OJSC.

Introduction

The innovation management system is a key combination of economic, legal and other factors that determine the competitive advantage of an enterprise. The competitive status of an enterprise determines its market position. A competitive enterprise, firstly, is that the elements of the strategic potential are properly developed; Secondly, the enterprise must answer a series of questions about how best to use the environment in order to maintain its competitiveness and maintain it at a high level.

Therefore, today there is not enough information about what kind of management system should be in processing enterprises. However, one of the reasons for the deep crisis in all sectors of the agro-industrial complex, during the years of reforms, changed the management structure. Therefore, it is clear from the following that the sectoral principle of the process industry management structure does not meet modern requirements: First, the sectoral aspect is the development and formation of broader units, labor costs in narrow specialized activities do not guarantee a scientifically based workforce of employees, but the combination functions are carried out only at the enterprise level;

Secondly, it is necessary to prepare a deeper level of staffing for each branch of the branch of different industries. However, in most cases, the level of education of employees does not meet the stated requirements; leading to a decrease in the level of management, which specifies the monitoring activities of state bodies in the management of the processing industry in the form of an industry unit;

Thirdly, excessive hierarchical levels of management, distribution of power, implementation of managerial decisions and acceptance of orders lead to an unreasonable increase in the number of groups;

Fourth, the inadequacy of departments leads to duplication of similar functions as each branch, which leads to a significant increase in the overall functionality of the workforce, participates in technological, organizational, economic and other activities, and also leads to an increase in management costs and a decrease in management efficiency. At the same time, any companies that carry out production activities in a market economy must be integrated into complex functions, including comprehensive market research, sales organization, customs and legal work, advertising, research and forecasting, financial support, financial and commercial organization of settlements, organization and control of money circulation, organization of lending, taxation, settlements and payments, development of other off-budget funds, it is necessary to effectively introduce new computer technologies. By integrating such functions, a certain part must be objectively implemented at the regional level.

The main direction of the innovative development of domestic enterprises today is scientific, technical and production activities (introduction and analysis of new products, modernization and production of products, removal of old products from production):

That is why a good product is not enough for company managers, they need to focus on the emergence of new technologies and plan to incorporate them into their enterprise so as not to fall behind their competitors. The introduction of innovation management here involves: an innovation program and plan analysis, monitoring and implementation of new product development; consideration of a project to create a new product; carrying out a unified innovation policy, coordinating the activities of production units in these areas; providing financial and material resources to an innovative service program; provision of innovative services by qualified personnel. Temporary task forces should be set up to address complex innovation challenges, from idea to production of the product chain. Today, the competitive position of processing enterprises in the market determines the attitude of the consumer towards the enterprise and its products, which affects the volume of sales in the market. This can be achieved by enterprises with an established innovation management system. This system aims to achieve goals; stimulating the introduction of innovations in production; planning; organization of work on the introduction of innovations; control over the introduction of innovations in production problems, from idea to production of product chains.

One of the measures to improve the management system of the processing industry, which has a significant impact on the effective functioning of the agro-industrial complex in the region:

regional authorities of industrial management can create a bank of complete statistical information about the constant additions and updates of all necessary information, as well as solve many of the key tasks in the field of existing law, necessary to represent the interests of the government;

To increase the share of deep processing of own goods and the convergence of the structure of the commodity market in the structure of developed countries;

Processing of agricultural products produced in the region to maximize the use of production capacity, as well as other areas that can do it abroad based on production volume and new technology to improve the competitiveness of hardware manufacturing, to facilitate rapid upgrade;

Supply of raw materials and materials for technical organizations from regional and non-regional sources;

Organization of foreign economic activity;

Customs and tax adjustments;

Regional financial management in accordance with market principles;

Formation of an alternative legal framework;

Selection and training of personnel;

Improvement of interbudgetary relations;

Improving interaction with government structures

In addition, enterprises must have a structure, deadlines, resource support, a system of action plans that is clearly responsible for the implementation of relevant activities that can create a mechanism for improving the management of innovation processes. The regulations issued by the enterprise must be clearly defined at different levels of the organizational structure, as well as in the management structure, financing.

