Potential negative consequences of innovations are. Staff resistance to innovation and its causes. Issues of introducing innovations in the organization

01.06.2020

The topic of innovation is very relevant in modern economy. The problems of innovation attract the attention of researchers, practitioners and, in general, a wide range of people involved in one way or another in the modern transformation of society. Innovations have an impact not only on the behavior of their consumers, but also on organizational behavior employees of those enterprises that create and implement these innovations.

For the most part, innovations are controversial because, as a rule, there is no absolute certainty that they will be justified. Sometimes the delayed negative effects of an innovation completely outweigh its positive effects. Therefore, innovation often acts as an object of conflict.

The innovation conflict can be interpreted as a counteraction between the supporters of innovation (innovators) and opponents (conservatives), which is accompanied by experiences of negative emotions in relation to each other.

This publication is devoted to the problem of assessing the essence of these conflicts and possible ways to eliminate them.

Currently, a deep comprehensive study of innovative processes in economic science is given great attention. The issues of the degree of influence of innovations on the duration of innovation processes, the cyclical nature of the emergence of innovation conflicts were considered in the works of S. Kara-Murza, N. Kondratiev, G. Mensch and others.

Since innovations are an inevitable process in matters of improving the efficiency of activities, the more significant they are during their implementation organizational changes at enterprises, the stronger the psychological security mechanisms of employees declare themselves. These mechanisms set in motion the opposite of change—resistance, which is the cause of conflict.

The likelihood of conflict during the introduction of an innovation increases in proportion to the magnitude of the innovation. Large-scale innovation involves a large number of people with different interests in the innovation process, which increases the frequency of conflicts. The radical nature of innovation increases the likelihood and severity of conflicts. The rapid process of innovation, as a rule, is accompanied by the emergence of conflictogens.

In the process of innovation conflict, innovators expect to improve the work of the enterprise and personal life as a result of the introduction of innovation. Conservatives fear that life and work will get worse. The position of each of these parties can be sufficiently justified. In the struggle between innovators and conservatives, both can be right.

As a rule, only 25% of employees of enterprises positively accept innovations from the very beginning, 50% take a wait-and-see attitude, and the remaining 25% resist the new. To reduce resistance, it is necessary to involve employees in innovation in one role or another early in the process.

There are quite a few classifications of innovations by type. Innovations can be radical and modifying, product, technical, social. Economists pay special attention to organizational and managerial innovations (development and application of new organizational structures and methods of managing the workforce) and socio-economic innovations (social development and application of new mechanisms for the functioning of an enterprise). It is these two types of innovation that cause the greatest number of negative innovation conflicts and consequences and most often end in failure, the reasons for which can be:

the desire of any enterprise for stability;

The unpredictable impact of changes in one structure on changes in another;

The impact of innovations not only on the formal structure of the enterprise, but also on the informal, and, as a result, the negative attitude of employees towards them.

Technical innovations are the most prosperous in terms of the occurrence of negative consequences of their implementation. In social innovation, the benefits are not as obvious and demonstrative as in the case of technical innovation. For social innovations, there is a difficulty in calculating their effectiveness. Also, for them, the cost of funds may be relatively small compared to technical or other types of innovation, but this does not mean that social innovations are genuinely cheap. "Problems" are found in social innovations more often than in technical innovations.

One of the key success and failure factors in innovation is speed. Change planning involves determining the timing and budget, the distribution of responsibility. Very often, due to the lack of constant monitoring of key indicators, which makes it possible to understand how the implementation process is going, innovations are delayed. And the longer an innovation stretches, the less likely it is to be successful.

The main contradictions in the course of implementation of innovations are:

· irrational use of the already created production and financial potential of enterprises;

lack of effective experience in the field of marketing and advertising in the presence of many high-tech backlogs in various fields;

· relative inadequacy in establishing business relations between potential investors and consumers of investments;

· the presence of a high degree of systemic investment risk.

