Organizational innovations in the enterprise. Types of innovations and organizational structures of innovation management

Introduction

We live in an age of rapid technology. Scientific and technological progress is developing at such a speed that it is no longer possible to turn a blind eye to it. Accordingly, the development and introduction of new technologies requires competent managers - managers who are able to calculate the financial return of innovation and, if the result is positive, competently introduce it into the enterprise infrastructure.

Innovation management as the science of implementing and managing innovations (innovations) appeared in Russia relatively recently. Its emergence and rapid development were facilitated by the economic reforms currently being carried out in the territory of the former Soviet Union, which also affected the area of ​​financing innovation. Until 1991, such forms of financing new technologies as self-financing and self-financing were popular in the USSR. But in the transition period, which the Russian economy is still in, new sources of financing for our country appeared - loans, issue of securities, etc.

Thus, one method of management (socialist) was replaced by a completely different (capitalist) method, and here, naturally, it is absolutely impossible to do without innovations and innovations that should affect the entire economy of the country, improving it and bringing it to a qualitatively new stage of development. Indeed, despite individual successes in this area, it is still too early to talk about such global shifts on a national scale, and that is why competent innovation management - the process of innovation management - is so important for our country today.

It should be noted that the terms “innovation” and “innovation process” found in innovation management are close, but not unambiguous. The innovation process is associated with the creation, development and dissemination of innovations and represents the preparation and implementation of innovative changes and consists of interrelated stages that form a single, complex whole.
Innovation is the result of a creative innovation process in the form of created new use values, the use of which requires the individuals or organizations using them to change their usual patterns of activity and skills. At the same time, the most important sign of innovation should be the novelty of its consumer properties.

Innovation arises as a result of using the results of scientific research and development aimed at improving the process of production activity, economic, legal and social relations in the field of science, culture, education, and other areas of society.

Modern innovation processes are quite complex and require analysis of the patterns of their development. This requires specialists involved in various organizational and economic aspects of innovation - innovation managers.

The relevance of this work is explained by the fact that currently, without the use of innovations in production, it is impossible to obtain high profits, as well as keep up with the times.

The purpose of this course work is to examine organizational innovations using the example of a peasant farm (peasant farm) “Niva”.

To achieve this goal it was necessary to solve a number of problems:

Consider the concept and types of organizational innovation;

Conduct an analysis of the introduction of organizational innovations in the peasant farm "Niva";

Propose an innovative project for equipping production with new equipment and calculate its efficiency.

The object of this work is the peasant farm "Niva". The subject of the work is the analysis of the implementation of organizational innovations in the Niva peasant farm.

The structure of the work includes an introduction, three chapters, a conclusion, a list of sources used, and appendices.

1 Concept and types of organizational innovation. Technical and organizational progress at the enterprise

1.1 Concept and types of organizational innovation

Innovation management can be successful subject to long-term study of innovations, which is necessary for their selection and use. First of all, it is necessary to distinguish between innovations and minor modifications in products and technological processes (for example, aesthetic changes, that is, color, etc.); minor technical or external changes in products that leave the design unchanged and do not have a sufficiently noticeable impact on the parameters, properties, cost of the product, as well as the materials and components included in it; expansion of the product range by mastering the production of products that were not previously produced at this enterprise, but are already known on the market, in order to satisfy current demand and increase the income of the enterprise.

The novelty of innovations is assessed based on technological parameters, as well as from market positions. Taking this into account, a classification of innovations is constructed.

In industry, there are two types of technological innovations: product and process.

Product innovation covers the introduction of technologically new or improved products. A technologically new product (radical product innovation) is a product whose technological characteristics (functional features, design, additional operations, as well as the composition of materials and components used) or intended use are fundamentally new or significantly different from similar previously produced products. Such innovations can be based on fundamentally new technologies or on a combination of existing technologies in new applications (including the use of research and development results). Examples of innovations of a radical type (fundamentally new) are microprocessors and video cassette recorders. The first portable cassette player, which combined the essential design principles of tape recorders and miniature in-ear loudspeakers, was an innovation of the second type. In both cases, no finished product had ever been produced before.

A technologically improved product (in Oslo Manual terminology, incremental product innovation) is an existing product whose quality or cost characteristics have been significantly improved through the use of more efficient components and materials, or partial changes to one or a number of technical subsystems (for complex products).

Process innovation involves the development and implementation of technologically new or significantly improved production methods, including product transfer methods. Innovations of this kind may be based on the use of new production equipment, new methods of organizing the production process, or a combination of both, as well as the use of research and development results. Such innovations are aimed, as a rule, at increasing the efficiency of production or transfer of products already existing in the enterprise, but sometimes they are also intended for the transfer of products already existing in the enterprise, but sometimes they are also intended for the production and delivery of technologically new or improved products that cannot be manufactured or supplied using normal manufacturing methods.

Organizational innovation is the implementation of a new method in doing business, organizing workplaces or organizing external relations. These innovations are aimed at increasing the efficiency of the organization by reducing administrative and transaction costs, by increasing employee satisfaction with the organization of workplaces (working hours) and thereby increasing labor productivity, by gaining access to assets that are not available on the market or reducing the cost of supplies. The organization does not have to be the first to implement these organizational innovations. It does not matter whether the innovations were developed by your organization or other organizations.

Innovation in doing business means the implementation of new organizational methods of business activity. These include, for example, the implementation of corporate knowledge management systems, the implementation of training systems aimed at developing employees and reducing staff turnover, the implementation of production and supply management systems in general, in particular supply chain management systems, production rationalization, and quality management systems.

Innovation in workplace organization means the implementation of new methods for distributing responsibilities and authority among employees to perform work within individual activities of the organization and between activities (and structural units), as well as new concepts for structuring activities, such as the integration of different areas of activity.

New organizational methods in the external relations of an organization mean the implementation of new ways of organizing relationships with other organizations, such as new forms of cooperation with customers or scientific organizations, new methods of integration with suppliers, outsourcing or subcontracting relations in the field of production, supply, distribution, personnel and support solutions questions.

Organizational innovations are not changes in business practices, workplace arrangements, or external relations that are based on organizational practices already in place within the organization.

1.2 Technical progress at the enterprise

Innovative development of an enterprise is the process of forming and improving the technical and technological base of an enterprise, focused on the final results of its economic activities through technical and technological innovations.