The organization and management of the innovation process in an enterprise depends on a number of factors, including the level of development of the innovative potential in the enterprise. The level of development of the innovative potential of the enterprise, where working literacy, research, development in the situation (research and development work in the integrated function of stimulating innovation in all sections), system stability, on the introduction of a new product is characterized by sufficient funds for the implementation of innovative projects .

In the process of developing innovative potential, the department of innovative development should play an important role. This unit must have a specific organizational structure and specially trained personnel with a special status. It is necessary to create a special organizational unit in the management structure of the innovation unit, which will allow the adoption of the organizational plan as a new opportunity. The innovative work of the department includes the analysis of information about innovations, the development of strategic programs and promising solutions, the planning of new innovations, and the adaptation of the production process to new rules. In addition, highly qualified scientific personnel in an organization must be confident in maintaining trade secrets, focusing on the needs of end users and on initial production capabilities for scientific research. Because the activities of qualified personnel, aimed at scientific research, will contribute to the continuous improvement and modernization of production methods.

Therefore, the introduction of an innovative development unit into the organizational structure of the processing industry is of decisive importance for the further development of the innovative activity of the enterprise. The structure of the innovation development department should include specialists who perform the tasks of the innovation development manager with the head of the innovation development department and clearly define the key tasks of special training.

The sequence and interconnection of the main services in the innovation management system of processing enterprises are implemented in the reverse order. Here, the management system works by formulating a system of goals and objectives of innovation activity for a certain period of time. Therefore, the goal is to achieve the desired status of the innovation system at the planned stage. It should become a tool for integrated planning and coordination of innovation activities at subsidiaries directly involved in the development of innovations. However, it is necessary to create a new system of motivation for personnel in innovative activities. That is, a sense of self-respect in motivating employees helps to strengthen the individual. In addition, social benefits and benefits will have a significant impact on employee salaries. They serve the social protection of employees and allow the company to attract qualified personnel. Even by offering them material benefits, private enterprises should not restrict developers in the field of professional activity. Because unrealized scientific and social discrepancies can reduce the motivation of employees. At the same time, it is necessary to introduce a preferential working regime for leading specialists. Because they can continue their academic career in parallel, so it is necessary to conduct training events, participate in scientific conferences, defend research work based on the firm's internal research. The core creative should always be able to work up to 15% of their time and focus on professional development.

In addition, the introduction of a competitive bidding system should encourage winners: improve their service, award awards, and pay wages. Encourage incentives for innovators to promote innovation by encouraging innovators to publish their ratings, publicly award ratings, promote diplomas, encourage gifts and famous titles for promotion; As an honorary innovator, the author's idea can be added to the coordinating board for quality assurance at any given time. Moral and material incentives must be documented in a special document of the enterprise. Moral support should not be separated from the material. The personnel management service should work with managers. An employee's innovation potential can come in many forms, but it needs to be channeled into a normal leadership channel. Innovation leaders must be the head of staff. At the same time, the time spent on research, production, introduction into production, development, production, consumption in industrial enterprises to accelerate the innovation process gives high results in its management. Currently, legal, regulatory and legal documents are being adopted to organize and manage financial and economic mechanisms of innovative development. However, there are conditions that hinder innovation processes. This:

Insufficient funding of scientific, scientific-technical and innovative activities;

Insufficient number of specialists and services sector;

Weak qualification of specialists in science and production;

Insufficient information provided by industrial and scientific and technical institutions;

Lack of a scientific basis for accelerating innovation in processing enterprises.

These are the reasons that block innovative processes and, therefore, hinder the development of the processing industry. It should be based on economic policy priorities that include innovation policy, including measures to control and reform the process of innovation in technology, management and analysis, which are interpreted as a set to reduce negative processes that reduce innovation in the enterprises in question. legal basis; innovation management and incentive system; sufficient funds; strengthening the material and technical base of scientific and technical organizations; creation of scientific infrastructure .