The identified problems determine the priorities of the mechanism for regulating the innovation process on the principles of openness of information, independence and competence, etc. Innovations that are delayed during implementation are dangerous. It is necessary to regularly monitor the progress of innovation processes and maintain a high pace of their implementation. One of the problems that accompany any change is the information vacuum, so regularly informing employees about the progress of changes is a key factor in the success of innovative processes in enterprises.

Literature.

1. Kara-Murza S. Kuda Russia is coming. White Book of Reforms / S. Kara-Murza, S. Batikov, S. Glazyev. - M.: Politkniga, 2008. - 448 p.

2. Sirotkin S.V. Improvement of forecasting methods in innovation activities / S.V. Sirotkin // Management of social and economic systems, 2006. - No. 2.

The organization focuses its efforts on change if new strategies have been developed, its effectiveness is declining, it is in a state of crisis, or the management is pursuing its own personal goals. One of the components of the introduction of innovation is development of a new idea by the organization. The author of the idea must:

1) Identify the interest in this group idea, including the consequences of the innovation for the group, the size of the group, the spread of opinions within the group, etc.;

2) Develop a strategy to achieve the goal;

3) Identify alternative strategies;

4) Finally choose the strategy of action;

5) Define a specific detailed action plan.

People tend to have a wary negative attitude towards all changes, since an innovation usually poses a potential threat to habits, ways of thinking, status, etc. Allocate 3 types of potential threats in the implementation of innovations:

a) Economic (decrease in income level or its decrease in the future);

b) Psychological (feeling of uncertainty when changing requirements, responsibilities, work methods);

c) Socio-psychological (loss of prestige, loss of status, etc.).

A specially designed program to overcome resistance to change is required. In some cases when introducing innovations, it is necessary:

a) Provide a guarantee that this will not be associated with a decrease in the income of employees;

b) Invite employees to participate in making decisions about changes;

c) Identify in advance the possible concerns of workers and develop compromise options based on their interests;

d) Implement innovations gradually, on an experimental basis.

The main principles of organizing work with people in innovation are:

1. The principle of informing about the essence of the problem;

2. The principle of preliminary assessment (informing at the preparatory stage about the necessary efforts, predicted difficulties, problems);

3. The principle of initiative from below (it is necessary to distribute responsibility for the success of implementation at all levels);

4. The principle of individual compensation (retraining, psychological training etc.);

5. The principle of typological features of perception and innovation by different people.

There are the following types of people in their attitude to innovation:

1. Innovators- people who are characterized by a constant search for opportunities to improve something;

2. Enthusiasts- people who accept the new, regardless of the degree of its development and validity;

3. Rationalists- they accept new ideas only after a thorough analysis of their usefulness, an assessment of the difficulty and possibility of using innovations;

4. Neutrals- people who are not inclined to take a word for one useful proposal;

5. Skeptics- these people can become good controllers of projects and proposals, but they slow down innovations;

6. Conservatives- people who are critical of everything that is not tested by experience, their motto is "no novelties, no changes, no risk";

7. Retrogrades- people who automatically reject everything new (“the old is obviously better than the new”).

Types of possible consequences when changing the organizational structure:

a) Potentially real conflicts in connection with the reorganization of old and the formation of new structural divisions;

b) The emergence of a conflict of jobs, that is, it arises after a fuzzy definition of rights and obligations, distribution of power and responsibility;

c) Formation among members of the organization of uncertainty in tomorrow, in the correctness of the chosen course;

d) A change in communications within the organization leads to disruption information flows, in some cases due to the concealment of information by a number of managers and employees.

Organizational culture.

Organizational climate and organizational culture are two terms that serve to describe a set of characteristics that are inherent in a particular organization and distinguish it from other organizations.

Organizational climate includes less stable characteristics, more subject to external and internal influences. With a common organizational culture of an enterprise organization, the organizational climate in its two departments can vary greatly (depending on the leadership style). Under influence organizational culture causes of contradictions between managers and subordinates can be eliminated.

