Various schools of management thought developed and gained popularity. First appeared schoolscientific management... It flourished at the end of the 19th - the first two decades of the 20th century. Later, in the 20s and 50s, it developed administrative school, and in parallel with it in the 30s - 50s - school of "human relations"Behavioral sciences and a quantitative approach to management have been developing since the middle of the 20th century. The indicated chronology is very conditional, since the listed schools adopted a lot from each other in matters of theory and practice, and in each of them there are elements of other theories.

The formation of the school of scientific management is associated with the works of F.U. Taylor's "Factory Management" (1903), "Principles of Scientific Management" (1911), "Testimony before a Special Commission of Congress" (1912). F. and L. Gilbrett invented a device called a microchronometer, it was used in combination with a movie camera in order to determine exactly what movements are performed during certain operations and how long each of them takes. G. Gantt developed a kind of schedule, which reflected the temporary connections between sections of the production program and the progress of the assignment. It formed the basis for operational planning of the production process, as well as the network planning models that were developed later. Just as technological operations are dissected into elements, Gantt rightly believed, control operations should also be dissected.

F.W. Taylor proposed to abandon the generally accepted forms of management in his time, based only on personal experience and knowledge, and called for the transition to "condensing" the mass of traditional knowledge, bringing them into a single science through classification, systematization and reduction to general rules, formulas, laws. Taylor was the first to try to decompose into its constituent elements not only physical labor, but also the organization of production.

The School of Science Management has played a major role in rationalizing and stimulating production at the enterprise level. Its ideas and principles do not lose their significance to this day, namely:

1. Using analysis to determine the best ways to organize work.

2. Selection of workers and their training.

3. Provision of resources.

4. Material incentives.

5. Work planning.

6. Rationalization.

7. Rationing.

8. Division of labor.

The administrative or classical school of management (1920-1950) is associated with the names of A. Fayol, H. Emerson, L. Urvik and L. Gyulik, M. Weber and others.

Henri Fayol (1841-1925) was one of the originators of classical management theory. He paid main attention to personnel management, primarily to administrative personnel. He noted that to manage - means to lead the enterprise to its goal, extracting maximum opportunities from all available resources. Fayol reduced the work of the enterprise to the following types of activity: technical (technological process), commercial (purchases, sale, exchange), financial (funds and their effective use), protective (protection of property and personality), accounting (inventory, statistics), administrative (impact on workers).

To manage "by file" means:

1. Anticipate - to study the future and set a program of action.

2. To organize - to build a double organism of an enterprise, material and social.

3. To dispose - to activate the personnel of the enterprise.

4. Coordinate - to connect and unite, to combine all actions and efforts.

5. Supervise - observe that everything happens in accordance with the established rules and standard orders.

This classification of functions still forms the basis of management science.

The basis of A. Fayol's "administrative theory" is formed by the famous 14 principles, which, according to the author, are applied to all spheres of administrative activity without exception:

Division of Labor - Increases productivity by simplifying the tasks performed by each employee.

Power and responsibility. Power is the right to give orders. Power is inconceivable without responsibility. Wherever power operates, responsibility arises.

3. Discipline. Its essence lies in the strict observance of organizational rules and regulations.

Unity of command An employee may be given instructions regarding any action by one chief.

Unity of leadership. One manager and one program for a collection of operations that serve the same purpose.

Submission of private interests to general interests. The interests of employees or a group of employees should not override the interests of the enterprise.

Reward. This is payment for the work performed. It must be fair and satisfying to the enterprise.

The degree of centralization. The question of centralization and decentralization is a question of measure. It boils down to finding the degree of centralization that is most favorable for the enterprise.

9. Hierarchy of leaders. This is a range of leadership positions from lowest to highest.

Order. A specific place for each person and each person in its place.

Justice. This is the result of a combination of benevolence and justice.

The consistency of the staff. When change is minimized, especially at the management level, the business is more likely to perform well.

Initiative. It is the freedom to offer and implement it.

The unity of the staff. No need to separate staff. Sharing the forces of your own enterprise is a grave mistake.

These principles have not lost their significance in our time.

A. Fayol attached exceptional importance to "staff work". The "headquarters", in his opinion, should be an organ of thinking, study, observation and its main function is to prepare by administrative influence for the future and to identify possible improvements. His main ideas are set forth in the book "General and Industrial Management", published in 1916.

The follower of A. Fayol's ideas was the mechanical engineer H. Emerson, whose research pinnacle is the performance principles formulated by him. His book The Twelve Principles of Productivity, published in 1911, gained worldwide fame. He raised the question of the scientific organization of management not only of an individual enterprise, but of all sectors of the country's economy.

Emerson's Twelve Principles are:

1. correctly chosen and clearly set ideals or goals;

competent advice;

common sense;

discipline;

fair treatment of staff;

fast, complete, accurate and consistent accounting;

dispatching as a way to avoid mistakes in the future;

norms and schedules;

normalization of conditions;

10. rationing of operations;

11. written standard instructions;

12. performance reward.

Speaking about the role of these principles, he noted that even in the hands of mediocre people, they turn out to be stronger than the haphazard ambitions of a genius. Life presents as many confirmations of this truth as it wants.

Gyulik and Urvik great attention paid to the principle of "delegation", that is, the ability of the leader to transfer his authority and responsibility to subordinates. The maximum possible delegation of responsibility is, in their opinion, the most important condition for the effective work of top managers. In addition, they noted the need to adhere to principles such as “comparability, responsibility and authority” with “control range”. Urvik argued that "at all levels, power and responsibility must be concurrent and equal." The meaning of "range and control" is that certain limits are needed on the number of people directly reporting to one leader. According to Urvik, no leader can directly control more than five or at most six subordinates whose work is interrelated.

The problem of control remains to this day one of the largest in control theory. Greikunas even introduced a special mathematical formula to determine the factors that determine the scope of the control area. According to his calculations, the introduction of each new subordinate doubles the number of potential relationships. Now most researchers are inclined to believe that the number of direct subordinates to one boss should be approximately 7 + 2.

A later representative of the classical (administrative) school is the German sociologist Max Weber, who developed the "ideal type" of administrative organization, which he designated by the term "bureaucracy". The work of the organization, according to Weber, should be governed by a system of standards (general rules) that ensure "uniformity in the implementation of each task, regardless of the number of persons involved."

Weber's model of rational bureaucratic organization is characterized by the following main features:

Deep division of labor according to the functional principle;

A clear hierarchical structure;

A system of rules, norms of procedures that determine the rights and obligations of employees, their behavior in specific situations;

Recruitment based on formal criteria on a competitive basis, etc.

Such an approach to management could, with a certain degree of success, be applied to army-type organizations, gigantic clumsy enterprises of the first half of the 20th century, government institutions in whose activities inertia and routine predominate. But in the market system, it is not suitable, as it constrains freedom of action and does not allow full use of available opportunities.

Weber's concept proceeds from the premise that any deviation from the formal structure reduces the effectiveness of administration. However, at present, most experts hold the opposite opinion, although the bureaucratic form of organization dominates in business practice, and many of its elements are applicable in organizing the foundations of active enterprise management.

The classical school of management has been criticized for its limitations and ignorance of the human factor. But by doing so, she gave impetus to the development of other schools. Its obvious shortcomings (a simplified view of the motives of human behavior, a standardized attitude towards people as machines) contributed to the development of the doctrine of "human relations".

The foundations of the school of "human relations" in management were laid by Mary Parker Follett (1868-1933) and Elton Mayo (1880-1949) from Harvard and others. They recommended that entrepreneurs pay special attention to the nature of the relationship between the administration and workers, the formation of a healthy psychological climate at work.

E. Mayo was known for his research in the field of "sociology of industrial relations", as well as experiments called "Hawthorne" (carried out at the plant in Hawthorne). The purpose of these experiments was to study "social organization within work groups." The main conclusion reached by E. Mayo is that the decisive influence on the productivity of the worker is exerted not by material, but mainly by psychological and social factors. This idea was defended earlier in the works of M. Follett. By the way, a significant place in them was occupied by the problem of conflicts in organizations. In particular, it was M. Follett who put forward the idea of \u200b\u200b"constructive conflict" as a normal process of the organization.

The most prominent of the followers of E. Mayo - D. MacGregor in his book "The Human Side of the Enterprise" (1960) proved that the oppressive regime in production is outdated. The idea that a person is lazy by nature, that he must be urged on, threatened with punishment and deprivation is not true. People like interesting work, they want independence, they are happy to be recognized for their merits, when properly treated, they willingly show initiative and ingenuity, he argued.

The doctrine of "human relations" revealed the importance of informal factors in the activities of organizations; it flourished in the 40-60s. However, this theory has come under serious criticism.

The American specialist on mental illness of industrial workers F. Herzberg in the books "Stimulation of Labor" and "Labor and Human Nature" criticized E. Mayo for inattention to the content of labor: "The division of labor taken to an extreme does not always give effect." Herzberg advised to diversify the operations performed by workers, to strengthen certain types control, replace foremen with informal brigade leaders, and consult with workers more often.

The doctrine of "human relations" was also accused of dealing only with the immediate factors of production and ignoring the external environment, considering work as a statistical process that is almost not subject to changes in time.