The goals of technical and technological innovation are:

Reducing the design and technological complexity of manufactured products due to design innovations;

Reducing the material consumption of products through the use of new materials;

Integrated mechanization and automation of technological processes;

Application of robotics, manipulators and flexible automated systems;

Reducing the technological labor intensity of products and manual labor costs by increasing the technical level and quality of technological equipment, tools, devices, scientific organization of labor;

Complex automation and regulation of production management processes based on electronics and computer technology, etc.

The development of the technical and technological base is carried out through equipment modernization, technical re-equipment, reconstruction and expansion, and new construction.

The choice of a specific direction of technical development of an enterprise is carried out on the basis of the results of diagnostic analysis and assessment of the technical and organizational level of production. The main indicators of this assessment:

The degree of coverage of workers with mechanized and automated labor;

Technical equipment of labor (capital-labor ratio and energy-labor ratio);

The share of new technologies in the volume or labor intensity of products;

Average age of applied technological processes;

The coefficient of use of raw materials and materials (the output of finished products from a unit of raw materials);

Power (performance) of equipment;

The share of advanced equipment in its total fleet;

Average life of equipment;

Coefficient of physical wear and tear of equipment;

The share of technically and economically obsolete equipment in its total number;

Factor of technological equipment of production (the number of devices, equipment and tools used per one workplace in the main production);

Degree of recycling of production waste, etc.

Managing the technical development of an enterprise should include: setting goals and identifying their priorities; selection of directions for technical development; assessing the effectiveness of possible solutions; drawing up a technical development program; adjusting the plan and monitoring the implementation of measures provided for by the program.

1.3 Organizational progress at the enterprise

Organizational progress is expressed in the improvement of existing and application of new methods and forms of organizing production and labor, elements of the economic mechanism.

To carry out the production process, it is necessary to provide it with material and technical support and appropriate organization - the correct and effective combination of living labor (workers) with the material elements of production (tools and objects of labor).

Labor organization is a system of measures aimed at the most rational use of labor in production.

The connection of participants in the labor process is ensured by various forms of division and cooperation of labor, the organization of maintenance of workplaces, and the establishment of rational work and rest regimes.

The main directions of organizational progress are:

1) improving the organization of production (strengthening the continuity and flexibility of production, consistency in the duration and productivity of all interconnected production units, rationalizing the organization of flow and use of means of production, etc.);

2) improvement of labor organization (implementation of a set of measures based on the achievements of science and advanced experience, which make it possible to best combine equipment and people in the production process, use material and labor resources more efficiently, increase labor productivity, improve working conditions, make it more efficient meaningful and attractive);

3) rationalization of the elements of the economic mechanism (management systems, planning and forecasting, financing, material incentives, logistics, scientific and technical support for production), the transition of the enterprise to market economic relations with the state and other counterparties.

The main modern trends in organizational progress are also: accelerating the pace of development of individual social forms of organizing production (deconcentration, cooperation, conversion, diversification), deepening labor motivation, developing a collective form of organization and remuneration.

2 Analysis of organizational innovations using the example of peasant farm "Niva"

2.1 Organizational and economic characteristics of the enterprise

The peasant farm (peasant farm) "Niva" was registered by Decree of the Head of the Administration of the Ussuriysk region No. 15 dated 01/24/1992, certificate of state registration of a legal entity No. 001 series PK-18-9 dated 01/24/1992. Location of the peasant farm "Niva": 692511, Primorsky Territory, Ussuriysk, st. Ageeva, 3A. The farm is an independent entity with the rights of a legal entity, formed for the purpose of production, processing and sale of agricultural products. The subject of activity of the peasant farm "Niva" is the production and sale of bakery, pasta and confectionery products.

To achieve the above goals, the management of the farm is developing a horizontal integrated production structure based on the principle of a closed technological cycle (growing, storage, processing and sales). This activity scheme allows you to:

1) reduce the cost of production by reducing transport and management costs;

2) attract third-party investments for processing production;

3) provide production with financial resources in a timely manner, depending on the seasonality of costs;

4) effectively use labor resources;

5) optimize taxation through a unified accounting system.

Thus, the main goal of the commercial activities of the peasant farm "Niva" is to obtain a high rate of profit from the sale of its own and high-quality products purchased from third-party manufacturers at prices below market prices.

Peasant (farm) enterprise "Niva" is a powerful modern enterprise that is a worthy competitor to the leader of the baking industry of the region, OJSC "Vlad-khleb".

Peasant farm "Niva" is one of the largest producers of bakery, confectionery products, pasta and cookies, employing 150 people.

Currently, the organizational structure of the peasant farm "Niva" is as follows. Office management of 20 people is located in Ussuriysk on the street. Ageeva, 3 “a” and is the central office.

The structural divisions of the peasant farm "Niva" are presented in Figure 1.

Rice. 1. Structural divisions of the peasant farm "Niva"

Peasant farm "Niva" has adopted a workshop production structure and, in accordance with it, a workshop management structure.

This management structure includes the head, deputy head, management staff, management of production and auxiliary departments and is carried out through an intermediate link - shop managers.

This management structure ensures compliance between production tasks and the specific economic technological situation and production structure.

The organization of management at the enterprise is structured as follows.

The main production includes the following workshops: bakery shop, vegetable shop, confectionery shop. Each of the workshops has a workshop manager.

The primary production unit is managed by a foreman who reports to the shop manager.

The main production direction of the economy is the production of bakery and confectionery products. Structure of marketable products of the peasant farm "Niva" for 2007-2009. presented in Table 1.

Table 1 – Structure of marketable products of the peasant farm "Niva" for 2007-2009.

Name							Dynamics of 2009 to 2007
Bakery products
Confectionery
Pasta
Crop production

Table 1 shows that there was an increase in almost all types of commercial products in a total amount of 51,401 thousand rubles. or 2.5 times. Thus, in 2009, compared to 2007, the production of bakery products increased by 33,550 thousand rubles. or 2.4 times, the increase in confectionery products amounted to 10,466 thousand rubles. or 3.3 times, the production of pasta decreased by 881 thousand rubles. or 19.81% compared to 2007. The increase in crop production amounted to 7,764 thousand rubles. or 5.7 times, marketable products in 2009 compared to 2007 increased by 502 thousand rubles.