Thus, the system for managing innovative processes in the processing industry should function and develop within the framework of industrial and innovative projects. Republic of Kazakhstan in the development of an innovation system, which is in a parity public-private partnership aimed at integrating the business sector of the economy, state resources and forces for the development of innovations in the processing industry. Taking into account the entire system of economic development of the industry as a model of science and education, it should be borne in mind that science plays a key role in all processes of society. At the same time, the main measurements of educational institutions are the quality of training of scientific potential, the ability to solve the organizational and economic problems of the industrial development of the republic and the active, therefore, the services provided in the field of science and education are diverse, but interconnected. Therefore, the mechanism for improving the research system should focus on the following:

Implementation of the results of research work in the economic circle, protection of intellectual property, development of innovative activity, determination of research priorities, substantiation of an effective system for the distribution of financial, material and labor resources;

Concentration of research in key areas of industrial production;

Further modernization of the material and technical base of research institutions;

Support for scientists and scientists in the field of science;

Increasing the periodic funding of scientific research, bringing it closer to the level of developed countries.

The ultimate goal of science is to create scientifically proven technologies that provide the highest quality products at minimum world standards. The strategic goals of scientific research, education, system implementation should be determined on the basis of a detailed study of the requirements of industrial structures, the creation of new models of internal and external markets, the determination of the required quantity by actually assessing the effective activities of the organizations involved in production processes.

The main purpose of the proposed mechanism is to intensify innovation and increase the competitiveness of products manufactured in the industry. Its implementation is carried out at the micro, meso and macro levels of management on the basis of relevant regulatory legal acts in the field of innovation. There are four groups in this mechanism:

Figure 1 - The mechanism for managing the innovation process in the processing industry

1. Financial support of the innovation process - the study of financial resources that may be involved in the innovation process, analysis of the conditions and directions for their mobilization;

2. Legal support - the formation of a favorable legal framework necessary for the implementation of the innovation process;

3. Information support is a timely management impact on the process of creating and implementing innovations aimed at providing sufficient and accessible information to the regulatory authority.

4. Organizational support aims to create an organizational structure to achieve goals.

The main methods and tools are direct (simplified lending, budget financing, subsidies, interest-free loans, government order) and indirect (simplified taxation, property support, pricing and tariff regulation, financial support for training and retraining, risk insurance) methods of influence, as well as organizational (creation of specialized structures that ensure interaction between participants in innovative activities), planning (strategy, program, roadmap for the development of innovative activities), legal (regulatory framework), administrative (control, licensing experience, innovative projects and make the process of implementing innovative projects) and information (databases, advisory services) to create a system of approaches.

Results and discussion

Manufacturing innovation process management, organizational and economic directions of the main ways and means to improve the mechanism of innovation activities of enterprises is the use of targeted support of the principle, which takes into account the level of participation. It will provide comprehensive support to enterprises at all stages of the innovation cycle for innovative development and implementation. Development and implementation of innovations, taking into account the level of involvement of enterprises in the industry for innovative ways to improve the management of the following approaches (table 1).

The level of participation of enterprises in the innovation process	Content of methods and tools for managing innovation processes
Enterprises that operate in high-grade innovation	1. Obtain an innovative product certificate to access the global market; 2. Providing the enterprise with a state order; 3. Providing tax incentives for the export of innovative products; 4. Marketing research on potential markets for innovative products; 5. Creation and development of the information portal.
Enterprises operating at the semi-innovative stage	2. Implementation of a database on the conditions for providing credit resources to financial and credit institutions; 3. advisory support for obtaining financial resources for the implementation of an innovative project; 4. Services in the field of commercialization of innovative products and international patenting; 5. Creation and development of the Center for Innovative Development in the industry.
Enterprises that do not participate in the innovation process or operate at one stage of the innovation process	1. Providing tax incentives to enterprises implementing innovative processes and subsidizing interest rates on loans; Creation of a single information portal on measures of state support for innovation; 3. Assistance to enterprises in interaction with innovative infrastructure facilities; 4. Organization of continuous cooperation with enterprises aimed at the process of creating and implementing innovations in the enterprise.
Note. The study was done by the author

Thus, the lack of own financial resources, the unattractiveness of the industry for investors, as well as the high level of depreciation of fixed production assets, due to the lack of highly qualified specialists in the industry to develop an innovative process to address issues of public administration and local self-government, use economic, organizational and information tools in this complex in the industry should be supported.

conclusions

By introducing such measures, we need to improve the enterprise competitiveness process based on innovation management to improve the innovative competitiveness of processing enterprises in the agricultural sector.

