One of the most important areas for increasing the efficiency of innovative activities of an enterprise is the introduction of social-corporate technologies (SKT).

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

The main areas of development of SKT at Russian enterprises include:

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

· Participation in management;

· Enterprise training system;

· The creation of an intra-company mechanism of labor motivation;

· Good will (integrity);

· Corporate citizenship.

Good-will is a component of intangible assets of an enterprise, included by appraisers in the aggregate ownership of the enterprise.

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

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

The Russian company "Novteh" has yet to form its good-will, all the more inclinations for this already exist. This is a favorable business image of the company, and the responsibility of employees.

Define those SKT, which it is advisable to use in the mechanism of labor motivation in the implementation of innovative activities by the enterprise:

1. The formation of a motivating system of remuneration.

2. Development of professional abilities of an employee using training in the labor process.

3. Promotion.

4. The rotation of personnel. The rotation of personnel allows employees to get acquainted with several types of activities. And if an employee who is engaged in a certain type of labor is not able to see processes that need improvement, then thanks to the rotation of personnel, this probability increases several times.

5. Participation in working deliberative bodies. The employee's participation in deliberative bodies broadens his horizons. Possessing a large amount of information, the employee more clearly sees the problem areas that require improvement or modernization.

6. Creation of an innovative unit at the enterprise.

The company "Novteh" in the long term seeks to create an innovative unit - a scientific and engineering center (SIC). Also at this enterprise, the technology of developing professional abilities of an employee is used, using training in the labor process.

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

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

· Strategic control over the development of the “innovation-market” situation, which allows to determine the main areas of concentration of resources and capital of the enterprise;

· Development of a project management system;

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

· The creation of an innovative managerial climate that predetermines the continuous search for new things, cultivates a “look beyond”, excludes attempts to “push through” ambitious projects that require unacceptable personal investments;

· Maximum decentralization of managerial authority while maintaining integration ties.

So far, Novteh 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 the creation of an innovative management climate.

The growing market orientation of innovative firms is manifested in the dissemination of the practice of consumer participation of high-tech products in its development and development at various stages of the innovation process. To a large extent, this is connected, on the one hand, with the desire of manufacturers to ensure a stable sales market, have regular customers and, on the other hand, the consumer can not only make adjustments to the innovation, but also control the entire course of development, production and development of the 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 in marketing activities focused on the needs of the end consumer. This effective method is applied in the Novtekh company considered by us.

The market economy is due to the emergence of new methodological approaches to innovative development, such as: integration, socio-psychological, life-cycle, logistics and strategic, which take into account the specifics of the modern stage of development. The emergence of new approaches does not mean a denial of existing ones. New and old approaches exist in dialectical unity, complementing and developing each other.

The life-cycle approach involves the research and design of innovations, their manufacture, circulation and use. This approach takes into account the period of time during which the innovation has an active vitality and brings its producer real benefits.

The strategic approach involves addressing management issues, planning and implementing innovative projects, anticipating changes in the economic situation, searching for, implementing large-scale innovative solutions to ensure its survival.

The socio - psychological approach presupposes patterns of human behavior in connection with their inclusion in social groups and the psychological characteristics of these groups.

The logical approach provides innovative development, the purpose of which is to optimize the total costs of the functioning of innovative systems, to overcome certain limitations in the process of their functioning and development.

Thus, the proposed methodological approaches to innovative development are designed to contribute to the implementation of innovative policies of enterprises. These approaches do not duplicate, but complement each other.

The need for their application is due to the complexity of systems for ensuring the competitiveness of enterprises in a market economy. Innovative growth and ensuring sustainable economic growth are possible only on the basis of increasing the scientific and technological level of production.

Considering innovation as one of the most important factors of economic growth, it is very important to understand the entire innovation process, highlight the role of subjects of innovative activity, mechanisms for promoting innovation in the market environment at all stages. The scope of work necessary for the commercialization of intellectual property products at each stage is necessary to take into account the database of innovative ideas.