In the structure of commercial output of the peasant farm "Niva" for 2007-2009. The largest share is occupied by bakery products, confectionery products and crop products. In 2009, their share was respectively 67.18%, 17.24% and 10.88%. During the analyzed period, the structure of commercial products did not change significantly.

The external manifestation of the financial stability of an enterprise is its solvency. An enterprise is such if its available funds, short-term financial investments and active settlements cover its short-term obligations.

The financial stability of an enterprise is its solvency, the availability of sources of financing the costs of forming the necessary reserves and making upcoming payments.

The financial stability of an enterprise can be characterized by financial indicators that characterize the degree of dependence of the enterprise on creditors and the solvency of the enterprise in the long term.

The characteristics of the financial stability coefficients of the peasant farm "Niva" are given in Table 2.

Table 2 - Financial stability coefficients of the Niva peasant farm enterprise for 2007-2009.

Index					Change 2009 from 2008	Change 2009 from 2007
Financial independence (autonomy) coefficient
Total liabilities to total assets
Long-term liabilities to assets
Debt to equity ratio
Maneuverability coefficient
Funding ratio
Financial stability ratio

Based on the data obtained in Table 2, it was revealed that the coefficient of financial independence in 2007 was 0.6 and 2008 was 0.08, in 2009 there was a slight increase of 0.01, and it was 0.07. This indicator corresponds to the standard value, which indicates a significant share of equity capital in the sources of financing, and a low risk of insolvency of the Niva peasant farm. It also does not reflect the potential danger of the enterprise having shortages of funds.

Total liabilities to total assets exceed the standard value: in 2007 and 2008 this indicator was 0.57 and 0.59, respectively, in 2009 there was a decrease by 0.01 and it amounted to 0.58. The positive value of the coefficients indicates a low share of financing of assets through long-term and short-term liabilities.

The indicator of long-term liabilities to assets in 2009 and in 2008 did not correspond to the optimal value of 0.70; in 2007 it also did not correspond to the norm and amounted to 0.71. Indicates a high share of asset financing through long-term loans.

The ratio of equity and borrowed funds in 2007 corresponded to the norm - 0.74, in 2008 there was a slight decrease of 0.70, in 2009 there was a decrease compared to 2007, but an increase compared to 2008 and amounted to 0.72 , which indicates a low share of borrowed funds.

The agility coefficient corresponds to the standard value throughout the entire study period: its greatest increase was observed in 2009 - 0.59, in 2008 this figure decreased and amounted to 0.52, but already in 2007 it increased - 0.54, a negative change in 2009 from 2007 is 0.05. The positive trend of indicators indicates a low share of borrowed funds in the enterprise, which allows expanding the enterprise’s ability to maneuver its funds.

The financing ratio decreased by 0.02 in 2009 compared to 2007 and amounted to 0.49, but increased compared to 2008 (0.44), which is also below the norm. This indicates an unfavorable financial situation. But since the deviation from the norm is 0.01, it is necessary to judge the favorable financial situation at this enterprise.

The financial stability coefficient in 2009 was 0.70. It increased by 0.09 compared to 2007 and amounted to 0.79, which shows that at the end of the year 79% of all assets are financed from sustainable sources.

Thus, all financial stability ratios indicate that the Niva peasant farm is financially independent and has a stable financial position.

Balance sheet liquidity is defined as the degree to which an enterprise's liabilities are covered by its assets, the period of transformation of which into cash corresponds to the period of repayment of liabilities.

The liquidity of an enterprise is determined using a number of financial ratios, which are presented in Table 3.

Table 3 – Calculation of liquidity ratios

Based on the calculated data, it was established that the value of the absolute liquidity ratio corresponds to the norm for three years: in 2007 it was 2.07, and there was an increase in this indicator in the reporting year 2009 (2.95) compared to 2008 (2.91) , in 2009 there was a positive trend of increasing the absolute liquidity ratio by 0.88 compared to 2007. This indicates the company’s ability to repay all or part of its existing short-term debt using cash and short-term financial investments.

The value of the intermediate (critical) liquidity ratio does not correspond to the norm: in 2007 (0.2), there is an increase in this indicator in 2009 (0.62) compared to 2008 (0.45), but in 2009 there is a positive trend an increase in the intermediate liquidity ratio compared to 2007 by 0.17. This indicates a lack of liquid assets at the Niva Peasant Farm, which can be used to pay off the most urgent obligations.

The third of the coefficients, characterizing the ability of the enterprise to pay off short-term obligations at the expense of current assets, corresponds to the norm throughout the entire study period: in 2007 (3.4) there was a decrease in this indicator in 2009 (4.81) compared to 2008 (4 ,8), but in 2009 there was also a positive trend of an increase in the intermediate liquidity ratio by 1.41 compared to 2007, i.e. The company is able to pay off its short-term obligations using current assets.

Thus, one liquidity indicator does not correspond to the optimal value. However, it should be noted that there is a positive trend towards an increase in all indicators in the reporting year 2009 compared to 2008 and 2007.

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They relate to the development of new forms and methods of labor organization, as well as innovations that involve changes in the relationship between spheres of influence (both vertical and horizontal) of structural units, social groups or individuals. In particular, issues of staffing various classes and groups, ways of working in classes, groups, school and extracurricular groups.

For example, in 2001, a decision was made to create so-called “vision protection classes” in general education and special (correctional) educational institutions, in which conditions were created for the continuous training, education and protection of vision of students, pupils with visual impairments in primary and secondary school age. Class capacity is up to 12 people, for children with complex disabilities - up to 5 people.

Another example is the creation of compensatory training classes, i.e. classes that are created in general education institutions in accordance with the Law of the Russian Federation “On Education”, based on the principles of humanization of the educational process, differentiation and individualization of education. The purpose of organizing compensatory classes is to create general education programs for children with learning difficulties that are adequate to their characteristics, allowing them to prevent maladjustment in the conditions of a general education institution.

The main indicator of the selection of children into compensatory education classes is the insufficient degree of readiness to study in a general education institution, expressed in a low level of psychological (including general personal immaturity) and psychophysiological prerequisites, among which, first of all, signs of socio-pedagogical neglect, as well as weakly expressed symptoms of organic failure or somatic weakness (increased exhaustion, lack of formation of voluntary forms of activity, mild disturbances of attention and focus, etc.).