The main components of the organizational climate are:

1. Managerial values (the values of managers and the peculiarities of the perception of these values by employees are important for the organizational climate, both within formal and informal groups);

2. Economic conditions (here it is very important to have a fair distribution of relations within the group, whether the team participates in the distribution of bonuses and incentives for employees);

3. Organizational structure (its change leads to a significant change in the organizational climate in the organization);

4. Characteristics of the members of the organization;

5. Size of the organization (in large organizations there is more rigidity and more bureaucracy than in small ones, a creative, innovative climate, a higher level of cohesion is achieved in small organizations);

7. Management style.

In modern organizations, a lot of effort is put into the formation and study of the organizational climate. There are special methods for its study. It is necessary in the organization to form judgments among employees that the work is difficult, but interesting. In some organizations, the principles of interaction between the manager and the staff were determined and fixed in writing, often increasing the level of team cohesion by organizing joint leisure activities for employees and their families.

Organizational culture- is a complex of the most stable and long-term characteristics of the organization. Organizational culture combines the values and norms inherent in the organization, the styles of management procedures, the concept of technological social development. Organizational culture sets the limits within which it is possible to confidently make decisions at each level of management, opportunities rational use resources of the organization, defines responsibility, gives the direction of development, regulates managerial activity, contributes to the identification of workers with the organization. Under the influence of organizational culture, the behavior of individual employees is formed. Organizational culture has a significant impact on the effectiveness of the organization.

Basic parameters of organizational culture:

1. Emphasis on external (customer service, customer orientation) or internal tasks. Organizations are focused on meeting the needs of the consumer, have significant advantages in a market economy, and are competitive;

2. The focus of activity on solving organizational problems or on the social aspects of the functioning of the organization;

3. Measures of readiness for risk and the introduction of innovations;

4. The degree of preference for group or individual forms of decision-making, that is, with a team or individually;

5. The degree of subordination of activities to pre-drawn plans;

6. Expressed cooperation or rivalry between individual members and groups in the organization;

7. The degree of simplicity or complexity of organizational procedures;

8. A measure of the loyalty of employees in the organization;

9. The degree of awareness of employees about their role in achieving the goal in the organization

Properties of organizational culture:

1. Collaboration forms the team's ideas about organizational values and ways to follow these values;

2. commonality means that all knowledge, values, attitudes, customs are used by a group or work collective for satisfaction;

3. Hierarchy and Priority, any culture represents a ranking of values, often the absolute values of society are considered the main ones for the team;

4. Consistency, organizational culture is complex system, which combines individual elements into a single whole.

The influence of organizational culture on the organization's activities appears in the following forms:

a) Identification by employees of their own goals with the goals of the organization through the adoption of its norms and values;

b) Implementation of the norms prescribing the desire to achieve the goal;

c) Formation of the organization's development strategy;

d) The unity of the process of implementing the strategy and the evolution of the organizational culture under the influence of the external environment (the structure is changing, therefore, the organizational culture is changing).

Purpose of the lecture: To study the issues of introducing innovations in the organization, as well as the typology of innovations

Questions:

1. Issues of introducing innovations in the organization

2. Typology of innovations

Basic concepts: innovation, organization, team relations, typology of innovations

Issues of introducing innovations in the organization

AT modern conditions instability of the economy and the transformation of social relations, issues related to the aggravation of conflict in the team during the introduction and use of innovations in economic practice are of particular relevance.

Innovation is the process of creating, distributing and using a new practical means (innovation itself) for a new or better satisfaction of an already existing social need; it is a process of changes associated with a given innovation in the social and material environment in which it occurs. life cycle.

However, innovation is not something new that causes a change in the old in a natural, regular way. Numerous improvements cannot be considered innovations, which every person constantly brings into his life, but which do not have significant novelty. A potential innovation is new idea which has not yet been implemented.