Close to the doctrine of "human relations" adjoins the behavioral (behavioristic) approach to management, which gained great popularity in the 60s of the XX century. His main postulate is that the correct application of the science of behavior (primarily the data of sociology and psychology) will always contribute to the better work of both the individual and the organization as a whole.

The motivation revolution revolves around the concept of making the most of human resources at work. Human potential is becoming the most important factor in entrepreneurship, therefore it is necessary to create favorable conditions for the development of entrepreneurial activity of all employees.

The current stage of management development is distinguished by the marketing concept of in-house management, a quantitative and systematic approach, the formation of situational management and programmatic focus.

The marketing approach provides for the orientation of the control subsystem in solving any problems of production activity towards the consumer.

The quantitative approach to management consists in the transition from qualitative to quantitative assessments using mathematical, statistical methods, engineering calculations, etc. You can control numbers, and not words, believe its supporters.

The process approach views management functions as interrelated. The management process is the sum of all functions, a series of interrelated continuous actions.

The systems approach follows from the doctrine of "social systems", the formation of which is closely related to the progressive complication of social production and the emergence of supergiant corporations in the 60-70s of the XX century. From the standpoint of a systems approach, an object is considered as a set of interrelated elements that have input and output, communication with the external environment, and feedback. With a systematic approach, the main attention is paid to the identification and assessment of system-forming qualities, that is, those new qualities that arise as a result of the interaction of the elements of a given system.

The situational approach is based on the fact that the suitability of different management methods is determined by the specific situation. From the standpoint of the situational approach, there is no single way to manage an object. The most effective method in a particular situation is the one that is more consistent with these conditions, the most adapted to them.

M. Mescon, M. Albert, F. Hedoury, P. Drecker, W. Ouchi, D. Carnegie, C. Bernard and others made a great contribution to the development of the principles of the modern school of management.

Michael Mescon, Michael Albert, Franklin Hedowry have published a monograph "Fundamentals of Management". Chester Bernard defined the development of governance from closed to open and studied the foundations of a systems approach.

I. Ansoff, T. Peirce formulated the strategic foundations of management and a number of new approaches of the "quiet management revolution", according to which its main provisions can be applied without immediately breaking down and destroying the existing structures, systems and management methods, but as if supplementing them, gradually adapting to new conditions. As a result, systems based on anticipation of changes and on the basis of flexible, extreme solutions are increasingly used.

A concrete expression of the theoretical concepts of management development in market conditions is the comparative characteristics of the Japanese and American management models (Table 1).

Table 1 - Comparative characteristics of management models

Japanese model	American model
Management decisions are made collectively on the basis of unanimity	Individual nature of decision making
Collective responsibility	Individual responsibility
Custom, flexible management structure	Strictly formalized management structure
Informal organization of control, collective control	Clearly formalized control procedure, individual control of the head

Continuation of table 1

Delayed employee performance appraisal and career advancement	Rapid assessment of work results, accelerated promotion
The main quality of a leader is the ability to coordinate actions and control	The main qualities of a leader are professionalism and initiative
Group orientation	Orientation of management to an individual
Assessment of management for achieving harmony and collective result	Assessment of management based on individual results
Personal informal relationships with subordinates	Formal relations with subordinates
Promotion by seniority and length of service	A business career is driven by personal results
Training of universal leaders	Training of highly specialized managers
Remuneration for work indicators of groups, seniority, etc.	Remuneration for individual achievements
Long-term employment of managers in the company	Employment for a short period

The first thing that is involuntarily drawn attention to when comparing the Japanese and American models of management is their complete opposite. However, this opposition does not plead, but reinforces the conceptual nature of management, the essence of which is in the systemic impact corresponding to national characteristics, traditions, psychology and culture of a particular people.

Management in Russia also has its own differences.

The development of management thought in Russia is associated with the names of outstanding statesmen - Tatishchev, Speransky. Witte, Stolypin, and others. The reforms carried out by the Russian tsars could not be carried out without the implementation of certain administrative concepts.

A great contribution to the study of management problems, both before the revolution and after it, was made by scientists, statesmen and business leaders: M. Tugan-Baranovsky, A.A. Bogdanov, A.K. Gastev, P.M. Kerzhentsev, O. Yermansky, S.G. Strumilin, E.F. Rozmirovich, E.K. Dresden, N. D. Kondratiev, A.V. Chayanov and many others.

Special mention should be made of the merits of A.A. Bogdanov (1873-1928), who laid the foundations of the general theory of systems. He introduced and substantiated the concepts of "control and controlled systems", feedback and others, without which the modern science of control is inconceivable. His book "General Organizational Science", which describes the structure and deduces the patterns of organizational systems of different nature on the basis of a single concept, has not lost its interest today.

A. K. Gastev (1882-1941) in the 1920s developed the idea of \u200b\u200ba "narrow base". Its meaning is that the bottleneck, with the "decoding" of which it is necessary to begin the improvement of production, is the organization of labor of an individual - from the director to the ordinary worker. His well-known 16 rules, set forth in the book "How to work", have not lost their significance either. A.K. Gastev created a school for the scientific organization of labor (NOT).

P.M.Kerzhentsev (1884 - 1940) made a significant contribution to the development of management science. His book "Principles of Organization" was widely known at one time, but today it is of great interest to practitioners.

EK Dresden subjected to a careful analysis of the linear and functional construction of organizational structures, which allowed him to identify the advantages and disadvantages of each of them. He considered the best integrated (combined) management structure.

The theoretical and practical aspects of the functioning of peasant farms, the advantages of the cooperative movement were proved in the works of A.V. Chayanov (1888-1937).

In the late 1930s, 35-year-old mathematician L. V. Kontorovich (1912-1986), who later became a Nobel Prize winner and academician, discovered a new area of \u200b\u200bapplication of linear programming.

In the 60s and subsequent years, the domestic science of management continued its development, taking into account new requirements. At that time, the research on management problems by academicians A.G. Aganbegyan, V.G. Afanasyeva, D.M. Gvishiani, V.M. Glushkov et al., Textbooks by a team of authors from the Moscow Institute of Management. Ordzhonikidze under the leadership of its rector O.V. Kozlova.

Much work to improve the management of agricultural production was carried out in research institutes and agricultural universities. Much has been done by the Research Institute of Labor Organization and Management under the guidance of Professor I.F. Piskunenko. Textbooks on agricultural production management were published under the guidance of academicians S.M. Loza and G.I. Budylkin, professors I.S. Zavadsky (USKHA), I.G. Ushachev (VNIIESH) and others.

Management is science, art and practice. Management science is a sphere of human activity, the function of which is to develop and theoretically systematize objective knowledge about reality.

At the same time, many experts believe that management is more of an art that can be learned only through experience and which is perfectly mastered by people with a talent for this.

In the course of their activities, practitioner leaders have to deal not only with specific employees, but also with entire groups. In a large group, there are so many factors that it is difficult to simply identify them and even more accurately measure their magnitude and significance. The same applies to environmental factors that affect the organization. In such an environment, managers must learn from experience and modify subsequent practice accordingly to reflect the implications of theory. This means that the leader must view management theory and scientific research not as an absolute truth, but as tools that allow him to understand the complex world of the organization. The theory and results of scientific research help the leader to predict with a certain degree of probability what will happen, thereby helping him to make better decisions and avoid mistakes.

1.3 Laws, patterns and principles of production management

Management involves the knowledge and use of the basic laws and laws inherent in social production.

The laws of development of production are objective and do not depend on the will and consciousness of people. Their action is manifested only in human activity and, therefore, depends on how fully the requirements of objective laws are taken into account.

Economic laws include the laws of value, the conformity of production relations with the nature and level of productive forces, increasing labor productivity, planned and proportional development, etc. Management acts as the main means of using economic laws in the process of joint activities of people. However, management is a specific type of labor activity, and therefore, in addition to general laws and patterns, management is subject to its own specific laws and patterns.

"Law" and "regularity" belong to the same group of scientific categories. but law unambiguously expresses the necessary connection between phenomena; regularity indicates the correctness, sequence of phenomena, confirms that this phenomenon is not accidental, characterizes the process due to certain reasons.

In control theory, a regularity is considered as a preliminary formulation of a law in its theoretical understanding and research.

The most important regularities of management include: proportionality of production and management, the optimal combination of centralization and decentralization, the optimal links in the management system, etc.

Proportionality of production and management means the dependence and proportionality of all elements in production and management systems. For example, in the organization of the main and service production, in the technical and technological support, in the selection and training of personnel, in the organization of the work of the management apparatus.

Proportionality is continuously violated under the influence of external and internal factors. Establishing and maintaining proportionality is an objectively necessary task, without the solution of which the functioning of an enterprise as a system is impossible.

Centralization and decentralization management means such a distribution of tasks, functions and powers by levels of management, which in each case ensures the maximum efficiency of enterprise management.

The level of centralization of management changes in the process of production development. The task of the subject of enterprise management is to determine and establish this level for each specific stage of production development.

Optimal links of the control system - this is the most expedient differentiation of structural units, object and subject of management, their relationship in accordance with the sectoral, production and technological specifics of the agro-industrial complex.