Management innovations

They affect the structure, methods of managing production, organizations, and are focused on replacing elements of the management system (or the entire system as a whole) in order to speed up, facilitate or improve the solution of assigned tasks. We find examples of management innovations in works related to improving the management of the education system at the federal and regional levels.

Economic Innovation

Economic innovation covers positive changes in the financial, payment, accounting areas, as well as in planning, motivation and remuneration and evaluation of performance in education. They are not directly related to pedagogy, however, their influence affects the work of the entire education system and the paid educational services provided to the population.

Thus, Decree of the Government of the Russian Federation No. 505 of July 5, 2001 approved the Rules for the provision of paid educational services in the field of preschool and general education. Paid educational services provided by state and municipal educational institutions include: training in additional educational programs, teaching special courses and cycles of disciplines, tutoring, classes in in-depth study of subjects and other services.

As shown above, based on quantitative indicators, American multinationals maintain a dominant position in world rankings, although their relative share in the global economy has been steadily declining. However, the main factors determining the global leadership of American companies lie in the sphere of qualitative rather than quantitative assessments. The driving force of the American economy, the competitive advantage and strength that no other economy in the world possesses to the same extent, is its ability to produce innovation in a wide variety of areas. American corporations, due to a combination of reasons, both external (which primarily include the historically established institutional environment conducive to the emergence of innovation and government policy aimed at ensuring innovation) and internal (determined by the specifics of organization and management in companies), are those economic subjects in which a huge number of modern innovations are constantly being generated and implemented.
The main reasons for the leadership of the American economy are not simply access to the latest achievements of scientific and technological progress, but a combination of factors that ensure a constant self-developing process of creating and implementing new technologies, which is ensured by historically determined complex mechanisms of interaction between companies of different sizes, government and non-government institutions and organizations . The interaction of these factors ensures not only the creation and implementation of scientific and technical innovations, but also their effective combination with innovations in organizational and managerial areas. An illustration of this fact is the rapid development and implementation in companies in the last 20 years of information management and accounting systems based on the latest information technologies, suggesting the rapid and competitive implementation of not only scientific and technical, but also managerial and organizational innovations and reaching a new qualitative level of competitiveness due to close interweaving in the management of technical (IT) and organizational and accounting innovations. American corporations were also pioneers in this process.
There is no doubt that large corporations are the driving force that gives direction and strength to the entire American economy. Currently, the very organizational and legal form of doing business in an American corporation, as well as the American corporate governance model, are an international brand, the most in demand throughout the world. New models of organization and management developed and tested in American corporations are adopted and copied by companies in other countries. This is due primarily to the peculiarities of the historical development of the US economy, in which corporations (like many other institutions) are to the greatest extent purified of any form of national “specificity”, or, in other words, in which national specificity is precisely expressed in the focus to achieve maximum economic efficiency. American corporations have the most efficient and flexible internal structure, which implies significant autonomy of individual divisions, use a wide range of modern management methods, including human resource management methods, and are focused on hiring highly qualified employees.
The ability of companies to innovate does not occur in isolation within companies, but is the end result of the interaction of all elements of the US socio-economic system. The focus on efficiency and competitiveness permeates American society from the level of the individual to the huge international companies. State policy alone or the focus of companies on achieving competitive results is not enough without the active participation in the process of the main “factor” of modern production - a person, an individual, without whose personal interest and labor contribution the necessary level of education, qualifications, and motivation for results cannot be achieved . The entire cultural, educational and information environment, combined with a clear