Given the problematic situations that arise in scientific organizations, universities and developers regarding the commercialization of scientific and technological developments, it should be noted that for their successful promotion on the foreign market it is necessary:

• - demonstrate to potential buyers product samples, and not the theoretical results of the relevant studies. Even if their level is high, the results have practically no chance of being acquired abroad. It is necessary to complete the R&D phase;
• - to develop institutional methods for the protection of intellectual property, in view of the fact that today the world is widely developed technologies for the reconstruction of any idea, its implementation;
• - have complete information about the market for similar technologies. To this end, it is necessary to carry out some work to collect information about existing analogues in order to identify the competitive advantages of its development;
• - use the resources and capabilities of representative offices of state development institutions opening up abroad;
• - use the experience of the so-called "spinning companies", "Spin-off" - companies that were originally brought up in research institutes, universities or state laboratories as structural units, but then decided to become independent companies;
• - attract intermediary firms that are able to organize external scientific and technological contacts (including participation in conferences, including international ones) and are ready to implement their ideas in order to satisfy market demand. In this sense, technology parks can play a large role, which can act as a bridge between the needs of industry and the capabilities of universities.

Analysis of the innovative potential of the Republic of Kazakhstan shows that:

• - the share of science costs in GDP is small in comparison with developed countries;
• - the number of research organizations is growing at a faster pace than the number of researchers;
• - the proportion of researchers working in government organizations is declining;
• - investments in the scientific sphere are growing in absolute terms, a small influx of young personnel in science is ensured;
• - the volume of work performed is growing, primarily due to budget financing;
• - the number of issued security documents is small and lags behind the declared number;
• - in Kazakhstan, much more technology is being created than used;
• - the innovation activity of enterprises in the real sector is extremely low;
• - low share of innovative products in gross industrial output.

In Kazakhstan, the total cost of research is very small and amounts to no more than 0.3% of the country's GDP. However, there is a tendency to increase this indicator in absolute terms, and the capital expenditures of scientific organizations demonstrate a particularly significant increase.

Kazakhstan has extremely low innovative activity. So only in 7 regions (Aktobe, Atyrau, East Kazakhstan, Zhambyl. Karaganda, Pavlodar regions and the city of Almaty) the share of innovatively active enterprises is above 5%, while in other regions of the country it ranges from 2.5-5% of the total number of firms. Nevertheless, it can be noted that in the whole country innovative activity is growing. "Appendix 2".

Based on the data, it can be concluded that the highest volumes of innovative products occur in the Karaganda and Akmola regions. In areas such as Kzylorda, Kostanai, Zhambyl, this figure is much lower. "Appendix 3".

The results of the strategic analysis of innovative activity revealed the following strengths:

• - Significant scientific and innovative potential of the country, allowing to intensify innovative activities in the field of extraction and processing of mineral resources, the development of geology, metallurgy, healthcare, the production of biotechnological and pharmaceutical products;
• - the allocation at the state level of industrial and innovative development as the main factor in ensuring the competitiveness of the national economic system at the present stage;
• - Preservation of the total number of research organizations and an increase in the number of universities involved in research activities;
• - the experience of “successfully” commercialized research, innovation projects in the Republic: the drug “Arglabin” (Institute of Phytochemistry), FSA (Chemical and Metallurgical Institute), special coke (Chemical and Metallurgical Institute), etc.

Weaknesses:

• - weak connection of science with production, which even the emerging innovative infrastructure cannot yet strengthen;
• - the lack of mass demand for innovation from entrepreneurs, due to low profitability and the presence of manageable risks in traditional areas of activity;
• - there is a very low share of commercialization of the development of scientific research organizations, the bulk of the projects are only conceptual in nature and are not brought up to the level of prototypes, experimental, semi-industrial production is not launched;
• - insufficient development of innovation infrastructure, which would allow to intensify the commercialization of research projects, as well as to predict and form market demand for innovative products;

• - Loss of existing scientific and innovative potential due to accumulated depreciation of the material and technical base of scientific and research organizations and the massive outflow of highly qualified personnel, due to a drop in the prestige and social status of scientific activity, violation of the continuity of generations in science;
• - lack of qualified, experienced, market-oriented innovation managers in production and entrepreneurship, lack of the institution of “business angels”;
• - Lack of mechanisms and regulatory framework for the participation of authorities in direct support and financing necessary for the development of the region, innovative projects.

Opportunities:

• - taking advantage of increased support for scientific and research activities in the country, to achieve the allocation of investment investments for research organizations in priority areas of intensification of innovative activities;
• - attract private investment in the development of science, increase the competitiveness of high-tech products, strengthen the link between research organizations and the business sector;
• - develop and implement objective methods for assessing the economic efficiency of the activities of innovation infrastructure organizations;
• - the introduction of international standards in the scientific assessment and examination of science-intensive, innovative projects to attract foreign investment in the development of science;
• - The implementation of the Industrial Park project, which will create more than 20 export-oriented industries;
• - open more than 6300 new jobs; which will increase deductions to the budget of more than 10 million US dollars per year;
• - attract over 500 million dollars. Investments in the region.