Gagloeva Fatima Arturovna

Postgraduate student of the Department of Management, North Ossetian State University, Vladikavkaz, Russian Federation

Resume: The article substantiates the imperativeness of the formation of regional innovation systems with their target orientation towards increasing competitiveness through innovative development. A structural model of a regional innovation system and a system of general indicators that give general characteristics innovative activities of the region.

Key words: innovative development of the region, structural model of the regional innovation system, general indicators of innovative activity in the region

About system of the general indicators of innovative activity of the region

Gagloyeva Fatima Arturovna

Graduate student of chair of management North Ossetian state university Vladikavkaz, Russian Federation

Abstract: In article is proved the imperativeness of regional innovative systems formation at its target orientation to increase of competitiveness by innovative development. The author offers structural model of regional innovative system and system of the general indicators giving a general characteristic of innovative activity of the region.

Keywords: innovative development of the region, structural model of regional innovative system, general indicators of innovative activity of the region

The practice of recent years shows that the development of the national innovation system of Russia is the only way to systematically increase the competitiveness of the country's economy and bring it out of the long-term crisis associated with extensive development based on a resource-based, export-oriented economy. The problem has always been relevant, but the recent course towards the country's innovative development sets new tasks for creating an innovative economy.

The national innovation system (NIS) of Russia, as for any other country, is based on the innovation systems of its regions. The regional component of the national innovation system (NIS), as a rule, includes two main structural elements: a subsystem for creating and disseminating knowledge, as well as a subsystem for introducing and using knowledge. If the first of them can be represented by traditional institutions in the field of education and scientific and technical sphere in the face of fundamental and applied science (research departments of universities, academic and industrial research institutes, experimental design and design organizations), as well as the newly created innovation and technological infrastructure (technology parks, business incubators, engineering and consulting companies, technology transfer centers, etc.), then the second (production sector, investors and business structures) is the link between the first subsystem and the market for innovations and innovations. Meanwhile, it is difficult to draw a clear distinction between the elements of the two subsystems. The connections between them can be very diverse and quite complex.

The internal structure of both subsystems for each region is specific, in many respects it determines the efficiency of the entire system and provides a reliable connection with the external environment. An important place in the structure of the regional innovation system (RIS) is occupied by regional authorities and administrations, as well as the institutional environment that coordinate and manage the innovation activities of the region at the governmental and legislative level.

In fig. 1 shows the functional diagram (model) of the regional innovation system (RIS), proposed by the author, consisting of the above-mentioned functional blocks, which are most typical for most RIS. Gurieva in work, a similar structure of the RIS model in different options found in a number of works. The input parameters of such a system are the innovation and resource potential of the region (IRP - material, financial, personnel, etc.) and the innovation and technological infrastructure (ITI), and the output parameters are the effectiveness of innovation activity (RID - new developments and technologies in demand on the market). In addition, the regional innovation system (RIS) actively interacts with the external environment and, first of all, with the national innovation system (NIS), since it itself is also a subsystem of the country's NIS, within which international relations and diversified cooperation with other regions within the country can be carried out.

The considered innovative RIS model, in general terms, resembles the “black box” model, the input and output characteristics of which are defined, and the internal structure is undefined or only partially defined. In principle, the "black box" model is applicable to any systems that we can judge on the basis of studying it. external signswithout resorting to the study of the fine structure and properties of individual elements of the system. This approach is especially convenient and easily applicable for studying the behavior of complex systems when it is not possible to find internal connections in the system. These objects can be safely attributed to regional innovation systems (RIS) of the subjects of the federation.

Considering this or that aspect of the functioning of the RIS, it is important to correctly determine the indicators corresponding to the objectives of the analysis.

In a number of studies, three groups of statistical data are used as the main indicators of the innovative activity of regions:

• innovative resource potential (IRP)
• innovative technological infrastructure (ITI)
• innovation performance (RID)

Table 1. The system of indicators of innovative activity of the regions

	Indicator name	Designation
	I . Innovative resource potential (IRP ) Specific gravity organizations that performed research and development in the total number of organizations,% Share of personnel engaged in research and development in the average annual number of people employed in the economy,% The number of researchers with academic degrees per 10 thousand people of the population of the territory,% The number of students of educational institutions of HPE per 10 thousand people of the population of the territory,% The number of graduate and doctoral students per 10 thousand people of the population of the territory,% Internal costs of research and development from GRP,%	x 1 x 2 x 3 x 4 x 5 x 6
	II ... Innovative and technological infrastructure (ITI) The number of educational institutions of higher professional education per 100 thousand people of the population of the territory,% The number of organizations conducting the training of postgraduate and doctoral students per 100 thousand people of the population of the territory,% The number of organizations that used information and communication technologies in the total number of enterprises and organizations (local and global networks + websites),% Depreciation rate of fixed assets,% Share of unprofitable organizations,% Share of investments in the region for the reporting period,%	x 7 x 8 x 9 x 10 x 11 x 12
	III ... Innovation Performance (RID) The number of advanced production technologies per 10 thousand people employed in the economy,% The number of used advanced production technologies per 10 thousand people employed in the economy,% Number of applications filed for the grant of patents for inventions and utility models per 10 thousand people employed in the economy,% Share of organizations implementing technological innovations in the total number of organizations,% Share of costs for technological innovation from GRP,% The share of innovative goods and services in the total volume of goods shipped, work performed, services,%	x 13 x 14 x 15 x 16 x 17 x 18

The system of indicators of regional innovation activity is presented in Table 1, in which each group of indicators contains six indicators. This allows us to assess the level of innovative activity of the regions under study, according to 18 parameters. The structure and values \u200b\u200bof indicators within the groups are taken from statistical data in the official sources of Rosstat. As can be seen from Fig. 1, the first two groups of indicators (IRP, ITI) are the input values \u200b\u200bof the RIS, and the third group of indicators (RID) is the output value of the system. The objective of the study was to establish the nature of the relationship between the input and output parameters of the system, as well as to determine the degree of influence of all three groups of indicators on the overall innovative activity, which directly characterizes the innovative component of the competitiveness of the regions. Along with this, by comparing the specified parameters (IRP, ITI, RID), the rating of the regions was determined for certain types of innovative activity.

Innovative activity or the level of general innovative activity of the regions was assessed according to the methodology used in international and Russian practice. In accordance with this methodology, the index of innovative activity is calculated by the formula:

where x ij - present value this indicator in relative terms, not depending on the scale of the region's economy;

x i min ; x i max - the minimum and maximum values \u200b\u200bof the indicator for all studied regions for the year under consideration.

Calculated according to formula (1), the general index of innovative activity takes values \u200b\u200bfrom 0 to 1.0 and allows you to establish a rating of the competitiveness of a particular region among the studied subjects of the Federation. Besides general index according to the formula (1), the group indicators of the innovative resource potential (R IRP), innovative technological infrastructure (Q ITI) and the indicator of the effectiveness of innovative activity (R RID) were determined, which allow one to specifically judge about certain aspects of innovation in the regions. For example, we can talk about the level of development of the innovation and technological infrastructure or what kind of innovation and resource potential the region has in comparison with other subjects of the federation, and, finally, how these RIS capabilities were reflected on the effectiveness of innovation in general.

List of references:

1. Arutyunov Yu.A. Formation of a regional innovation system based on a cluster model of the regional economy // Corporate management and innovative development of the North's economy. Center Research Institute Bulletin corporate law, management and venture investment of SSU. [Electronic resource]. URL: http://koet.syktsu.ru/vestnik/2008/2008-4/1/1.htm (Retrieved 5 November 2014)
2. Gadalova T.A. The interrelationships of the elements of the regional innovation system and their impact on the development of venture capital investments in the regions of Russia Development of regional innovation systems in Russia: problems and prospects: collection of articles. materials of the Youth Economic Scientific Session (Omsk, April 26–27, 2013). - Omsk: Publishing house Om. state University, 2013.
3. Gurieva L.K. Evolution of the theory of innovative economic development: basic approaches and concepts. Vladikavkaz: Publishing house of SOGU, 2005.
4. Monastyrskiy E.A. Structural model of the innovation system // // Innovations. 2005. No. 8.
5. Tishkov S. [Electronic resource]. URL: http: // krc.karelia.ru/doc_download.php?id\u003d2348&table_name (Retrieved 5 November 2014)
6. Gurieva L.K. The system of strategies in the state regulation of the innovative activity of the regions // Innovations. 2006. No. 3.
7. A.V. Zverev, V.I. Novoselsky Problems of innovative transformations in the Russian Federation // Bulletin of the Russian Economic Academy. G.V. Plekhanov. 2009. No. 1.

Innovation statistics, based on common international approaches, dates back to 1989. It was initiated by the Organization for Economic Cooperation and Development (OECD). OECD experts have prepared a series of methodological guidelines that form the so-called "Frascati Family" (Frascati, Italy, known for the fact that in it the OECD member countries in 1963 prepared the Frascati Guide "Standard Practice for Survey of Research and Experimental Development" ), including recommendations: on the measurement and interpretation of the data of the balance of payments for technology (1990); on Collecting Data on Technological Innovation - Oslo Handbook (1992); on the Use of Patent Data as Indicators of Science and Technology (1994); on Measuring Human Resources for Science and Technology - The Canberra Handbook (with Eurostat, 1995).