legal and institutional infrastructure that ensures the effective functioning of entrepreneurship in the legal field, leading to ultimate socio-economic efficiency.
A study conducted by American economists revealed a higher efficiency in the use of information technology by American international companies compared to international companies from other countries. In particular, it turned out that in the UK, branches of American corporations, as a result of the introduction of information technology, achieved higher levels of labor productivity compared to the British divisions of multinational companies and branches of international companies in other countries. When local businesses were acquired by US companies, labor productivity increased as a result of the use of IT, but this was not the case when local units were acquired by non-US companies. Thus, the fact of higher productivity of American corporations in the process of using information technology was revealed. The higher efficiency of IT use in American corporations could not be a consequence of the influence of environmental factors, because the study was conducted in the UK, where branches of companies in different countries under the same external conditions were compared. Consequently, the difference in productivity was a consequence of differences in the internal structure and management organization of companies, that is, it can be explained by more efficient internal structure, quality of management and highly qualified personnel in American companies.
According to the American economist R. Crosner, American multinational companies use much more flexible and innovative ways of doing business, or ways of organizing the production process, also called “organizational capital,” and liberal trade rules allow them to transfer this organizational capital to foreign operations. Thus, American international corporations use technology more effectively and are more productive than international corporations from other countries due to organizational, or organizational and managerial capital
A company's organizational capital is its corporate structure, culture, in-house training and personnel management systems, and the set of ways of doing business in a company that create a competitive advantage. For example, the key factor determining the effectiveness of using new information technologies is not their simple implementation, but their combination with a certain way of building organizational and management systems, models and methods, as well as proper training of personnel. This set of structural, organizational, managerial, personnel and technological factors is an intangible asset of companies. Qualitative changes in this multifactorial combination, leading to increased labor productivity, constitute the essence of organizational innovation.
Some experts believe that organizational innovations are becoming increasingly important over time compared to scientific and technological innovations. For example, L. Ball, a professor of information technology at Hult International Business School, believes that nowadays, in order to be truly innovative, a company does not have to create great ideas or products, the main thing is to generate ideas that lead to the greatest profit . “In this sense, business model innovation, rather than technical innovation, brings much greater returns. Examples of companies that have succeeded in creating new business models include Amazon, eBay and Facebook." It is increasingly believed that “many of the most significant innovations consist of incremental improvements in products and processes targeted at the poor and middle class, such as Wal-Mart's exemplary supply chain system or Dell's use of
on
"just-in-time" for the production of personal computers."
However, it is precisely the ability of American companies to constantly produce and reproduce both scientific, technical and organizational innovations that constitutes their competitive advantage over companies from other countries. Scientific-technical and organizational innovations are closely related and determine the emergence of each other.
Thus, when speaking about the innovativeness of the American economy and American companies, one should distinguish at least two aspects of this innovativeness. Firstly, we are talking about scientific and technical innovations, that is, about a qualitative change in the production of existing products, or about the creation and production of new products (goods and services) based on breakthrough scientific and technological ideas. The result of scientific and technical innovation is an increase in labor productivity and a reduction in the cost of the product, or the creation of new needs and a new product, which leads to an increase in existing sales markets, entry into new markets and an expansion of the circle of consumers of products created by the company. For scientific and technological innovation, companies need to invest in qualified personnel and the necessary equipment.
Organizational innovation is a qualitative change in the structure of the management organization, in production processes and the corporate culture of the company, which carries a significant intangible component. According to the OECD official document, organizational innovation is the introduction of new organizational methods into a company's business practices, the organization of work within it, or into the company's external relations. Changes in a company's business practices may, for example, include new methods of training and information exchange within the company, such as the installation of new databases and information systems for supply chain management, the introduction of product quality management systems, and a set of measures aimed at training and improving the skills of personnel. Changes in the organization of work are, first of all, the introduction of a new distribution of duties and responsibilities between the structural divisions of the company, that is, in fact, new forms of division of labor. This includes the consolidation or fragmentation of structural units, various forms of decentralization or integration of structural units, the creation of flexible project teams that are assigned specific tasks and goals and increased responsibility for the result. Organizational innovations in the company's external relations consist in establishing new organizational forms of relationships with external partners - suppliers, clients, etc. These include new ways of integrating with suppliers of goods and services, outsourcing of new activities, new forms of cooperation with research companies, etc.
Organizational innovations may also include intra-company technologies for continuous training and advanced training of personnel in order to adapt to new technological processes, as well as new forms of organization, accounting and intra-company interaction. As a rule, in recent years they have been closely related to the introduction of information and network technologies and have become a necessary element in the process of constant change in the company in order to adapt to changing market conditions. The increasing complexity of the production process, the involvement of a large number of participants in it - companies, structural divisions, individual specialists both inside and outside the company - entail the need for new technologies to ensure interaction and communication between them. The introduction of new technologies and the launch of new products on the market themselves lead to the launch of organizational, structural and even behavioral changes in the company. Such changes, in turn, can lead to the emergence of new innovative products.
The newest type of organizational innovation rapidly gaining momentum in American companies is the use of social technologies to improve the efficiency and profitability of companies. The use of social technologies, i.e., online communication opportunities similar to communication in social networks, is possible both to improve intra-company communication and interaction, and to strengthen the company’s external relations - with clients, suppliers, business partners.
In the last 5-7 years, there has been a rapid rise in the popularity of social networks on the Internet, where every member of the Internet community can communicate online with other members of the community, share information with them and exchange opinions. In fact, we are talking about a massive transfer of social connections into virtual space. At the same time, there is an unprecedented quantitative expansion of the range of these connections, literally to a global scale. Anyone with a computer connected to the Internet can now find like-minded people and interlocutors anywhere in the world. A qualitative change compared to communication on the Internet before the advent of social networks was the constant interactive interaction of a huge number of people in real time, as well as the massive participation of users in creating the content of Internet sites. Now everyone can independently post on the World Wide Web the fruits of their scientific, musical, literary or other activities, political views or personal impressions and receive an immediate response from an audience of millions. This opens up enormous opportunities for so-called crowdsourcing, that is, joint problem solving, development and implementation of projects, or performance of certain functions by an unlimited number of people, mainly on a voluntary basis.
A new stage in the development of social technologies, of course, is the ability to access social networks not only through a desktop computer, but also through mobile devices, especially mobile phones and tablet computers, which allows you to be in touch literally 24 hours a day.
The emergence of the phenomenon of social networks and social technologies has caused natural business interest in this new tool for social interaction, information exchange, content creation and consumer influence. Corporations are actively considering the possibilities of integrating the capabilities of social technologies into the organizational and management structure of companies to increase the efficiency of horizontal and vertical connections, intra- and inter-company interaction, new ways of influencing customers and receiving feedback, as well as other qualitative changes in the activities of companies. McKinsey estimates that just by improving the way social technologies interact and collaborate within companies, the productivity of highly skilled knowledge workers can be increased by 20-25%, and the potential income from introducing the use of social technologies into operations companies could range from $900 billion to $1.3 trillion. However, achieving an economic effect from the introduction of social technologies requires not just introducing the use of internal and external social networks into the company’s everyday life, but a significant restructuring in the organizational structure of companies and in the ways of interaction of business processes, changing methods and forms of management and evaluating the activities of employees and structural divisions, as well as changes in the company’s corporate culture. That is, in essence, we are talking about the introduction of full-fledged organizational innovations.
The use of social technologies in companies can go in several directions, and can be focused on improving interaction both within the company and with external partners (clients, customers or counterparties). The effectiveness of internal communication is increased, first of all, by providing instant access to a large number of employees in real time to changes in databases, blogs, personal notes and other methods of storing and exchanging information, as well as the ability to quickly respond to them. If in traditional methods of interaction, for example, when communicating by phone or e-mail, one-to-one channels are mainly used, then with the introduction of social technologies, channels of multiple interaction are opened, allowing simultaneous access of many persons to the disseminated information. Opportunities for exchanging ideas, discussing and brainstorming are greatly increased, with each employee having the opportunity to put their thoughts and ideas into the public eye, increasing the likelihood that valuable and important thoughts will not be overlooked. In interaction with partners, a wide range of opportunities opens up for greater openness of companies, customer focus and joint refinement of the details of new products and services.
Among the most promising areas for using social technologies in corporations are searching for new and informing old customers, obtaining more extensive and accurate information about the company’s target audience, collecting information about the current level of consumer satisfaction with products and services, developing new and improving existing products and services. there is constant feedback from the company’s existing and potential clients. Of particular interest is the use of crowdsourcing to create new promising types of potential products or improve the goods and services already offered by companies. Companies can also turn to social technologies when searching and recruiting new employees. Some companies are already using social networks to attract new customers by launching new products integrated into the network, and even by distributing various themed games through social networks.
Innovation can also include new ways of interaction of companies with local communities, public organizations and society as a whole, that is, qualitative changes in the public policy of companies. This kind of innovation consists, first of all, in the organic integration of elements of social responsibility into the overall picture of increasing economic
efficiency and competitiveness of companies. These include both modern technologies and methods of working with personnel (career planning, human resource management, professional training and retraining of personnel, support for educational programs (partial and full tuition fees)), and purely social programs of corporations (medical, social and pension insurance ), as well as voluntary participation of corporations in environmental programs. For example, IBM's corporate social responsibility programs include: a corporate service corps - about 200 company employees who annually go on short-term trips to developing countries to gain real-world experience in those countries; a support program for company employees who decide to voluntarily move from IBM to a public organization or non-profit sector; personal savings accounts to pay for educational programs of the employee’s choice, for which
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the company makes annual accruals.
Along with a huge array of activities within companies,
Focused directly on ensuring a high standard of living and education for employees (corporate insurance and educational programs), corporations also take on broader social functions, focused not only on employees, but also on clients and citizens who are not directly related to the activities of the companies ( so-called
stakeholders). This is due, first of all, to the growing concern of companies about maintaining their reputation among customers and residents of the territories where the company operates. Particularly eloquent about such trends
evidenced by the voluntary participation of companies in environmental and charitable programs. It is noteworthy that the field of environmental control has particularly developed mechanisms of self-regulation, or private regulation of companies.
The practice of the largest American corporations shows that in order to achieve economic efficiency, economic and social objectives should not be opposed. On the contrary, the social orientation of corporations, both towards their employees and towards a wider range of stakeholders, has the end result of increased economic efficiency. The companies themselves admit that the motive for socially responsible behavior of a corporation is also simple economic interest. For example, Cisco has a good reputation for its commitment to social issues both externally and internally, and as a result is ranked among the top ten employers in all major countries around the world. According to CEO John Chambers, “It’s amazing how our success in corporate social responsibility translates into business success.”
Despite changes in the balance of power in the global market and the emergence of new strong players, primarily Chinese corporations, American international companies continue to occupy leading positions in the global economic hierarchy. Their leading role is determined not so much by the quantitative as by the qualitative characteristics of their activities, namely, the historically established features of their internal organization and the methods and forms of interaction with the environment. A unique characteristic feature inherent in American corporations is their sensitivity to new trends in global development and the ability to make rapid changes to maintain their own competitiveness, based on the creation and implementation of innovations. Not only scientific and technical innovations, but also organizational, marketing and social innovations are becoming increasingly important. Their interaction and interweaving, due to a change in the entire nature of the modern global reproduction process, is a new element of competitiveness. Innovation arises as a result of the interaction of companies of different sizes, and sometimes even individuals. However, large companies play a leading role in this process; they are the unifying and guiding force of this interaction. The most important feature of leading American transnational corporations is corporate social responsibility and a significant focus on solving specific social issues for both their employees and a wider range of people, including on a global scale. It is noteworthy that the socially and human-oriented model of corporate behavior is formed not only under the influence of external factors regulating certain responsibilities of companies in the social sphere or public pressure, but is an important internal factor in increasing the efficiency and competitiveness of the company.
The next chapter will examine specific forms of manifestation of innovative changes in the organizational, managerial and personnel structure of American corporations caused by globalization processes.