Innovative Smart Grid Technologies Conference // IEEE power and energy magazine. - 2011. -Vol. 11, #1. – P.43

Koshanov A. Forced industrialization and innovation strategy // Thought. - 2011. - No. 5.- S. 29-36.

Fatkhutdinov R.A. Innovation management: a textbook for universities. - 6th ed. - St. Petersburg: Peter, 2011. - 448 p.

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FEDERAL AGENCY FOR EDUCATION

State educational institution of professional higher education

RUSSIAN STATE UNIVERSITY FOR THE HUMANITIES

Branch of the Russian State Humanitarian University in Vsevolozhsk

Improvement of personnel management systems based on innovations

by discipline:

Innovation management

5th year student of the MVs group - 51

Kolevatova Natalya Viktorovna

Scientific director

Sycheva S. M.

Vsevolozhsk 2010

Content

Introduction
2. Improving the personnel management system for basis of innovation
Conclusion

Introduction

Recently, enterprises have paid special attention to the organization of the system and the process of personnel management. As a result, many enterprises are beginning to rebuild their existing HR systems. But far from everywhere these changes increase the efficiency of the work of the staff and correspond to the actual needs of the organization. This is due to the fact that the personnel management system of an enterprise often changes without a preliminary analysis of its work, without scientific justification and understanding of the need for any changes.

In order for changes in the personnel management system to be truly effective, it seems reasonable to consider the personnel management system from the point of view of innovation. There are many approaches to the definition of innovation, and in the scientific literature the concept of innovation is covered in some detail. However, most of the works are devoted to product innovations, and there are almost no works that consider the personnel management system as an innovation.

In this control work, the essence of the personnel management system is considered in order to figure out how to improve the system based on innovations.

1. Personnel management system

In order to consider the personnel management system from the point of view of innovation, it is necessary to define the personnel management system in general.

Personnel is an integral part of any organization, because any organization is an interaction of people united by common goals. Personnel management, however, as well as the organization as a whole, is a necessary element of this interaction. Based on this, we can talk about personnel management as a system that has an object and subject of management, between which there are organizational and managerial relations, as well as management functions that are implemented through a system of certain methods.

Personnel management, being social, contains several aspects. In particular, the following aspects of personnel management are distinguished:

technical and economic - reflects the level of development of a particular production, the features of the equipment and technologies used in it, production conditions, etc.;

organizational and economic - contains issues related to planning the number and composition of employees, moral and material incentives, the use of working time, etc.;

legal - includes issues of compliance with labor laws in work with personnel;

socio-psychological - reflects the issues of socio-psychological support for personnel management, the introduction of various sociological and psychological procedures in work practice;

pedagogical - involves solving issues related to education

personnel, mentoring, etc. Egorshin A.P. Personnel Management. - N.Novgorod: NIMB, 2008. - p. 54.

The concept of personnel management contains the basic principles of management and its general focus, its provisions are unique in a single organization, but, nevertheless, the content of personnel management includes elements that are common. So, the content of personnel management includes:

Determining the need for personnel, taking into account the development strategy of the enterprise;

Formation of the numerical and qualitative composition of personnel (recruitment, selection and placement of personnel);

personnel policy (principles for the selection and placement of personnel, conditions for hiring and firing, training and advanced training, assessment of personnel and their activities);

· the system of general and professional training of personnel;

adaptation of employees at the enterprise;

payment and stimulation of labor (forms of remuneration, ways to increase labor productivity, etc.);

assessment of activities and certification of personnel;

· personnel development system (training, career planning, etc.);

formation of a personnel reserve;

organizational culture of the company, as well as interpersonal relations between employees, administration and public organizations

The personnel management system is an indispensable component of the management and development of any organization, it is objective, because arises with the emergence of the organization itself and is independent of someone else's will. Being, in fact, one of the most important subsystems of the organization, the personnel management system determines the success of its development.

In order to better understand what the personnel management system is and how to achieve its most effective functioning, it is necessary to consider it in the consistent unity of all approaches to personnel management.

For effective functioning, the personnel management system must be built on scientifically based principles, must use the best methods and technologies that correspond to the principles underlying it, and also not contradict the general concept of the organization's development.