An analysis of the projects received at the UniScienTech technology park showed that:

• - the vast majority of project proposals are presented in the field of chemistry, engineering, energy, metallurgy, mining;
• - Basically, project proposals are based on the use of fundamental scientific knowledge, or on the application of already known technology and are focused on the production of new products.
• - most of the projects are aimed at carrying out development work, i.e. The goal of these projects is to create a prototype. These are projects with an average duration of about 12 months, with a low degree of completion. The predominance of such projects is due to the fact that the technology park services are most often needed by innovative companies at the Start-up stage, who carried out research projects and are in need of moving to the next stage, which includes the development of design documentation and the creation of a prototype;
• - in most project proposals, special attention is paid to the technical description of the product or the technological process and questions regarding the sales market, the main components of the project product’s competitiveness (novelty, quality, reliability, prospects, compliance with international standards, design, ease of maintenance, etc.) are not disclosed.

Thus, the overwhelming majority of project proposals can be described as ideas that need improvement in terms of marketing analysis, protection of the intellectual property, disclosure of the main components of the project product competitiveness.

The measures outlined by the government to develop a promising state policy in the field of innovative development can contribute to the intensification of scientific and technical activities, however, the main direction of the country's socio-economic development leads to a partial modernization of production assets and technologies, which intensifies the technical gap from developed countries. Therefore, measures are needed to improve the mechanisms for managing innovation as a system of relations between the state, scientific and technical sphere and market forces.

Organizational and economic mechanism for managing innovation is the interaction of two systems, which is the support for the effective financing of innovative projects.

The innovation support system should be based on a differential multi-channel basis, and include the following elements:

Direct (full and partial) state financing of selected priority areas for the development of high-tech industries, which become the object of state targeted programs, as well as projects in the non-market economy;

A significant role in providing financial and credit support for knowledge-intensive production and increasing innovation activity in the real sector is given to venture funds. The underdevelopment of the stock market negatively affects the use of technology to “exit” venture investors from funded projects. "Appendix 4."

Given the huge need for financial resources from innovative companies, it is necessary to attract private capital to participate in venture funds and bring them closer to the place of implementation of innovative projects.

The implementation of market and institutional financial and credit mechanisms for the investment support of innovation and the development of the National Innovation System (NIS) will lead to:

• 1. a qualitative change in approaches to the system and structure of state funding of science;
• 2. development of the stock market, including the development of special conditions for new high-tech companies to enter stock exchanges and special segments in the stock market;
• 3. as a result of the implementation of the State program for the formation of the NIS of the Republic of Kazakhstan:
  • - spending on science will increase from 0% in the structure of GDP in 2004 to 2% in 2005 from all sources, including from the state budget up to 1%;
  • - An effective system of venture financing of innovation will be created.

Today in the Kazakhstani industry there is no system for integrating information technologies related to individual stages of the product life cycle (design, development of technology, preparation of production, planning and dispatching of production, etc.).

Domestic research institutes are engaged in the development and implementation of computer control systems for various stages of the production process from product design and technology development to production planning and management. However, the developed and existing computer technologies, as a rule, do not meet the accepted international PLM standards (Product Life Management - product life cycle management). But the main problem of our institutes and enterprises is the misconception that there are no problems with the transition from existing electronic technologies to PLM technologies. The use of PLM technologies can significantly reduce the cost of production while significantly improving its quality and ease of use.

This means that a delay in the introduction of PLM technologies in the industry of Kazakhstan may lead, firstly, to the final loss of the domestic market for high technology products. Secondly, our enterprises will not be able to participate in the industrial cooperation market, i.e. the supply of components to foreign firms. Thirdly, national corporations, uniting dozens of enterprises, will not be able to provide effective interaction between designers, suppliers of materials and components, manufacturers and consumers of high-tech products. And this will lead to expansion into the domestic market of foreign companies using the advantages of PLM - technologies. Therefore, our institutes and enterprises face the most difficult task of forming in the next 5-10 years the processes of development and application of PLM technologies to solve specific problems of automated control of the processes of design, production and operation of high technology products.

For this, a republican development program for IISU NI (information systems for high-tech production management) based on PLM standards is required, within the framework of the current targeted program of industrial and innovative development of Kazakhstan until 2015, and the following development priorities must be addressed:

• - automated control systems and product data exchange in accordance with PLM standards;
• - technology and software for the preparation of electronic operational documentation for the product;
• - electronic information models of product quality management systems;
• - The regulatory framework for the application of PLM technologies (standards, guidance materials and guidelines).