Organizational innovation

Along with product and process innovations, a separate group is distinguished organizational innovation, which represent implemented new methods of doing business, organizing jobs, and external relations. They are aimed at increasing the efficiency of the enterprise by reducing administrative and transaction costs, improving the organization of workplaces (working hours) and thereby increasing labor productivity, and gaining access to assets that are not available on the market.

Innovation in business mean the implementation of new methods of organizing business activities. These include: developing and implementing a new or significantly changed corporate strategy; introduction of modern methods of organization management (based on information technology); development and implementation of new or significantly changed organizational structures at the enterprise; innovations in the use of shift work hours; application of modern quality control systems, certification of goods, works, services; introduction of modern systems for logistics and supply of raw materials, materials, components (“just in time”, etc.); creation of specialized units for conducting scientific research and development, practical implementation of scientific and technical achievements (technological and engineering centers, small innovative firms); implementation of corporate knowledge management systems; implementation of measures for personnel development (organization of corporate and (or) individual training, creation/development of structures for training and advanced training of personnel); implementation of new forms of strategic alliances, partnerships and other types of cooperative ties with product consumers, suppliers, Russian and foreign manufacturers; transfer of a number of functions and business processes to a specialized contractor (outsourcing).

Innovations in workplace organization are associated with the implementation of new methods of distributing responsibilities and powers among employees to perform work within individual types of activities of the organization and between types of activities (structural divisions), as well as new concepts for structuring activities, including the integration of its various areas.

New organizational methods in external relations mean the implementation of new ways of organizing relationships with other enterprises: cooperation with customers and scientific organizations, integration with suppliers, outsourcing (subcontractual relations) in the field of production, supply, distribution of resources or products, resolving personnel and support issues.

Organizational innovation does not include changes in business practices, workplace organization, or external relations that are based on organizational practices already in place within the enterprise. The formulation of management strategies is also not in itself an innovation. However, organizational changes implemented in accordance with a new management strategy are innovations if they are applied in the practice of an enterprise for the first time. At the same time, the enterprise does not necessarily have to be the first to introduce these organizational innovations.

Marketing Innovation

In 2006, in accordance with international standards, Rosstat included in the monitoring program for the innovative sphere of activity marketing innovations – new or significantly improved marketing techniques implemented, including significant changes in product design and packaging; use of new methods of sales and presentation of products (services), their presentation and promotion to sales markets; formation of new pricing strategies. They are aimed at better satisfying the needs of product consumers, opening new markets, expanding the composition of consumers of products and services in order to increase sales volumes.

In 1992, the Wimm-Bill-Dann cooperative, using a rented technological line from the Lianozovsky dairy plant, produced juices in bags for the first time in Russia, which became a shining example of marketing innovation. There were practically no imported juices in modern packaging on sale either. Stores sold domestic juices in three-liter glass jars with tin lids.

Changes in product design that are part of a new marketing concept refer to changes in the shape and appearance of the product that do not affect its functionality and user characteristics. They also include changes in packaging, for example, food, beverages, detergents, etc., for which the packaging is decisive for their appearance. The use of new methods of sales and presentation of products is associated with the expansion of sales and does not include logistics methods (transportation and storage of products). Using new methods of presenting and promoting products (services) means applying corresponding new concepts. Innovation in pricing involves the use of new pricing strategies to trade a firm's products and services.