In Russia, taking into account the introduction of a market economy, statistics of innovations began in 1994. The system of statistical indicators characterizing the innovative activities of industrial organizations includes 10 sections.

The indicators most widely used in domestic and foreign practice and characterizing the innovative activity of the organization, its innovative competitiveness, can be divided into the following groups: a) costly; b) temporary; c) updatability; d) structural.

Cost indicators:

1) unit costs for R&D in the volume of sales, which characterize the indicator of the science intensity of the company's products;

2) unit costs for the acquisition of licenses, patents, know-how;

3) the cost of acquiring innovative firms;

4) the availability of funds for the development of initiative developments.

Indicators characterizing the dynamics of the innovation process;

1) indicator of innovativeness TAT;

2) the duration of the process of developing a new product ( new technology);

3) the duration of preparation for the production of a new product;

4) the duration of the production cycle of a new product.

Renewability indicators:

1) the number of developments or implementations of product innovations and process innovations;

2) indicators of the dynamics of updating the product portfolio (the proportion of products manufactured for 2, 3, 5 and 10 years);

3) the number of acquired (transferred) new technologies (technical achievements);

4) the volume of exported innovative products;

5) the volume of new services provided.

Structural indicators:

1) the composition and number of research, development and other scientific and technical structural units (including experimental and test complexes);

2) the composition and number of joint ventures engaged in the use of new technology and the creation of new products;

3) the number and structure of employees engaged in R&D;

4) the composition and number of creative initiative temporary teams, groups.

The most commonly used indicators reflect the specific costs of a firm on R&D in the volume of its sales and the number of scientific and technical departments.

Examples of

1. Japanese firm "Sony" is considered the most innovative firm in the field of consumer electronics. During her fifty years of activity, she constantly introduced into use a fundamentally new technique that changes the work and leisure of people. The company's sales in 1991 reached $ 26 billion, in 1994 it grew to $ 36.6 billion.All of the company's products were developed by its scientific and engineering personnel, numbering 9 thousand people (with the total number of employees at the company 112.9 thousand people). The firm spends $ 4.5 billion on research and development, or 5.7% of its sales. The company offers 1000 new products annually - about 4 every working day. About 800 of them are improved versions of products already on the market - either with improved performance or with a reduced price. The remaining 200 are original developments aimed at opening up new markets. These are new items of audio and video technology, as well as in the field of computer technology.

2. Firm "Hitachi" - one of the largest manufacturers of electronic and electrical products, machine tools and press-forging equipment. Its sales in 1994 amounted to 70.710 billion dollars, the number of employees was 291 thousand people, including 12 thousand were employed in scientific activities; R&D expenditures accounted for about 10% of sales of products and services.

3. General Motors controls 88% of the US auto market, including the subcompact market. Already in 1983, General Motors was ranked 5th in the list of companies - the largest importers of the United States. In 1994, the company ranked # 1 in the list of the 10 largest US companies with sales of $ 120 billion, revenues of $ 2.5 billion, and 876,000 employees. R&D expenditures amounted to $ 4.2 billion, or 4% of sales. Currently (1996), General Motors employs almost 900 thousand people, of which 130 thousand are “white collars” (this is only in the North American automotive divisions).

4. IBM's annual turnover from 1984 to 1990 grew from $ 27.4 billion to $ 69 billion. Profits in 1990 amounted to $ 6 billion. IBM's R&D expenditures in 1990 amounted to $ 3.5 billion a year. (about 5% of sales).

5. Digital Equipment Corporation (DEK) is a transnational company specializing in the production of electronic products. In 1989, DEK was the 12th in the world and the 3rd in the USA in its industry, behind IBM and General Electric. In 1989, the number of people employed in the FEC was 126 thousand people, of which 8,300 highly qualified workers were in the field of R&D (6.6% of the total). Sales in 1989 amounted to $ 13 billion, net profit exceeded $ 1 billion. R&D was allocated $ 1.3 billion (1980 - $ 186 million, 1984 - $ 630 million). ).

6. General Electric Corporation is a leading manufacturer of electric motors, power equipment, medical diagnostic equipment, laser medical equipment, thermoplastics, computer-controlled railway locomotives,

x-ray and ultrasound equipment. The number of people employed in all divisions is 307 thousand people, including 22 thousand people. - scientists and engineers employed in research and development (about 7% of the total number of employees). R&D expenditures in 1988 amounted to $ 1.9 billion, in 1992 - $ 3.2 billion, i.e. even more than is invested in fixed assets. The sales volume in only 15 years (1979-1994) increased more than 3 times and amounted to 60.5 billion dollars in 1994. In the list of the largest US companies for 1994, the corporation ranks 8th in terms of turnover, 2- e - in terms of profit and 5th - in terms of the number of employees.

7. The main activity of Chrysler is the automotive industry: the production of passenger cars and trucks, jeeps and minivans. The number of employed is 119 thousand people, including in R&D - about 4.5 thousand people. In 1995, with sales of $ 52.2 billion, the company's profit hit a record $ 3.7 billion. R&D spending was only 3.2%. In the second half of the 90s, the firm intends to spend on R&D an average of $ 1.9 billion per year.

The indicator of innovativeness TAT \u200b\u200bis readily used. The term "TAT" was put into circulation by the Japanese and comes from the American phrase "turn - around time". This is understood as the time from the moment of realizing the need or demand for new Product until it is sent to the market or to the consumer in large quantities... Firm "Matsushita" in color television holds a kind of record value of the TAT index, equal to 4.7 months.

Example

Experts at the McKinsey consultancy believe that the use of advanced computer technology in the automotive industry will reduce the TAT score by reducing the vehicle design and development cycle by 25%.

This translates into savings of 18 months, which will allow car companies to make decisions about which cars should be made one and a half years closer to the time of product launch. And this is a huge advantage over competitors who have failed to take advantage of the new technology.

Other indicators, for example, structural indicators, showing the number and nature of innovative divisions, are less commonly used in the general press. Such indicators are usually found in special analytical reviews.

Example

The Minnesota Mining and Manufacturing Company (3M), a leading manufacturing company, exemplifies the emergence of a dynamic, market-oriented organizational structure. In the 90s, 3M is in the first hundred industrial giants in the United States: 32nd in terms of profit ($ 1.3 billion in 1994), 30th in terms of the number of employees (83 thousand people) , 27th in terms of total sales (15.1 billion dollars). The corporation is proud of the high technology intensity of its products: the share of R&D costs in the value of sales in 1994 was 6%, which is twice the average for the US manufacturing industry.

The specific form of the corporation's activity in the scientific and technical sphere is especially highlighted through the financing of venture companies, that is, small (inventive) companies created by scientists or entrepreneurs to develop any advanced science-intensive product or technology.
Controlling the development of several hundred such firms, the corporation actually carries out a "wide-ranging" search for promising scientific and technological achievements. $ 100-150 million is spent annually on the acquisition of the most promising innovative firms.

Innovative goals

Innovation goal concept

For achievement development goals organization is developed innovation strategy *, the implementation of which, in turn, requires target management innovation, that is, formulating innovation goal.

The innovation goals can be requirements:

1) on the creation of a new product;

2) on the transition to a new technology;

3) on the preparation of a new service;

4) about the transition to the new kind resource, new system management, a new organizational structure.

Introduction

Chapter 1. Concept, functions, structure and role of the innovative state of the organization

1.2 Functions of forming the structures of control systems

1.3 The structure of the innovation process and the role of innovation in the development of the organization

Chapter 2. Indicators of the innovative state of the organization

2.1 Indicators of innovative activity of the organization

2.2 The balanced scorecard in the organization

Chapter 3. The main ways to improve the innovative state of the organization in modern conditions

Conclusion

List of used literature

Introduction

One of the most important components of a manufacturing enterprise is innovation. Innovative activity is often interpreted as an activity associated with the use of new (high) technologies. Many organizations try, in one form or another, to carry out innovative activities independently or through subsidiaries or innovation centers created specifically for this purpose, designed to promote the promotion and use of innovative products.

The innovative activity of an enterprise is an activity aimed at using the results scientific research and developments for updating the range and improving the quality of products, improving the technology of its manufacture. The need for innovative development of any organization makes new demands on the content and methods of management activities in this organization.

Innovation management is a system for managing innovations, the innovation process and relationships that arise in the process of innovation movement.

Organization of innovation management at an enterprise is a system of measures aimed at a rational combination of all its elements in a single innovation management process. The management process in accordance with the conceptual diagram begins with the formation of a system of goals and objectives of innovation (or project) for a certain period of time.

The goal in innovation management is the required or desired state of the innovation system in the planning period, expressed by a set of characteristics. The purpose of an organization or activity should establish certain benchmarks for their development for specified periods of time. Thus, the purpose of the organization, on the one hand, is the result of forecasts and assessment of the situation, and on the other hand, acts as a limitation for the planned innovative activities.