To effectively solve the complex of these problems, it is necessary to create a research center for the implementation of IISU NP based on PLM technologies (technology transfer). It is necessary in the near future (2-5 years) to develop and transfer to industry the relevant standards, but the application of PLM-technologies. In this case, first of all, it is necessary to issue standards for the translation of technical documentation used by the consumer into electronic form.

Obtaining new or improving the types of products produced, methods of their production and meeting the market needs of society for competitive goods and services, as well as the development of organizational and economic relations and interaction in a market environment. Objective prerequisites for the development of innovation are the need to improve the competitiveness of products and the enterprise as a whole; the constant desire of manufacturers to expand the markets for their goods and to satisfy on this basis ...

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FEDERAL EDUCATION AGENCY

State educational institution of professional higher education

RUSSIAN STATE HUMANITARIAN UNIVERSITY

Branch of the Russian State Humanitarian University in Vsevolozhsk

Improving personnel management systems based on innovation

by discipline:

Innovation management

5th year student of the MVc group - 51

Kolevatova Natalya Viktorovna

scientific adviser

Sycheva S. M.

Vsevolozhsk 2010

Content

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

Introduction

Recently, enterprises have paid special attention to the organization of the system and the personnel management process. As a result of this, many enterprises are starting to rebuild existing personnel management systems. But far from everywhere, these changes increase the efficiency of personnel 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 the 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 considering an HR system as an innovation.

In this test work, the essence of the personnel management system is examined in order to understand how to improve the system based on innovations.

1. HR 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.

The staff is an integral part of any organization, because any organization is an interaction of people united by common goals. Human resources 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 a management subject, between which there are organizational and managerial relations, as well as management functions that are implemented through a system of certain methods.

Human resource 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, especially the equipment and technologies used in it, production conditions, etc .;

organizational and economic - contains questions 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 working with personnel;

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

pedagogical - involves solving issues related to education

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

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

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

· The formation of the numerical and qualitative composition of the staff (recruitment, selection and placement of personnel);

· Personnel policy (principles of selection and placement of personnel, terms of hiring and dismissal, training and professional development, assessment of personnel and its activities);

· A system of general and vocational training;

· Adaptation of employees in the enterprise;

· Remuneration and incentives (forms of remuneration, ways to increase labor productivity, etc.);

· Assessment of activities and certification of personnel;

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

· The formation of a personnel reserve;

· Organizational culture of the company, as well as interpersonal relationships 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 regardless of one'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 should be built on scientifically based principles, should use optimal methods and technologies that are consistent with the principles underlying it, and should not contradict the general concept of organization 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 very change in the personnel management system from the point of view of innovation.

A managerial innovation, which can be defined as "any organized decision, system, procedure or management method that is significantly different from established practice and first used in this organization." Maslov E.V. Human Resources Management. - M .: INFRA-M; Novosibirsk: NGAEiU, 2002. - 56. It should be borne in mind that novelty is correlated with management practice in this organization.

In this regard, it seems appropriate to highlight the features of the innovation process, namely: targeted nature (focus on specific tactical and strategic goals of the organization), riskiness (factor of uncertainty of the result), conflict (between old and 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, you 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.), as well as internal (decreased productivity, the presence of conflict situations, etc.). After realizing the need for innovation, it is necessary to carry out diagnostics (collect relevant information) in order to determine the true causes of the problems. To eliminate the identified problems, an "innovative 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, factors that impede and contribute to innovation should be taken into account (see Table 1. on p. 7).

Table 1. Factors that impede and promote innovation Human Resource Management Service / interactive online journal / Surovikin N.V. - The electron. Dan., 2004. Access mode: http://www.bizeducation.ru/, free

The development of innovation ends with its implementation. During the implementation process, using control mechanisms, it is determined to what extent the planned changes help to correct the unsatisfied state of things, 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 innovations, it is necessary, using incentive mechanisms, to achieve support and acceptance of innovations by 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 innovation: the difference between the new and the old; the extent and interconnectedness of change; the need for a focused program; uncertainty, unforeseen problems and opportunities. In general, the implementation problem contains several aspects, namely:

· The time delay of the necessary organizational restructuring;

· Low efficiency, and sometimes just non-viability of innovations in management;

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

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

· The inconsistency of goals, motives, interests of participants in the innovation process;

· Staff resistance to the new;

· The emergence of bureaucratic barriers to the implementation of managerial innovations;

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

The decision to introduce innovations largely depends on the properties of the organization itself. Those of them who more often and quickly master new methods and forms of management are more susceptible to innovations and have great innovative potential.