Seasonal, regular, or other ongoing changes in marketing tools generally do not constitute marketing innovations.

A distinction must be made between marketing, product and process innovations. The main criterion for distinguishing them is the presence of significant changes in the functions or methods of using the product. Products and services whose functional or consumer characteristics are significantly improved compared to existing ones constitute product innovations. Changing the design of an existing product, if its functional or consumer characteristics have not undergone significant changes, is a marketing, not a product innovation.

The difference between process and marketing innovations is that process innovations are associated with improving production methods (including production transfer methods) aimed at reducing unit costs or improving their quality, while marketing innovations are aimed at increasing sales volumes or modifying prices for products (using new pricing strategies).

Marketing innovations must be new to the organization, but it does not necessarily have to be the first to implement them. It also does not matter which organization developed the marketing innovation.

Examples of marketing innovations include: introducing significant changes in the design of products and services (excluding routine/seasonal changes) or in product packaging; implementation of a new marketing strategy aimed at expanding the composition of consumers or sales markets; the use of new methods of product promotion (new advertising concepts, brand image, marketing individualization methods, etc.); use of new sales channels (direct sales, online trading, licensing of products and services); introduction of new concepts for the presentation of products in trade (showrooms, websites, etc.); using new pricing strategies when selling products and services.

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The main directions for the creation (borrowing) and implementation of organizational innovations are considered. The process of creating (borrowing) and introducing organizational innovations must be continuous. To ensure the continuous use of organizational innovations, it is necessary to apply strategic, medium-term and current planning mechanisms in all areas of the company’s activities that generate the need for innovations of this type. The thesis is confirmed that modern production and commercial activity with its dynamics in order to (at least) maintain an acceptable level of efficiency and ensure the longevity of the company requires the creation of mechanisms for special monitoring, analysis and planning of organizational innovations or, in other words, a subsystem for managing organizational innovations. It has been proven that one of the most important conditions for the effective use of organizational innovations is the use of project organization and project management of the process of creating and implementing innovations.

project management.

technical innovation

mechanism for managing organizational innovation

Organizational innovation

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Introduction

The basis of the innovation model is innovation. Here, product replacement, readiness to satisfy future consumer demands, and a focus on introducing innovations come to the fore. For companies of this type, it is important not only to know the theory of innovation, but also to demonstrate innovative activity in the field of technology, as well as the organization and management of the company. Work on the creation (borrowing) and implementation of organizational innovations can and should be carried out in three directions. Each of them is based on the cessation of growth in the efficiency of production and commercial activities of companies, and sometimes its decrease.

The first direction, associated with the work on creating (borrowing) and implementing organizational innovations, is characterized by the fact that these innovations act as the main tool for increasing the efficiency of the company, but their use requires the use of special technical innovations, often developed specifically for them. A striking example of such organizational innovations is the transition from traditional trade to self-service supermarkets. The new form of organizing retail trade requires special technical means: refrigerators, shelving, scales, internal transport, filling and packaging machines, etc., without which it is in principle not applicable.

The second direction, associated with the work on the creation (borrowing) and implementation of organizational innovations, is characterized by the fact that organizational innovations are a consequence of the introduction of technical innovations. Such innovations include, for example, significant changes in the production structure of a construction or industrial company, leading to changes in its organizational structure as a whole, etc.

The third direction, associated with the work on creating (borrowing) and implementing organizational innovations, is characterized by the fact that organizational innovations turn out to be self-sufficient, not requiring technical support and not being a consequence of technical innovations. These include, for example, the method once used by IBM to stimulate the creative activity of staff, called the “controlled anarchy” method.

Main part

Let us consider in more detail the content of each of the three areas of activity on the use of organizational innovations. As for the first and third directions, in practice, when efficiency decreases (not increases), company management usually strengthens administrative management mechanisms at the initial stage. Most often, this leads to a noticeable intensification of the work of managers, but not to an increase in efficiency. The intensification of the work of managers is an additional and important incentive to overcome “organizational inertia” and use organizational innovations. Carrying out such a step requires the accumulation of a “critical mass” of negativity, which leads to the understanding that it is impossible to correct the situation with “cosmetic” measures and that it is more appropriate to direct the additional efforts of managers not to useless attempts at administration and “manual” management, but to the use of organizational innovations. But it is obvious that significant time, calculated in years, is spent on making such a decision, excluding the influence of random, one-time drops in performance indicators and accompanied by an increase in the workload on managers, on the development and implementation of organizational innovations. Practice shows that the period calculated from the moment management feels the first symptoms of deterioration in the company’s activities until positive results from the implementation of organizational innovation are obtained cannot be less than three years, and the average interval is measured at five years. In many cases, processes associated with organizational innovation can take place over a period of seven years or more. This period is typical for the first case, when significant technical support is needed to use organizational innovations. It is obvious that in the conditions of a modern, complex and dynamic economic environment, both external and internal (for example, an inevitable change in the composition of the company’s employees over a significant period of time), such terms for “overhaul” or “modernization” of the company’s organizational structure are unacceptable. Late (stagnation or a decrease in efficiency has already begun) and long-term, with a high degree of novelty and large-scale organizational innovations in terms of coverage of organizational characteristics can aggravate the ongoing crisis. Top managers and management consultants equate periods of sudden and significant organizational changes in the structure of companies to a crisis situation. That is why international quality management systems provide for the presence of regulatory documents regulating the rules of a company’s activities in crisis situations, including when using new forms and mechanisms in its “structure” and functioning, i.e. organizational innovations. The gradual accumulation of a “critical mass” of organizational problems, in essence, is an inevitable, objective moral aging of the “structure” of the organization, since in it, whether we like it or not, at a minimum, processes of personnel rotation take place, their professional structure changes, and their current incentives, etc. Practice suggests that companies focused on their longevity should have a system of special and continuous monitoring of the intensification of the need for organizational innovations. Constant diagnostics will make it possible not to bring the organizational lag (aging) of the company to a critical state, reduce the time for the development and implementation of organizational innovations and minimize resource costs, as well as reduce the risks of an intensification of the crisis situation.