The process of forming goals is one of the most important procedures for innovation management. It is an integral part and starting point of all planned calculations in the innovation sphere. The main goal of innovation management is to ensure the long-term functioning of the enterprise based on the effective organization of innovation processes and high competitiveness of innovative products.

The process of organizing innovation management at an enterprise consists of the following interrelated stages:

· Determination of the goal of innovation management.

· Choice of innovation management strategy.

· Determination of innovation management techniques.

· Development of an innovation management program.

· Organization of work on the implementation of the program.

· Monitoring the implementation of the planned program.

· Analysis and assessment of the effectiveness of innovation management techniques.

· Adjustment of innovation management techniques.

Innovation management is based on the following key points:

· Search for an idea that serves as the foundation for this innovation.

· Organization of the innovation process for this innovation.

· The process of promoting and implementing innovation in the market.

For the innovative development of any organization, it is necessary to know the innovative state of this organization at the moment.

The purpose of this course work is to consider and study the innovative state of the organization, its indicators, as well as the development of the main ways to improve the innovative state of the organization in modern conditions.

To achieve this goal, it is necessary to solve the following tasks:

Consider the essence of the innovative state of the organization and its components;

Consider the role of innovation and the structure of the innovation process in the organization;

Identify and consider the indicators of the organization's innovative activity;

Analyze the main ways to improve the innovative state of the organization in modern conditions.

Chapter 1. Concept, functions, structure and role of the innovative state of the organization

1.1 The essence of the innovation climate and innovation potential of the organization

An assessment of the actual state of an organization within the framework of two vector strategic innovation space, in which one vector is strategic innovation potential, and the other is the strategic innovation climate, is called an innovation position. The strategic innovation position of an organization is determined by joint consideration of the internal and external environment, that is, innovation potential and innovation climate. To consider the innovative state of an organization, it is necessary to consider the innovative climate and innovative potential of that organization.

The innovation climate is an integral assessment of the state of the components of the external innovation environment.

The innovation climate is part of the overall organizational culture of the organization. There is no unambiguous definition of the concept of an innovation climate. Most often, it is understood as a set of conditions that contribute to the efforts of employees in the promotion and implementation of new ideas. The most favorable innovation climate is characterized by a general focus on innovation, as a clearly expressed goal achieved by common efforts, as well as through a high degree of mutual trust, decentralization of decision-making and financial control.

The innovation climate is the state of the organization's external environment that promotes or opposes the achievement of an innovation goal. An innovative climate is understood as a set of external conditions that affect the innovative potential of an enterprise:

Opportunities for the production of new or improved types of products or services (process and technological innovation);

Opportunities for changing social relations at the enterprise (personnel innovation);

Opportunities for the development of new management methods (management innovation);

Opportunities for creating new mechanisms for promoting products to the market (market innovations);

Opportunities for acquiring know-how, patents;

Legislative base, low refinancing rate, preferential taxation;

Interaction between government and business;

Technology commercialization practice.

Thus, the barriers to the innovation climate act as filters, passing through which the directional action of the vectors of the innovation potential of the enterprise is significantly reduced.

Most often, an organization's innovation climate includes such parameters as:

"Vision" of the company's personnel of the main directions and future guidelines of scientific, technical and market development;

Purposeful efforts to bring forward new ideas, overcome bureaucratic organizational barriers, develop the creative abilities of staff, expand the powers of innovators, increase the attention of all employees to “achieving high Quality and the exemplary state of the company ”;

Understanding by each employee of their role in the overall effort to implement the technical strategy;

Perception of dynamic scientific, technical and organizational changes at all levels of the company's management.

Creating a favorable innovation climate presupposes an atmosphere of trust, identifying and overcoming factors that “block” creative efforts and joint search work of personnel, empowering innovators in the workplace, and using organizational and psychological tools to help “generate” new ideas.

In the structure of the external environment, organizations distinguish a macroenvironment and a microenvironment.

In the macro environment, there are four strategic spheres: social (S), technological (T), economic (E) and political (P).

The microenvironment of an organization is considered as a set of strategic zones of the immediate environment, as a composition of subjects that directly interact with it and directly affect the state of innovation potential.

When analyzing the innovation climate, it is necessary to know that the object of analysis is the spheres of the external macroenvironment, and the subject is their impact on innovative goals and strategies, that is, the definition of the innovative macroclimate.

If necessary, you can deepen the object of analysis at the expense of the other two vectors - territorial scale and industries. However, to some extent, these two vectors have already been taken into account in the structures and characteristics of the spheres.

There are 10 main conditions for maintaining an innovative climate:

1. Providing the necessary resources

Maintaining a creative climate in an organization requires significant resources, including time, skill, money, and information. Time is especially important, as there is little good ideas is born in a hurry.

2. Dissemination of ideas within the organization

Liberalizing the exchange of ideas and information within an organization improves coverage and reduces resistance to innovation.

3. Stimulating open group processes

All groups of workers involved in the creation of new products (processes) should be encouraged to separate the generation of ideas from the evaluation of ideas. It is especially important that project team members feel free to express their opinions.

4. Recognition of worthwhile ideas

The best way to encourage openness is to consistently recognize and appreciate people who come up with valuable ideas.

5. Show confidence in employees

Recognizing the value of ideas is one way to show employees that you trust their ability and acknowledge their dedication. More generally, showing trust can be part of an overall management philosophy based on the creativity of all employees.

6. Emphasize professionalism

An integral part of trusting employees is to emphasize the value and level of professional knowledge of the key specialists of the organization. The best specialists should be provided with conditions for professional growth, opportunities to communicate with colleagues at seminars, exhibitions, conferences, etc.

7. Recognize workers' need for autonomy

Most specialists achieve their maximum at work when they are internally motivated not only by the possible reward, but also by the content of the work. The feeling of creative freedom arises only with a certain level of independence in work.

8. Give an opportunity to slip

Independence in work is inevitably associated with mistakes. Non-systematic errors should not be considered deliberate misconduct or crimes.

9. Use decentralized decision-making structures.

A significant part of decisions about innovation activities can be transferred to lower levels of management with proper separation of rights and responsibilities.

10. Weaken the formalization of the organizational structure

Innovation constantly requires active coordination between functions and departments, which is not achievable with purely formal management structures. It is necessary to seek opportunities for organizing communication of specialists outside the office environment and using target groups. A significant part of the tasks of maintaining the innovation climate in the organization is solved through the development and consistent implementation of adequate forms and methods of material incentives.

Innovation potential is an integral assessment of the state of the elements of the innovation system (the active part of the production and economic system - PCS).

The innovative potential of an organization is also a measure of its readiness to perform tasks that ensure the achievement of the set innovation goal, that is, a measure of readiness to implement an innovative project or program of innovative transformations and innovation.

A number of researchers believe that the innovative potential of an enterprise, a scientific and technical organization is a combination of scientific and technical, technological, infrastructural, financial, legal, socio-cultural and other opportunities to ensure the perception and implementation of innovations, i.e. obtaining innovations that form a single system for the emergence and development of ideas in it and ensure the competitiveness of the final product or service in accordance with the purpose and strategy of the enterprise. At the same time, it is a “measure of readiness” of an enterprise to implement a strategy focused on the introduction of new products. At the same time, the innovative potential includes, along with technological progress, institutional forms associated with the mechanisms of scientific and technological development, the innovative culture of society, its susceptibility to innovations.

Development of the organization and its subdivisions, as well as all elements of the production and economic system, goes through the development of potential. The development of an organization is seen as a reaction to changes in the external environment and therefore has a strategic character. The choice and implementation of an innovative strategy depends on the state of the innovative potential, and therefore its assessment is a necessary current operation.

The development of the innovative potential of an organization as an integral system can be carried out only through the development of the components of its internal environment. An analysis of the internal environment of the organization is required.

The internal environment of the organization is built from the elements that form its production and economic system. The elements are grouped into the following blocks:

1) product (project) block - directions of the organization's activities and their results in the form of products and services (projects and programs);

2) a functional block (a block of production functions and business processes) - an operator of transformation of resources and management into products and services in the course of labor activity of employees of an organization at all stages of the life cycle of products, including R&D, production, sale, consumption;

3) resource block - a complex of material, technical, labor, information and financial resources of an enterprise;

4) organizational block - organizational structure, process technology for all functions and projects, organizational culture;

5) control unit - the general management of the organization, the management system and the management style.

Approaches to assessing innovative potential.

The assessment of innovative potential is carried out according to the scheme: resource (P) - function (F) - project (P). A project or program means the release and implementation of a new product (service), a direction of activity. The tasks of assessing the innovative potential of an organization can be set in two dimensions:

1) a private assessment of the organization's readiness to implement one new project;

2) an integral assessment of the current state of the organization in relation to all or a group of projects already being implemented.

The needs of practice put forward the need for two schemes for analyzing the internal environment and assessing innovative potential: detailed and diagnostic.