The decisive factor for the effective implementation of innovation is the organization’s personnel and their attitude to it. Therefore, the task of managers in introducing innovations is to form the psychological readiness of staff, which is manifested in the awareness of the production and economic necessity of innovations, the personal and collective significance of innovations, as well as ways to personally include in the implementation of innovations.

There are six forms of employee attitudes toward innovation:

· Adoption of innovations and active participation in its implementation;

· Passive adoption of innovations;

· Passive rejection of innovation;

· Active rejection of innovations, oppositions;

· Active rejection associated with the provision of opposition to innovation;

· Extreme forms of rejection 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 innovations. It must 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 staff from the management and providing it with the most complete information about the upcoming changes is necessary.

It should be noted that the resistance to change is proportional to the strength of breaking the culture and the structure of power that passes through the changes. Therefore, innovations must be introduced in stages, as an organization and its employees can withstand only a limited number of changes per unit of time.

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

Considering the personnel management system as an innovation, we can conclude that it has the 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 related to the resistance of employees and their rejection of innovations. And finally, changes in the personnel management system give a multiplier effect, i.e. cause reciprocal changes in the remaining subsystems of the organization, due to the fact that they relate to 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 particular organization is unique, we can distinguish the general stages and features of the personnel management system as innovations.

So in order for the development of personnel management to be manageable, regulated in nature and give the necessary qualitative changes, it must take place on the basis of scientific principles and is consistent. Based on this, the design of the personnel management system should begin with the formation (selection) of the concept of personnel management, the construction of its model, as well as the development of strategies and policies for personnel management.

The personnel management model can be presented as a scientifically based description of personnel management (its status, structure and process) that meets the specified requirements and is planned for future construction. The model describes in detail the main elements of the personnel management system and their relationship.

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 (sufficiently long) period, this is a kind of" bridge "between the theory and its practical implementation" Ovchinnikova T. New the paradigm of personnel management in a transition economy. / Personnel Management. - 2001. - No. 7. - S. 34-39. .

The personnel management policy is a system of goals, principles, and the resulting forms, methods, and criteria for working with personnel. The selected strategy is implemented using 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 recognize 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 changes (the most optimal of the alternative). And here I want 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 construction principles, as well as determine the factors in which a particular personnel management option gives the desired result, because different organizations, having their own internal specifics, carry out their activities in different external conditions.

Factors are understood to mean all those objects, phenomena, processes that affect personnel management and in one way or another determine a change in its basic 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.

Consideration of factors affecting personnel management allows you to:

Choose the best approach, concept, general principles and strategy for personnel management for the organization;

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

Determine the direction of change of the existing 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 the organization:

The hierarchical structure of the organization, where the main means of influence is the relationship of power-submission, pressure on a person from above through coercion, control over the distribution of goods.

Culture, i.e. joint values \u200b\u200bdeveloped by society, organization, group of people, attitudes that govern the actions of the individual.

Market, network of equal relations based on the sale of products and services, property relations, balance of interests of the seller and the buyer. Kibanov A.Ya. Personnel management of the organization. - M .: INFRA-M, 2008 .-- 364s.

It should be noted that personnel management, however, like any management, has its own specific goals, and the main element of management with 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 correspond to the organization’s development strategy.

By 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 time saving, the law of priority of strategic goals of an 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 single out control over the introduction of changes in the personnel management system, which shows how much the goals related to the introduction of innovations were realized. Control is an objective necessity, because even optimal plans cannot be realized if they are not communicated to the performers and objective and constant control is not established for their implementation.

Conclusion

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

As an innovation, the personnel management system has the features and characteristics of innovation in general. And, accordingly, when developing and introducing changes to the personnel management system, it is necessary to evaluate their timeliness, opportunity and effectiveness, to do everything necessary so that the staff’s resistance is as low as possible, and the effectiveness of innovation as much as possible.

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

List of references and sources

1. Bychin VB 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. Personnel management of the organization. - M .: INFRA-M, 2008 .-- 364s.

4. Maslov E.V. Human Resources Management. - M .: INFRA-M; Novosibirsk: NGAEiU, 2002 .-- 312s.

5. Frost Yu.P. Innovation management: textbook. allowance / Yu.P. Moroz, A.I. Gavrilov, A.G. Gorodnov - 2nd ed. reslave. and add. - M.: UNITY-DANA, 2003 .-- 471 p.