2. Improving the personnel management system based on innovation

Changing, improving the personnel management system is a complex process that requires taking into account many variables. At the same time, it is advisable to consider the change in the personnel management system from the point of view of innovation.

A management innovation that can be defined as "any organized decision, system, procedure or method of management that differs significantly from established practice and is used for the first time in the organization." Maslov E.V. Enterprise personnel management. - M.: INFRA-M; Novosibirsk: NGAEiU, 2002. - p. 56. At the same time, it must be taken into account that novelty correlates with management practice in this particular organization.

In this regard, it seems appropriate to highlight the features of the innovation process, namely: targeted nature (orientation to specific tactical and strategic goals of the organization), riskiness (the factor of uncertainty of the result), conflict (between the old and the new) and multidimensionality (changes in one subsystem of the organization cause changes in other subsystems and in the organization as a whole). Structuring the innovation process, one can build the following scheme: determining the need for innovation - research - development - implementation - use.

The need for innovation can be realized both under the pressure of external factors (increased competition, changes in the economy, the emergence of new legislative acts, etc.) and internal (decrease in productivity, the presence of conflict situations, etc.). After realizing the need for innovation, it is necessary to conduct diagnostics (collect relevant information) in order to determine the true causes of problems. To eliminate the identified problems, an "innovation team" is formed, which searches for new and unique solutions to these problems, i.e. directly engaged in the development of innovation. At this stage, it is necessary to take into account the factors hindering and facilitating innovation activity (see Table 1. on p. 7).

Table 1. Factors that hinder and promote innovative activity Personnel management service / interactive Internet magazine / Surovikin N.V. - Electron. Dan., 2004. Access mode: http://www.bizeducation.ru/, free

Group of factors	Factors hindering innovation activity	Factors contributing to innovation
Feasibility studies	Lack of funds to finance risky projects; weakness of the material - and scientific - technical base; lack of reserve capacity; dominance of the interests of existing production	Availability of a reserve of financial and material and technical means; availability of the necessary economic, material and scientific and technical infrastructure; encouragement for innovation
Legal	Legal restrictions	Legislative measures (benefits) that encourage innovation
Organizational and managerial	Established organizational structures; excessive centralization and conservative management; hierarchical principles of building organizations; the predominance of vertical information flows; indicative planning; departmental isolation, the difficulty of intersectoral actions; rigidity in planning; focus on established markets; focus on short-term payback; the difficulty of coordinating the interests of participants in innovation processes	Flexibility of organizational structures; democratic management style; the predominance of horizontal information flows; allow for adjustments; decentralization, autonomy, formation of inter-organizational, mutually-targeted, problem groups
Socio - psychological	Resistance to changes that can cause such consequences as a change in status, the need to find a new job, restructuring of established ways of activity, violation of stereotypes of behavior, established traditions; fear of uncertainty; fear of punishment for failure; resistance to everything new that comes from outside ("foreign invention syndrome")	Moral encouragement, public recognition; providing opportunities for self-realization, creative work

The development of an innovation ends with its implementation. During the implementation process, it is determined by means of control mechanisms to what extent the planned changes help to correct the unsatisfied state of affairs, how they are perceived and how their implementation can be improved. Thus, in the process of implementation, the innovation may undergo some changes in order to achieve higher efficiency. Also, in the process of introducing an innovation, it is necessary, using incentive mechanisms, to achieve support and acceptance of the innovation by the staff.

Implementation is the most difficult stage of the innovation process. There are parameters by which it is possible to analyze the complexity of introducing an innovation: the difference between the new and the old; the extent and interconnectedness of change; the need for a targeted activity program; uncertainty, unforeseen problems and opportunities. In general, the problem of implementation contains several aspects, namely:

Delay in time of necessary organizational reorganizations;

· low efficiency, and sometimes simply non-viability of innovations in management;

· a significant gap between the development of management theorists of new systems and management methods and their use in practice.

The main reasons for the manifestation of problems in the implementation of managerial innovations are:

· inconsistency of the purposes, motives of activity, interests of participants of innovative process;

staff resistance to the new;

the emergence of bureaucratic barriers to the introduction of managerial innovations;

· unsatisfactory work of innovation developers and specialists organizing the process of its implementation.