Detailed approach. A detailed analysis of the internal environment and assessment of the organization's innovative potential is carried out mainly at the stage of substantiating the innovation and preparing a project for its implementation and implementation. With great labor intensity, it gives a systemic and useful information... The scheme for assessing the innovative potential of an organization in a detailed analysis of the internal environment is as follows:

1) a description of the systemic normative model of the state of the organization's innovative potential (its internal environment) is given, that is, those qualitative and quantitative requirements for the state of the potential for all blocks, components of blocks and parameters are clearly established that ensure the achievement of the already given innovative goal and its sub-goals (according to target tree);

2) the actual state of innovation potential is established for all blocks, components and parameters;

3) the mismatch between the normative and actual values \u200b\u200bof the parameters of the organization's potential is analyzed; there are strong (with a margin or exactly corresponding to the normative model) and weak (much or little inconsistent with the normative model) | sides of the potential; j

4) an approximate list of works on the innovative transformation of the organization (strengthening of weaknesses) is drawn up.

Diagnostic approach. Time constraints, the lack of specialists capable of conducting a system analysis, the absence or inaccessibility of information about the organization (especially when analyzing the innovative potential of competitors) force us to use diagnostic approaches to assess the innovative potential of the organization.

The diagnostic approach is implemented in the analysis and diagnostics of the state of the organization according to a limited and accessible range of parameters for both internal and external analysts.

Prerequisites for a high-quality diagnostic analysis:

1) knowledge of the system model and, in general, the system analysis of the object under study should be used;

2) it is necessary to know the relationship of diagnostic parameters with other important parameters of the system in order to assess the state of either the entire system or its essential part based on the state of any one diagnostic parameter;

3) information on the values \u200b\u200bof the selected diagnostic parameters must be reliable, since when the parameters are limited, the risk of losses increases due to an inaccurately determined diagnosis of the state of the system.

1.2 Functions of forming the structures of control systems

The functions of organizing and planning innovative activities are aimed at creating competitive products and developing the service sector.

Innovation management performs certain functions that determine the formation of the structure of the management system.

There are two types of functions:

1) functions of the subject of management;

2) the functions of the control object.

The first are:

1) forecasting;

2) planning;

3) organization;

4) regulation;

5) coordination;

6) incentives;

7) control.

The functions of the control object include:

1) risky capital investment;

2) organization of the innovation process;

3) the organization of the promotion of innovation in the market and its diffusion.

Functions of the subject of management represent a general type of activity that expresses the direction of the impact on the relations of people in the economic process. These functions are a specific type of management activity. They consistently consist of collecting, organizing, transferring, storing information, developing and making a decision, transforming it into a team.

Prediction function (from the Greek. prognosis - foresight) in innovation management covers the development for a long-term perspective of changes in the technical, technological and economic state of the control object as a whole and its various parts. Forecasting results are forecasts, i.e. anticipation of relevant changes. A feature of forecasting innovations is the alternativeness of technical and economic indicators inherent in the creation of innovations. Alternativeity means the need to choose one solution from mutually exclusive possibilities. In this process, it is extremely important to correctly identify the emerging trends in scientific and technological progress and trends in consumer demand, as well as marketing research.

Managing innovations based on their foresight requires the development of a certain sense of the market mechanism and intuition from the manager, as well as the use of flexible emergency solutions.

Management function - planning - covers the whole range of measures both for the development of planned targets in the innovation process, and for their implementation in practice.

Organization function comes down to uniting people who jointly implement an investment program on the basis of any rules and procedures. The latter include the creation of governing bodies, the construction of the structure of the management apparatus, the establishment of the relationship between management units, the development of guidelines, instructions, etc.

Regulation function (from Lat. regulate - submission to a certain law, order) in innovation management consists in influencing the control object to achieve a state of sustainability of the technical, technological and economic system in the case when this system deviates from the established parameters.

Coordination function (from Latin co - c, together + ordinatio - arranged in order) means the consistency of the work of all links of the control system. Coordination "works" to ensure the unity of the relationship between the subject and the object of management.

Stimulation function is expressed in encouraging employees to be interested in the results of their labor to create and implement innovations.

Control function in innovation management is to check the organization of the innovation process, the plan for the creation and implementation of innovations. Through control, information is collected on the use of innovations, on the course of the life cycle of this innovation, changes are made in investment programs, in the organization of innovation management. Control involves the analysis of technical and economic results. Analysis is also part of planning. Consequently, control in innovation management should be considered as the flip side of innovation planning.

The controlled subsystem of innovation management, as mentioned above, performs the functions of risky capital investment, organizing the innovation process and organizing the promotion of innovations in the market and its diffusion.

Risk capital investment function manifests itself in the organization of venture financing of investments in the innovation market. Capital investment in a new product (operation) is always associated with uncertainty. Therefore, it is usually carried out through the creation of innovative venture funds.

The function of promoting and diffusing innovation manifests itself in the market and consists in creating effective system measures to promote and distribute new products (operations): promotional events, capture of new sales markets, etc.

1.3 The structure of the innovation process and the role of innovation in the development of the organization

The innovation process includes seven elements, the combination of which in a single sequential chain forms the structure of the innovation process.

These elements include:

· Initiation of innovation;

· Marketing innovation;

· Release (production) innovation;

· Implementation of innovation;

· Promotion of innovation;

· Assessment of the economic efficiency of innovation;

· Diffusion (diffusion) of innovation.

Controlling the transition from one operation of the innovation process to another is an effective tool for managing the innovation implementation process. The success of the implementation of an innovation is largely determined by the degree of unimpeded passage along the logical chain of operations, especially at their junctions, and this depends primarily on the consistency of adjacent units in the transition from one operation to another and, of course, on the interest of organizations performing the corresponding operations.

Initiation is the beginning of the innovation process. Initiation is an activity consisting in choosing the goal of innovation, setting a task to be performed by the innovation, searching for the idea of \u200b\u200binnovation, its feasibility study and materializing the idea. Materialization of an idea means the transformation of an idea into a commodity (property, new product, etc.).

After justifying a new product, marketing research of the proposed innovation is carried out, during which the demand for a new product is studied, the volume of product output is determined, consumer properties are determined and commodity characteristicsthat should be injected with innovation as a product entering the market. Then the innovation is sold, that is, the appearance on the market of a small batch of the innovation, its promotion, efficiency assessment and diffusion.

Promotion of innovation is a set of measures aimed at the implementation of innovations (advertising, organization of the trade process, etc.).

The results of the implementation of the innovation and the costs of its promotion are subjected to statistical processing and analysis, on the basis of which the economic efficiency of the innovation is calculated. Following the economic development of innovation, first at the first, and then at other enterprises, the phase of its effective use follows, which is characterized by a gradual stabilization of costs and an increase in the effect, mainly due to an increase in the volume of use of the innovation. It is here that the bulk of the actual economic effect of innovation is realized.

The innovation process ends with the diffusion of innovation. Diffusion (Latin diffusio - spreading, spreading) innovation is the spread of once mastered innovation in new regions, in new markets.

The role of innovation in the modern economy.

In the modern economy, the role of innovation has grown significantly. Without the use of innovations, it is almost impossible to create competitive products with a high degree of science intensity and novelty. Thus, in a market economy, innovation is effective remedy competition, as they lead to the creation of new needs, to a decrease in the cost of production, to an inflow of investments, to an increase in the image (rating) of a manufacturer of new products, to the opening and capture of new markets, including external ones.

The role of innovation in economic development changes along with changes in critical factors of production, competitive advantage, and management technology features.

Role of innovation in enterprise development .

The innovative activity of the enterprise is primarily aimed at increasing the competitiveness of products (services).

Competitiveness - it is a characteristic of a product (service), reflecting its difference from a competitor's product both in the degree of compliance with a specific need and in the cost of meeting it. Two elements - consumer properties and price - are the main components of the competitiveness of a product (service). However, the market prospects of goods are not only related to quality and production costs. Other (non-commodity) factors, such as advertising activity, the prestige of the organization, the level of service offered, can also be the reason for the success or failure of a product.

At the same time, the service at the highest level creates great attractiveness. Based on this, the competitiveness formula can be represented as follows:

Competitiveness \u003d Quality + Price + Service.

Manage competitiveness - means to ensure the optimal ratio of these components, to direct the main efforts to solving the following problems: improving product quality, reducing production costs, increasing efficiency and service level.

In essence, the basis of the modern "philosophy of success" is the subordination of the interests of the firm to the goals of development, production and marketing of competitive products. The focus is on long-term success and customer orientation. The heads of companies consider the issues of profitability from the standpoint of quality, consumer properties of products, and competitiveness.

To analyze the position of a product on the market, assess its sales prospects, and select a sales strategy, the concept of "product life cycle" is used.

Simultaneous work with goods located on different stages life cycle, only large companies can do. Small firms are forced to follow the path of specialization, i.e. choose one of the following "roles":

* an innovator company, primarily dealing with innovation issues;

* engineering: a company that develops original product modifications and design;

* a highly specialized manufacturer - most often a sub-supplier of relatively simple mass-produced products;

* manufacturer traditional products (services) of high quality.

Small organizations are especially active in the production of goods that go through the stages of market formation and withdrawal from it. A large organization is usually reluctant to be the first to manufacture fundamentally new products. Effects possible failure much more difficult for her than for a small, newly formed organization.

Ensuring the competitiveness of a product requires an innovative, entrepreneurial approach, the essence of which is the search and implementation of innovations.