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

7. Internet resource

8. The personnel management service / interactive online magazine / Surovikin N.V. - The electron. Dan., 2004. Access mode: http://www.bizeducation.ru/, free

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The concept and essence of innovation and its role in enterprise management. The main stages of the innovation process and the system of in-house innovation planning. Technological parameters of innovative activities of domestic enterprises.

Improving management practices

  industrial enterprise

Specialty 08.00.05 - Economics and National Economy Management

(innovation management)

dissertations

candidate of economic sciences

Bryansk - 2012

The work was performed at the Federal State Budgetary Institution of Higher Professional Education “Oryol State

institute of Economics and Trade "

Protection will take place " 17 » february  2012 at 12 o’clock at the meeting of the Dissertation Council DM 212.020.05 at FSBEI HPE "Bryansk State University named after academician"   4, building 7, aud. 205.

The dissertation can be found in the library of the Bryansk State University named after Academician

Scientific Secretary

dissertation Council A. And Grischenkov

doctor of Economics, Professor

GENERAL DESCRIPTION OF WORK

Relevance of the research topic. The transition of the Russian economy to growth, and in the long term, a phased transition of all business systems to an innovative type of development, technological renewal of enterprises in the manufacturing sector, and increasing their competitiveness, is impossible without a significant intensification of innovation and the mechanism for the effective use of innovations. Search and use of innovations directly in enterprises is becoming an urgent task. The development of new technologies and the improvement of the basic principles of innovation management create the conditions for updating the reproduction processes in enterprises and provide an additional impetus for economic growth. Continuous improvement of products, methods and production methods make the innovation process the main condition for the formation of enterprises competitiveness, gaining and maintaining market positions and increasing labor productivity and production efficiency.

Innovations themselves are unique and require a unique organizational model for commercialization, and a thorough assessment of the consequences of implementation. Therefore, the adoption of managerial decisions by the leaders of industrial enterprises in the field of innovation with a high dynamism of the external environment is associated with difficulties in determining the quality indicators of the innovation project and its economic efficiency.

It should be noted that, despite the presence in the economic literature of numerous works, there is no clear mechanism for managing the innovation activity of an industrial enterprise. The lack of in-depth studies of this problem led to complications of innovative transformations, due to the transfer of foreign experience into the practice of managing domestic enterprises without taking into account the characteristics of the Russian economy.

Today, one of the least developed issues is the mechanism for the formation of an innovation management system that takes into account the features and   operating conditions of industrialrussian enterprises. The relevance of the questions posed requires, above all, development of new theoretical and methodological approaches and techniques for the effective management of innovative activities to ensure the competitiveness of enterprises in the domestic and world markets.

The degree of elaboration of the topic. The exceptional importance, growing relevance, multifaceted nature of the problems of innovation and the development of an effective mechanism for managing innovative development have led to an increasing interest in this problem from scientists, both in Russia and abroad.

A significant contribution to the formation of a scientific understanding of innovation was made by the works of the following foreign scientists: P. Drucker, S. O`Donnell, N. Monchev, I. Perlaki, E. Rogers, B. Santo, B. Twissa, E. Hargadon, J. Schumpeter, and others.

The founder of the theory of innovation is J. Schumpeter. In his opinion, economic development is due not only to an increase in national stocks, means of production, but also to the own redistribution of means of production belonging to old combinations in favor of new ones. This theory served as the basis for the further development of scientific thought.

The development of issues of innovation, innovation development and innovation management involved prominent domestic scientists: O. M. Khotasheva, and others.

Implementation and testing of research results.   The main provisions of the dissertation and scientific research results were presented by the author and received approval at interuniversity and regional scientific and practical conferences and seminars in the years, including atII   International Conference "Problems of the Modern Economy" (Novosibirsk, 2010); International scientific-practical conference "Actual issues of the development of innovative economy in modern society" (Saratov, 2010); International scientific and practical Internet conference “Crisis and post-crisis development of the economy of the country and the world” (Oryol, 2010); All-Russian Scientific Conference “Economic Development of Russia: Institutions, Infrastructure, Innovations, Investments” (Ivanovo, 2010); International scientific-practical conference "Actual issues of socio-economic development in modernization" (Saratov, 2011).

Certain provisions of the methodology for managing innovative development and analyzing the effectiveness of innovative activities have been approved and implemented in the practical activities of a number of industrial enterprises.

PublicationsThe main provisions and results of the dissertation research were reflected in 12 published works published by the author with a total volume of 4.5 pp., Two of which were in the refereed HAC journal.