The decision to introduce an innovation largely depends on the properties of the organization itself. Those of them who master new methods and forms of management more often and faster are more receptive to innovations and have greater innovative potential.

The decisive factor in the effective implementation of innovation is the organization's personnel and their attitude towards it. Therefore, the task of managers in the implementation of innovation is to form the psychological readiness of the personnel, which manifests itself in the awareness of the production and economic necessity of implementing innovation, the personal and collective significance of innovation, as well as ways of personal involvement in the implementation of innovation.

There are six forms of attitude of employees to innovations:

Acceptance of innovation and active participation in its implementation;

passive acceptance of innovation;

passive rejection of innovation;

Active rejection of innovation, opposition;

Active rejection associated with countering the innovation;

· extreme forms of non-acceptance of innovation (ignoring and sabotage of the introduction of innovation). Bychin V.B. Personnel in the management of radical innovations in the organization - M .: Inform-Knowledge, 2006. - 400s.

These positions are formed on the basis of psychological barriers that must be taken into account when introducing innovation. It should be borne in mind that staff resistance to innovation is due to three main reasons: uncertainty, a sense of loss, and the belief that change will not bring anything good. Therefore, in the innovation process, the maximum support of the personnel from the management and providing it with the fullest possible information about the upcoming changes is necessary.

It should also be noted that the resistance to change is directed in proportion to the strength of the breaking of the culture and power structure, passing because of the changes. Therefore, innovations need to be introduced in stages, because An organization and its people can only endure a limited number of changes per unit of time.

In general, the main issue in the management of development work is the balance between change and stability. The main thing in development management is the ability to see the state of the organization's goals in dynamics. A goal is a direction, not a destination, so achieving a goal involves a constant readiness for change and a response to the need for internal and external change. You have to get used to the changes.

Considering the personnel management system as an innovation, we can conclude that it has features inherent in any innovation in general. Firstly, changes in the personnel management system are aimed at solving certain problems, in accordance with the organization's development strategy. Secondly, it is impossible to determine in advance the exact result to which they can lead. Thirdly, changes in the personnel management system can cause conflict situations associated with the resistance of employees, their rejection of innovations. And, finally, changes in the personnel management system give a multiplier effect, i.e. cause response changes in other subsystems of the organization, due to the fact that they concern the main leaving organization - its employees.

Thus, the personnel management system in the process of its development goes through all the stages that make up the innovation process. And although there are no unified forms of building a personnel management system, and each system in a single organization is unique, it is possible to single out the general stages and features of the personnel management system as an innovation.

So in order for the development of personnel management to have a manageable, regulated character and give the necessary qualitative changes, it must occur on the basis of scientific principles and be consistent. Based on this, the design of a personnel management system should begin with the formation (selection) of the concept of personnel management, building its model, as well as developing a strategy and policy for personnel management.

The personnel management model can be represented as a scientifically based description of personnel management (its state, structure and process) that meets the specified requirements and is planned to be built in the future. The model describes in detail the main elements of the personnel management system and their interrelationships.

The personnel management strategy is a set of guidelines, directions, areas, methods and rules of activity in the field of management established in accordance with the model for a certain (quite long) period, this is a kind of "bridge" between the theory and its practical implementation" Ovchinnikova T. Novaya the paradigm of personnel management in a transitional economy. / Personnel management. - 2001. - No. 7. - P.34-39. .

The personnel management policy is a system of goals, principles and the forms, methods, and criteria for working with personnel arising from them. The chosen strategy is implemented with the help of the personnel management policy (personnel policy).

As for the concept of personnel management, it was considered earlier. However, I would like to note that before defining the concept of future changes, it is necessary to realize the need for innovation, assess the available resources, identify the capabilities of the organization and the existing personnel management system, and determine the main direction of change (the most optimal of the alternatives). And here I would like to say that the concept of personnel management reflects the vision of the general management of the organization, and the personnel management system is designed to transform it into really working and effective management mechanisms.

When developing a personnel management system, it is necessary to take into account certain principles of construction, as well as determine the factors in which one or another variant of personnel management gives the desired result, because. different organizations, having their own internal specifics, carry out their activities in different external conditions.