Chapter 2. Indicators of the innovative state of the organization

2.1 Indicators of innovative activity of the organization

To assess the innovative activity of an organization and its innovative competitiveness, indicators of the organization's innovative activity are widely used in domestic and foreign practice.

Such indicators can be divided into the following groups: costly; time indicators; renewal and structural indicators.

Cost indicators:

1. unit costs for R&D in the volume of sales, which characterize the indicator of the science intensity of the company's products;

2. unit costs for the acquisition of licenses, patents, know-how;

3. the cost of acquiring innovative firms;

4. availability of funds for the development of initiative developments.

Indicators characterizing the dynamics of the innovation process:

1.indicator of innovativeness TAT,

2. the duration of the process of developing a new product (new technology);

3. the duration of preparation for the production of a new product;

4. the duration of the production cycle of a new product.

Renewability indicators:

1. the number of developments or implementations of product innovations and process innovations;

2. indicators of the dynamics of updating the product portfolio (the proportion of products manufactured for 2, 3, 5 and 10 years);

3. the number of acquired (transferred) new technologies (technical achievements);

4. the volume of exported innovative products;

5. volume of new services provided.

Structural indicators:

1.the composition and number of research, development and other scientific and technical structural units (including experimental and test complexes);

2. the composition and number of joint ventures engaged in the use of new technology and the creation of new products;

3. the number and structure of employees engaged in R&D;

4. the composition and number of creative initiative temporary teams, groups.

The most commonly used indicators reflect the specific costs of a firm on R&D in the volume of its sales and the number of scientific and technical departments.

The indicator of innovativeness TAT \u200b\u200bis widely used, which comes from the phrase "turn - around time". This is understood as the time from the moment of realizing the need or demand for a new product until the moment it is sent to the market or to the consumer in large quantities. Other indicators, for example, structural indicators, showing the number and nature of innovative divisions, are less commonly used in the general press. Such indicators are usually found in special analytical reviews.

2.2 The balanced scorecard in the organization

The composition and structure of balanced indicators that determine the conditions and opportunities for the development of the organization's innovative potential are determined through a systematic analysis of the components of the strategic map in order to compare the actual level of individual potentials at a certain moment with existing ideas about this level.

The starting point of the composition and structure of balanced indicators is to determine the modern internal capabilities of the organization in the innovation sphere using economic criteria. Depending on the degree of the organization's current provision with material, technical and financial resources, as well as the availability of experience in introducing new technologies into economic circulation, the planning of the direction of future innovative development is carried out in the future. To implement effective management of innovative activities based on the use of a balanced scorecard, a real assessment of the level of the organization's innovative potential at a given point in time and an assessment of its dynamics for further development is required.

The innovative potential is determined by the composition and level of development of the components of the strategic map of the organization, their interconnections and the ability to work as a single system for implementing innovations. Therefore, to determine the composition and structure of balanced indicators for the development of the innovative potential of an organization, it is necessary to isolate the components of the strategic map, measure the potentials, identify the relationship between them, and, thus, obtain a comprehensive forecast of the potential level of the innovative potential of this organization.

It is not possible to forecast such a complex category as innovation potential using a single indicator, and a large number of balanced indicators describing it should be proposed. But the main problem of measuring the innovative potential is not only the choice and determination of the values \u200b\u200bof these parameters, but also the assessment of the measurement results, the possibility of their use in practice.

An important point in determining the composition and structure of balanced indicators for predicting the conditions and opportunities for the long-term development of an organization's innovative potential is, first of all, building a system. This balanced scorecard should give an objective assessment of the real state of the innovation potential of the studied organization. In addition, it must take into account the sectoral characteristics of the course of innovation processes, the characteristics of the production system, the type of production; Also, the system should have indicators reflecting the availability and quality of the main strategically important resources for the organization involved in innovation activities, indicators directly or indirectly indicating the effectiveness of the use of available resources by the organization involved in innovation activities.

The most important in a market economy are financial resources that provide the conditions for the implementation of the remaining components of the strategic map in predicting the innovative potential and play the role of their quantitative assessment. Financial resources of innovation potential provide funds for the implementation of innovation processes, create incentives and conditions for the development of innovation, influence the choice of topics for innovation projects in accordance with the needs of the functioning and development of innovation activities of the organization, contribute to the effective formation of costs for innovation. The indicators of the financial component in determining the composition and structure of balanced indicators for the development of the innovative potential of the organization characterize the amount of costs for R&D, the acquisition of new technologies and intangible assets.

Determination of the composition and structure of balanced indicators within the framework of the client component should proceed from the fact that the goal of creating and accumulating the necessary resources for an organization implementing innovations is to profit from the sale of innovative products, as well as the ability to create innovations on a regular basis. The indicators of this group indirectly determine the efficiency and rationality of the systems of organization and management of innovation in the organization.

The use of the results of scientific and technical activities in production and innovation is based on the transfer of information. Information plays important role in the process of scientific and technical activities, acting as a source material for any research work, and as a result of R&D. Information can be presented in the form of scientific and technical literature, information about patents, inventions, new technologies, etc. internal information in the form of regulations, design documentation, reports that are important in innovation. It is possible to determine the composition and structure of balanced indicators for the development of the innovative potential of an organization using the indicator of the number of people employed in information activities in the organization, as well as the costs of information activities.

This group of indicators can be supplemented with absolute indicators and analysis of such parameters as the information management systems available in the organization, information technologies, the degree of their participation in the innovation process.

The material basis of the composition and structure of balanced indicators within the process component is material and technical resources, which determine the technical and technological base of the potential, affect the scale and pace of innovation.

In many cases, it is the level of the process component in predicting the conditions and opportunities for the long-term development of the organization's innovative potential on the basis of a balanced scorecard that determines the costs and timing of research and development, experimental verification of scientific and technical results.

Important indicators in predicting the conditions and opportunities for the development of the innovative potential of an organization on the basis of a balanced scorecard are the quantitative and qualitative indicators of personnel. The scale and darkness of the implementation of innovative activities depend on the value of these balanced indicators. The readiness of personnel for innovative activities is the main condition for predicting the development of innovative potential, since it is the readiness of the organization's personnel for innovative transformations that has a positive, or negative influence into other components, contributing or, on the contrary, hindering the disclosure and implementation of innovative potential.

Personnel indicators characterize the provision of the innovation process with human resources, the qualification structure of the personnel involved in the creation and dissemination of innovations.

Each indicator presented above provides useful information about the characteristics of the studied organization, the use of the indicator system increases the validity of management decisions in the direction of the development of the organization's innovative activities. The main advantage of the balanced scorecard is its ease of use in combination with the practical completeness of the information it contains.

Determining the composition and structure of balanced indicators for the development of an organization's innovative potential involves keeping records of various kinds of costs and results associated with innovation, which contributes to the formation of an array of analytical information and systematization of the process of collecting internal information necessary for the analysis and assessment of innovation.

The use of a system of balanced indicators for assessing and developing the innovative potential of any organization will allow its management to realistically assess innovative opportunities in the preparation of innovative projects and programs, to avoid irrational costs for unrealizable projects.

Chapter 3. The main ways to improve the innovative state of the organization in modern conditions

The modern conditions for the successful existence of an organization are determined by a number of parameters, among which it is important to single out those that have the most significant impact on its competitiveness. At the same time, competitive advantage is only strategically important for an organization when it is based on some unique skills, knowledge, methods or developments that the organization possesses. The creation and constant renewal of such skills, in other words, continuous innovation activity, is one of the main strategically important tasks facing a modern organization.

The innovative activity of an organization should be understood as a complex characteristic of its innovative activity, including susceptibility to innovations, the degree of intensity and timeliness of the actions taken to transform innovations, the ability to mobilize the potential of the required quantity and quality, the ability to ensure the validity of the methods used, the rationality of the technology of the innovation process in terms of the composition and sequence of operations. ... In other words, innovative activity characterizes the readiness to update the main elements of the innovation system - one's knowledge, technological equipment, information and communication technologies and the conditions for their effective use (structure and culture), as well as susceptibility to everything new.

To increase the level of innovation and increase competitiveness, organizations must first of all solve the following tasks:

a) more active participation in the markets, as well as an increase in the total volume of sales of the share of the domestic market, which does not depend on changes in foreign exchange rates;

b) expanding the range of products;

c) reducing production costs;

d) a more consistent marketing policy.

a) the use of technological skills and know-how for the release of new types of products;

b) comprehensive preparation of production for a possible "leap" - rapid development in connection with the increased demand in the market;

c) more active financing of technological renovation of production.

Tasks of the "third priority":

a) meeting the growing demands of buyers and suppliers, mainly related to the compliance of products with more and more new European and international quality and safety standards;

b) tracking trends and patterns in changes in the needs and tastes of consumers.

There are 7 parameters of innovative activity:

1 - the quality of the innovation strategy and innovation goal; This is the correspondence of the strategy to the mission-purpose and mission-orientation, external environment, potential, goals, and other strategies of the company.

2 - the level of mobilization of innovative potential;

This is the ability shown by the management to attract the required potential, the ability to attract not only the obvious and known part, but also the latent (latent) part of the potential, that is, the ability to show the highest competence in mobilizing innovative potential.