The structure of the dissertation: the dissertation consists of their introduction, three chapters, conclusion, list of used literature (145 titles) and 1 appendix. The work is set out on 189 pages excluding the application, contains 31 figures, 21 tables.

In the introductionthe relevance of the research topic is justified, the degree of its study is characterized, the goals and objectives of the study are identified, the object and subject, the theoretical and methodological basis of the study are determined, the scientific novelty of the study is formulated, data on the practical significance and testing of the work are presented.

In the first chapter "Theoretical and methodological foundations of the innovative development of an industrial enterprise" the content of the concept of innovation, the innovation process is disclosed and the impact of innovation on the competitiveness of an enterprise is examined, the main factors negatively affecting the competitiveness of the Russian industry are analyzed, the goals, objectives and principles of innovative development are highlighted, and modern methods of managing an industrial enterprise are considered.

In the second chapter "Analysis of innovative processes in an industrial enterprise" an assessment of the current state of the innovation sphere in the Russian Federation is given, the legal foundations of innovation and the problems of their implementation are examined, a model of the innovation process is presented, innovations are identified and the relationship between the availability of investment capital and the level of innovation in the country is proved.

In the third chapter "Formation of mechanisms for innovative development of industry" the main theoretical and methodological recommendations on the development of a model for the innovative development of industrial enterprises are formulated, methods for creating an optimal portfolio of innovative projects are substantiated, a scheme for calculating the effectiveness of innovative activities is proposed.

In custodysummarized the main results based on the results of the study.

In the applicationcomparative characteristics of the main financial indicators using various technologies are presented.

BASIC PROVISIONS AND RESULTS

TO BE PROTECTED

1. An author’s model of the innovation process is presented, combining the stages of the innovation process with the phases of the investment project, which, unlike previously known models, allows you to combine theoretical developments in the field of the innovation process and practical techniques used to commercialize innovations into a single system.

Currently, the innovative model of enterprise development is the key to the success of the development of various sectors of the economy, regions, and individual territories. The implementation of such a model is impossible without understanding the essence of innovative processes in society and in the enterprise.

The innovation process is the process of creating and disseminating innovations (innovations). In its most general form, the scheme of the innovation process can be represented linearly as a sequence of successive stages. The first component of the innovation process in this model is innovation, that is, new ideas, knowledge is the result of completed scientific research, experimental development, and other scientific and technical results. The second component is implementation, that is, the transformation of an idea or prototype into an industrial design: innovation or innovation. The third component is the diffusion of innovations, which means the dissemination of already once mastered, implemented innovations: that is, the use of innovative products, services or technologies in new places and conditions. Such a scheme is the most generalized linear model of the innovation process. Its advantages include the fact that it is very simple, since it consists only of the main, most pronounced components of the innovation process. This allows you to immediately grasp the essence of the innovation process. Separate blocks can be combined into one. This happens because basic research itself is rarely a source of innovation, but it is the basis of applied research, which is already directly related to innovation. In addition, the phases can change places, for example, the phase of creating demand - marketing can either follow the phase of pilot and industrial production, or precede it, and a set of measures to form consumer preferences can also be between the phases of pilot production and industrial production. All these nuances depend on the particular enterprise and do not change the essence of the innovation process as such.

In reality, the interconnections between the components of the process of creating and disseminating innovations are much more complicated, there are a number of additional steps that, although they are not the main ones, but in modern conditions they are no less important for the successful completion of the innovation process than the basic ones. Other than this, the connection steps are often not linear. There are feedbacks, cross-links, etc. Thus, after the creation of the prototype, the phase of applied research may again follow if the product was unsuccessful or for some other reason did not suit the manufacturer. Finally, the innovation process is not isolated, because it is actively influenced by the components of the external and internal environment of the enterprise.

Therefore, in addition to linear models, the so-called first and second generation models, there are many more complex models of the innovation process: the Roswell feedback model, the Klein-Rosenberg chain model, the “Funnel” of S. Uilwright and C. Clark, etc. All of the above models of the innovation process have both shortcomings and a number of advantages, and without a doubt are of great value for understanding the essence of the innovation process. However, they are difficult to apply in practice due to the difference in methodological approaches in assessing innovative processes taking place in society and in a particular enterprise. A concrete practical expression of the innovation process at the enterprise is an investment project, which gradually shows the sequence of financing and profit from a particular innovation process. The author has proposed a model based on the synthesis of classical models of the innovation process with feedback and the generally recognized phases of the investment project, which allows you to combine practical and theoretical approaches, in this form the innovation process is presented in (Fig. 1).