Factors are understood as all those objects, phenomena, processes that affect personnel management and in one way or another determine the change in its main characteristics and features. Thus, the development of a personnel management system can be defined as a process of qualitative changes in principles, procedures, methods, technologies, etc. personnel management, occurring under the influence of factors.

Accounting for factors affecting personnel management allows you to:

Choose the approach, concept, general principles and strategy of personnel management that is optimal for the organization;

Assess the current situation in personnel management in terms of its adequacy to the current situation;

Determine the directions for changing the current personnel management system in accordance with changes in the action of factors;

Predict the development of personnel management based on the expected dynamics of factors.

There are three factors that affect people in an organization:

The hierarchical structure of the organization, where the main means of influence is the relationship of power-subordination, pressure on a person from above with the help of coercion, control over the distribution of benefits.

Culture, i.e. joint values developed by society, an organization, a group of people, attitudes of behavior that regulate the actions of an individual.

Market, a network of equal relations based on the purchase and sale of products and services, property relations, the balance of interests of the seller and the buyer. Kibanov A.Ya. Organization personnel management. - M.: INFRA-M, 2008. - 364 p.

It should be noted that personnel management, however, like any management, has its own specific goals, and the main element of management, from which it begins, is goal setting. Based on this, the "vitality" of the management system depends on how realistic the goals are, how consistent they are and consistent with the organization's development strategy.

When changing the personnel management system, certain management laws should be taken into account. These include the law of necessary diversity, the law of specialization and integration of management, the law of saving time, the law of priority of the strategic goals of the organization and the law of increasing subjectivity and intelligence in management.

The features of the implementation of the personnel management system include all of the previously listed, related to innovation in general. Separately, I would like to highlight the control over the implementation of changes in the personnel management system, which shows how the goals associated with the introduction of innovations have been implemented. Control is an objective necessity, because even optimal plans cannot be implemented if they are not brought to the attention of the executors and objective and constant control is not established over their execution.

Conclusion

The personnel management system is a relatively autonomous and specific subsystem of the overall organization management system; a set of interrelated processes of human activity management; performing activities of various subjects influencing the labor process and the organization's personnel; a set of methods of influencing human behavior in the process of labor activity, as well as the process of interaction between the subject and the object of management, and each organization is unique in its own way. Therefore, innovative activity for each individual company will be developed and implemented according to its own plan.

As an innovation, the personnel management system has the features and characteristics of innovation in general. And, accordingly, when developing and implementing changes in the personnel management system, it is necessary to assess their timeliness, possibility and effectiveness, to do everything necessary to ensure that the resistance of the personnel is as low as possible, and the effectiveness of innovation is as high as possible.

And, finally, speaking about the specific features of the personnel management system as an innovation, one can distinguish such as the need to build a concept and model, develop a strategy and policy for personnel management, as well as take into account various factors affecting personnel management. Also, the personnel management system, as well as the management system in general, involves the setting of certain goals and the development of mechanisms for monitoring their implementation.

List of used literature and sources

1. Bychin V.B. Personnel in the management of radical innovations in the organization - M .: Inform-Knowledge, 2006. - 400s.

2. Egorshin A.P. Personnel Management. - N. Novgorod: NIMB, 2008. - 720s.

3. Kibanov A.Ya. Organization personnel management. - M.: INFRA-M, 2008. - 364 p.

4. Maslov E.V. Enterprise personnel management. - M.: INFRA-M; Novosibirsk: NGAEiU, 2002. - 312p.

5. Moroz Yu.P. Innovation management: textbook. allowance / Yu.P. Moroz, A.I. Gavrilov, A.G. Gorodnov - 2nd ed. revised and additional - M.: UNITI-DANA, 2003. - 471s.

6. Ovchinnikova T. A new paradigm of personnel management in a transitional economy. // Personnel Management. - 2001. - No. 7. - P.34-39.

7. Internet resource

8. Personnel management service / interactive Internet magazine / Surovikin N.V. - Electron. Dan., 2004. Access mode: http://www.bizeducation.ru/, free

Improving the organization of innovation management. Improving the organization of innovation management at the enterprise