3 - the level of attracted capital investments - investments;

This is management's demonstrated ability to attract investments that are required in terms of volume and acceptable by sources.

4 - methods, culture, guidelines used in the implementation of innovative changes;

This is the application in innovation of concepts and methods aimed at obtaining real competitive advantages. For example, the "parallel design" method is common in innovation processes. In innovation marketing, this method or concept today is the "customer focus" concept.

5 - correspondence of the organization's reaction to the nature of the competitive strategic situation;

This innovative situation is determined by the state of the object (proposed innovation) and the state of the environment. There are three types of behavior or reactions to a strategic situation: reactive behavior, when the situation is already perceived even by insufficiently competent leaders and only then the organization starts to change it; active behavior, when the situation is recognized by a professionally competent leadership and after that a strategy is developed and implemented; planning and predictive behavior, in which the "weak signals" control method is implemented.

6 - the speed (pace) of strategic innovative changes;

The speed (pace) of the development and implementation of an innovation strategy: the intensity of actions to create and promote innovations, carry out strategic innovative changes. This intensity is characterized by a set of indicators, including the indicator of innovativeness "TAT", product renewability, technology renewability and technological equipment, updating of personnel knowledge, updating of organizational structures and other indicators.

7 - the validity of the implemented level of innovation activity;

This is the correspondence of one or another level of strategic and tactical activity to the state of the external environment and the state of the organization itself. A sudden unreasonable increase in activity can turn an organization into a so-called "dead hero", and inadequate passivity dooms it to become a failure.

The strategy that an organization develops should first of all be aimed at maximizing the opportunities provided and the maximum possible protection against threats.

Summing up all of the above, we can conclude that the innovative activity of an organization is the main characteristic of its innovative development. The active use of innovations by existing companies allows them to achieve a sufficient degree of technological independence, ensures an increase in their efficiency and competitiveness. In addition, the innovative activity of enterprises and organizations is directly related to their investment activity, which qualitatively depends on innovation.

Conclusion

The active use of innovations by organizations increases their efficiency and competitiveness, helps them accelerate their growth, master new markets, create new jobs, which ultimately determines the economic development of the region, the growth of the tax base, and an improvement in the quality of life.

The company's readiness for innovations is characterized by an innovative climate, and how successful the implementation of an innovative project will be depends on its state.

Depending on the state of the innovation climate in the organization, the achievement and non-achievement of the innovation goal takes place. To create a supportive environment for achieving organizational goals, it is necessary to develop incentive methods that are understandable to staff.

Innovation potential characterizes the readiness of the organization to fulfill the tasks that ensure the achievement of the set innovation goal, i.e. is a measure of readiness for the implementation of an innovative project or program of innovative transformations and innovation implementation.

The main prerequisite for an innovation strategy is the obsolescence of products and technologies. In this regard, every three years, enterprises should carry out certification of manufactured products, technologies, equipment and workplaces, analyze the market and distribution channels of goods. In other words, an X-ray of the business must be taken.

List of used literature

1. Textbook for universities S.D. Ilyenkov; L.M. Rochberg - M. Unity - Dana, 2008

2. Innovation management - I.T. Balabanov, M.N. Dudin, 2008

3. Innovation management - textbook, L. N. Ogoleva, 2006

4. Novikov V.S. Tourism Innovation 2007

5. Gunin, V.N., Barancheev, V.P., Ustinov, V.A., Lyapina, S.Yu. Innovation management; M .: INFRA-M, 2000

6. Kokurin D.I. Innovative activity 2006

7. Lisin B., Fridlyanov B. Innovation potential as a factor in the development of enterprises, Moscow, 2008

8. Sokolov D.V., Titov A.B., Shabanova N.M. Preconditions for the analysis and formation of innovation policy, 2002

9. Surin A.V., Molchanova, O.P. Innovation management, M .: NSFRA-M, 2008

10. Thompson Jr., Arthur, A., Strickland III, A.J. Strategic management: concepts and situations for analysis. - M .: Publishing house "Williams", 2002

11. Fatkhutdinov R.A. Innovation management: Textbook for universities, 2008

12. Huchek M. Innovation at enterprises and implementation, Moscow, 2000

13. Using an innovative approach in the strategic management of an enterprise - Trifilova, A.A., N. Novgorod, 2004

14. Innovative development and innovative culture - Nikolaev, A. V. // Problems of theory and practice of management. 2001 year

15. Tutorial, assessment of the effectiveness of innovative development of the enterprise, - Popkov V.P., Evstafieva E.V. - 2007

16. A.M. Mukhamedyarov "Innovation Management", Study Guide, Second Edition, Moscow, INFRA-M, 2008

3.6. Distribution of organizations that carried out simultaneously technological and organizational innovations by type of economic activity

3.7. Share of organizations carrying out technological and marketing innovations at the same time, in the total number of organizations carrying out technological innovations, by type of economic activity

3.8. Distribution of organizations that carried out simultaneously technological and marketing innovations by type of economic activity

3.9. The structure of organizations that carried out technological innovations, by type of innovation activity

3.10. The share of organizations that carried out certain types of innovative activities, in the total number of organizations that carried out technological innovations, by type of economic activity

3.11. Distribution of organizations that carried out technological innovations by type of innovation and economic activity

3.12. The proportion of organizations that had research, design and engineering departments, in their total number by type of economic activity

3.13. The number of departments that carried out research and development, and the number of their employees in organizations by type of economic activity

3.14. Share of employees who performed research and development in the total number of employees of organizations that carried out technological innovations, by type of economic activity

3.15. Cooperation in the development of technological innovations

3.16. Share of goods shipped, work performed, services rendered by types of economic activities of organizations that carried out and did not carry out technological innovations, in the total volume of goods shipped, work performed, services rendered

3.17. Volume of innovative goods, works, services by type of economic activity

3.18. Volume of innovative goods, works, services by the level of novelty and types of economic activity

3.19. The share of innovative goods, works, services rendered in the total volume of goods shipped, work performed, services by the level of novelty and types of economic activity

3.20. Newly introduced or undergoing significant technological changes innovative goods, works, services, new to the market of the organization, by type of economic activity

3.21. Newly introduced or undergoing significant technological changes innovative products, works, services, new to the world market, by type of economic activity

3.22. Newly introduced or undergoing significant technological changes innovative goods, works, services, new for the organization, but not new for the market, by type of economic activity

3.23. Export of innovative and not subject to technological changes goods, works, services by type of economic activity

3.24. Export of innovative goods, works, services by country and type of economic activity

3.25. Share of organizations participating in technological exchange in their total number by types of economic activity

3.26. Share of organizations participating in technological exchange in the total number of organizations carrying out technological innovations, by type of economic activity

3.27. Technology imports by organizations carrying out technological innovations, by type of economic activity

3.28. Export of technologies by organizations carrying out technological innovations, by type of economic activity

3.29. Forms of technology acquisition by organizations that have carried out technological innovations, by type of economic activity

3.30. Forms of technology transfer by organizations carrying out technological innovations, by type of economic activity

3.31. New technologies (technical advances) acquired

and donated by technological innovation organizations

3.32. Participation of organizations in joint research and development projects

3.33. Organizations participating in joint research and development projects, but by types of economic activities

3.34. Organizations that carried out technological innovations and participated in joint projects but carried out research and development, but in partner countries and types of economic activities

3.35. Distribution of organizations that carried out technological innovations and participated in joint projects but carried out research and development with partners from individual countries, by type of economic activity

3.36. Organizations that have carried out technological innovations and participated in joint research and development projects, by type of partner and type of economic activity

3.37. Distribution of organizations that carried out technological innovations and participated in joint research and development projects, by types of partners and types of economic activity

3.38. Organizations that have carried out technological innovations and participated in joint research projects

and developments, by types of cooperation ties and types of economic activities

3.39. Joint projects for the implementation of research and development of organizations carrying out technological innovations, by type of economic activity

3.40. Joint projects for the implementation of research and development of organizations carrying out technological innovations, by types of partners and types of economic activities

3.41. Joint projects for the implementation of research and development of organizations carrying out technological innovations, by types of cooperation ties and types of economic activity

3.42. Technological partnership in the implementation of research and development of organizations carrying out technological innovations

3.43. Cost structure of organizations implementing technological innovations, by type of innovation

3.44. Costs of technological innovation by economic activity

3.45. Distribution of costs for technological innovation by type of economic activity

3.46. Cost structure for technological innovation by type of innovation

3.47. Costs of technological innovation by type of innovation and economic activity

3.48. Distribution of costs for technological innovation by type of innovation and economic activity

3.49. Cost structure for technological innovation by source of funding

3.50. Costs of technological innovation by source of funding and type of economic activity

3.51. Distribution of costs for technological innovations by sources of financing and types of economic activity

3.52. Intensity of spending on technological innovation by type of economic activity

3.53. Share of organizations that rated individual sources of information for technological innovation as the main ones, in the total number of organizations

3.54. The proportion of organizations that rated certain methods of protecting scientific and technical developments as the main ones, in the total number of organizations that carried out technological innovations

3.55. The share of organizations that rated certain factors hindering technological innovation as the main ones, in the total number of organizations