The second of the three areas of activity for the use of organizational innovations is characterized by the fact that the need for them is a consequence of the use of technical innovations. Any large-scale implementation of technical innovations often requires the use of organizational innovations. The second important conclusion is that the plan for the application of technical innovations must also contain a plan for organizational changes (the introduction of organizational innovations).

Technical innovations, unlike organizational ones, require significant investments, which, due to their scale, are not always invested in the company at once. The investment period often stretches over several years and therefore the product range and technical and technological base of the company’s activities change gradually. At the initial stages, the “old” organization “withstands” these changes and, on a subjective level, the illusion is created that they will not be needed at all. However, as new quality accumulates, first of all, in the technical and technological base, it becomes obvious that the control object changes significantly in various parameters and organizational changes in it become inevitable. Along with this, it becomes obvious that the subject (system) of management has lost its adequacy with respect to the object of management and, accordingly, requires reorganization. For example, the transition from specialized equipment to universal machining centers in the field of metalworking, which is currently being carried out at leading machine tool-making enterprises, leads to a reduction in the machine fleet by an order of magnitude or more; and the transition to service, which means external maintenance of such equipment, significantly reduces the number of main and auxiliary personnel, turns large workshops into areas that are small in terms of the number of equipment and personnel, and also allows for the elimination of some auxiliary and service units. The mechanisms of production preparation, its planning, and remuneration are changing significantly. Enterprises are transitioning to a shopless production structure, from a piece-rate to a time-based bonus system of remuneration for machine operators, etc.

The process of changing the range of manufactured products and, accordingly, the required list of part operations is longer and hidden from observation. For example, processing shops that were once organized on a subject-closed principle are becoming increasingly technologically specialized, which leads to an increase in the scale of cooperative connections between them, the complication of in-plant planning and dispatch processes, the use of mechanisms for implementing these functions, and a different composition of management subjects , a different organization of their interaction, etc., i.e., the application of organizational innovations. The above examples confirm the thesis that modern production and commercial activity with its dynamics, in order to (at least) maintain an acceptable level of efficiency and ensure the longevity of the company, requires the creation of mechanisms for special monitoring, analysis and planning of organizational innovations or, in other words, a subsystem for managing organizational innovations.

To carry out the processes of monitoring, analyzing and planning the use of organizational innovations in the life of a company, it is necessary to solve two problems:

• create a subject for managing organizational innovation, rationally integrating it into the company’s management system;
• provide him with effective tools for the implementation of the functions entrusted to him.

At the same time, it is necessary to ensure that its activities are not carried out occasionally, but become a continuous, natural component of the company’s management system. Thus, to launch the mechanism for managing organizational innovation, it is necessary to introduce a basic organizational innovation.

The complexity of the last task lies in the fact that the subject of organizational innovation management (service, department), firstly, inevitably takes away some of the powers from existing units that are in one way or another engaged in development, changes in their subsystems (areas of activity), and secondly , becomes for them, albeit a functional, but a guiding entity, forcing them to change the established organization, usual working methods, etc. Since organizational innovations stem from different reasons and require different conditions for their use, plans for their development (borrowing) and implementation affect (either at the initial or final stages of activity) a number of company services, determining their participation in this process, often changing their vision of development and the necessary changes.

We are talking about a comprehensive service that could plan, and therefore carry out monitoring, analysis, operational work and control in all areas of innovation activity:

• organizational innovation itself;
• organizational innovations requiring technical support;
• organizational innovations arising from product and technological (technical) innovations.

It is obvious that such a service, let’s call it a development service, should have strong specialists (divisions) in the areas of engineering and technology, marketing, strategic planning, business planning, economics and finance, personnel management, i.e. duplicate the activities of many services, but not in the current, but in the long-term plan, changing the organization and mechanisms of their work, combining their activities.

The development service can carry out monitoring, analysis, planning and control in the form of ongoing work on predetermined parameters and characteristics of the activities of other services. However, decision-making on the implementation of organizational innovations should be carried out collectively, within the framework of a decisive group determined by the head of the company, and direct implementation can be carried out by a special temporary team - a project group, consisting of both specialists from those services in which organizational innovations are being introduced, and service specialists development.

One of the most important conditions for the effective use of organizational innovations is the use of project organization and project management of the process of creating and implementing innovations, including organizational ones.

Conclusion

Based on the analysis of the basic principles and approaches to the use of organizational innovations in the practice of companies, the following should be stated:

a) in the dynamic external and internal environment of the company, the role and importance of organizational innovations increases significantly;

b) the process of creating (borrowing) and introducing organizational innovations must be continuous;

c) to ensure the continuous use of organizational innovations, it is necessary to apply strategic, medium-term and current planning mechanisms in all areas of the company’s activities that generate the need for innovations of this type;

d) in order to carry out continuous and comprehensive planning for the use of organizational innovations, it is necessary to establish processes for monitoring and analyzing those reasons that directly or indirectly give rise to the need for organizational innovations, ensuring subsequent monitoring of the result of the work on their development (borrowing) and implementation in the practice of the company;

e) only a special, comprehensively organized management entity - the development service - can implement these areas of activity and corresponding functions;

f) the development service should ensure the development (borrowing) and implementation of organizational innovations only in cooperation with other interested services of the company, which involves the use of a project form of organization and management of innovation activities;

g) it is necessary to create a development service and tools for its activities (monitoring, analysis, planning, operational management, control), a special place among which is occupied by the creation of a project organization and management of innovation activities, which in itself is work on the creation and implementation of the most important, primary, having the basic nature of organizational innovations in the company. Their formation and use is a transition to the path of a strategy for continuous innovative development of the company.

Taking into account the above basic provisions will allow a more substantive approach to the use of organizational innovations in the context of their typological groups.

Reviewers:

Ivanov S.N., Doctor of Economics, Professor, Head of the Agricultural Construction Sector of the International Academy of Investment and Construction Economics, Moscow.

Asaul A.N., Doctor of Economics, Professor, ANO “Institute for Problems of Economic Revival”, St. Petersburg.

Bibliographic link

Meshcheryakov I.G., Syuryun A.V. ORGANIZATIONAL INNOVATION IS A NECESSARY CONDITION FOR LAUNCHING THE MECHANISM OF ORGANIZATIONAL INNOVATION MANAGEMENT // Modern problems of science and education. – 2013. – No. 6.;
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