From the model it follows that in the structure of the innovation process eight stages are distinguished according to the principle of the features of their implementation, which in turn are combined into three stages according to the type of product being created: innovation (intellectual product), innovation and innovation.

At the stage of creating innovation, the pre-investment phase of the innovation project begins, which is the economic foundation of the process of creating innovation. Already during the generation of ideas and in the process of applied research, the concept of a future project is developed, and the first decisions are made about the possibility or impossibility of investing. At this stage, the probability of creating this innovation in principle will usually become obvious. It is at this stage that a feasibility study is being developed for the project and a final investment decision is made. Applied research and development is carried out mainly at the expense of budgetary funds (for the implementation of the national innovation strategy and large-scale large-scale projects), and within the framework of industrial enterprises at its own expense. The use of borrowed funds at this stage seems inappropriate, since it is not yet fully known whether the innovation process will move from the stage of innovation to the stage of innovation. In addition, the search for an investor at this stage is very difficult, since the risks are quite large and the return on the project is not fully known.

The next stage is related to the application of innovations in production, the creation of experimental facilities, the training of qualified personnel, the manufacture and testing of products on the market. It is at this stage that the investment phase of the innovation process begins, the project itself is implemented, it is monitored and controlled, commissioning is carried out. Realizing this stage, the company invests its own financial resources, and if they are insufficient, it seeks the opportunity to use attracted or borrowed sources of financing.

Figure 1 - Stages of the innovation process and phases of the innovation project

After the formation of the idea and at all subsequent stages up to the stage of diffusion, an assessment of the possible risk should take place, and all possible measures should be taken to minimize it. At the diffusion stage, the innovations already mastered in production begin to be used by other manufacturers in the new conditions, the number of producers and consumers of innovations sharply increases, and their quality characteristics also change.

An enterprise that has carried out innovation will gradually demobilize resources; ongoing operation and repair of production is being carried out. Innovation gradually ceases to be such and goes into the category of a conventional product. Gradually, production closes completely or a new pilot production appears in its place. That is, the innovation process has completed its development cycle and moved to a new spiral. At the last stage of consumption, the effectiveness of a specific innovation process is established.

At a particular enterprise, certain stages of the innovation process may be absent. Part of the innovation stages of the innovation process can be delegated to various specialized organizations. It depends on the strategy developed or developed at the enterprise.

The proposed model (Fig. 1) connects the stages of the innovation process with the phases of the innovation project, which is a practical expression of the innovation process. This allows you to start this or that phase of the innovation and investment project in time, and in case of unsuccessful completion of the innovation process, detect an error and avoid its occurrence in the future, in addition, the presented model allows you to determine how the innovation process proceeds at a specific industrial enterprise, and how each the stage of the innovation process is associated with the life cycle of the innovation and investment project.

2.   A model for the innovative development of the enterprise based on the concept of strategic analysis has been developed, focused on identifying the main ways of introducing innovations and promising areas of increasing competitiveness, and characterized by the simplification of individual stages of the traditional strategic management system, which facilitates its practical application.

Innovative activities of an enterprise are difficult to achieve without a clear plan. Innovation is a unique product that requires a specific model of implementation, positioning and commercialization. A well-thought-out innovative activity is, first and foremost, building a viable business based on the results of scientific research of market needs and opportunities that the enterprise has. Thus, the commercialization of technological innovation requires the development of an adequate and well-thought-out innovative business model.

M the model of innovative development of an enterprise is a set of program actions that determine the possibility and priority of introducing innovations, depending on available resources and goals. The system of formation of an innovation-oriented organization can be represented as the following scheme improved by us (Fig. 2).

letter-spacing: -. 1pt "\u003e

Figure 2 - The system of formation of the model of innovative development

The formation of the model begins with an analysis of the external among and diagnostics of the internal state of setting long-term goals, on the basis of which a comprehensive development program is further formed.

To build or choose the optimal model, you can use the analysis methods, whichallow to answer the following questions (Fig. 3):

font-size: 14.0pt; letter-spacing: -. 1pt "\u003e

We propose to group the results of the analysis of the external and internal environment of the enterprise in just one block, since they are closely interconnected, and the same analysis methods can be used both to assess the internal state of the enterprise and to diagnose the external environment.

Based on a comprehensive analysis of the external environment, as well as the internal state of the enterprise  An enterprise development strategy is being developed, which is a plan of how the resources available to the enterprise will lead to the creation of added value for the product. And since each enterprise has its own set of initial resources, the strategy is purely specific for each enterprise.