Innovations are controversial because, as a rule, there is no absolute certainty that they will be justified. Sometimes the delayed negative consequences of an innovation completely cover its positive effect. Therefore, innovation often acts as an object of conflict.

The likelihood of conflict during the introduction of innovations increases for such reasons. Large-scale innovation involves a large number of people with different interests in the innovation process, which often causes conflicts. Radical innovation increases the likelihood and severity of innovation conflicts. The rapid process of innovation is usually accompanied by conflicts. The socio-psychological, informational and other support of the implementation process, the rational organization of which contributes to the prevention of conflicts, significantly affects innovation conflicts.

Innovation conflict - can be interpreted as a counteraction between the supporters of innovation (innovators and opponents (conservatives), which is accompanied by experiences of negative emotions in relation to each other. The causes of innovation conflicts are combined into five groups.

The objective reasons lie in the natural clash of interests between innovators and conservatives. Supporters and opponents of innovations have always been, are and will be independent of any factors. The spirit of innovation and the spirit of conservatism are pre-inherent in man, social group to humanity as a whole. In addition, large-scale reforms that are carried out in society, industries, organizations, objectively give rise to many innovative conflicts.

Organizational and managerial reasons lie in the poor quality of political, social, managerial mechanisms for conflict-free evaluation, implementation and dissemination of innovations. In the presence of effective organization early detection procedures objective evaluation and implementation, most innovations would find application without conflict. The commitment of managers to a positive perception of the new, their participation in innovative processes would help reduce the number of conflicts.

The innovative reason is related to the characteristics of the innovation itself. Various innovations give rise to conflicts of different number and intensity. Personal reasons lie in the individual psychological characteristics of the participants in the innovation process.

Situational reasons lie in the specific features of a single innovation situation. Each innovation is carried out in the conditions of specific socio-economic, social, logistical and other circumstances. These circumstances can lead to innovation conflicts.

During the introduction of innovations, contradictions arise between its supporters and opponents. Innovators expect to improve organizational and personal performance as a result of innovation. Conservatives fear that life and work will get worse. The position of each of these parties can be sufficiently justified. In the struggle between innovators and conservatives, both can be right.

Most conflicts between innovators and conservatives (66.4%) occur during the implementation of managerial innovations, one in six - pedagogical, and one in ten - logistical innovations. Most often (65.1%), these conflicts arise at the stage of innovation. The probability of conflicts arising during the introduction of innovations by their initiators is twice as high as in the case of the introduction of innovations by team leaders.

It is proved that the innovative conflict has a multi-motivation character. The direction of the opponents' motives is different. In an innovator they are more socially oriented, in a conservative they are individually oriented. The main motives for an innovator to enter into a conflict are: the desire to increase the efficiency of the team - 82%; desire to improve relationships in the team - 42%; unwillingness to work in the old way - 53%; the desire to realize their potential - 37%; desire to increase their authority - 28% conflict situations. For a conservative, the following motives for entering into a conflict are typical: unwillingness to work in a new way, to change the style of behavior and activity - 72%; reaction to criticism - 46%; the desire to insist on one's own - 42%; struggle for power - 21%; the desire to preserve material and social benefits - 17%.

The initiator of innovation conflicts is mainly the innovator (68.7% of the total number of conflicts). As a rule, he is a subordinate of his opponent (59% of situations from the total number of conflicts). An innovator is either a supporter of a new idea, or a creator or implementer of an innovation (64% of situations).

In the process of innovative conflict, opponents use more than 30 different methods and techniques of struggle. An innovator more often tries to influence an opponent by persuading (74%), seeking help from others (83%), criticizing (44%), appealing to the positive experience of introducing innovations and informing everyone around about innovations (50%). A conservative more often uses the following ways of influencing an opponent: criticism (49%); rudeness (36%); beliefs (23%); increased workload if he is the opponent's boss (19%); threats (18%).

If in the process of conflict interaction opponents experience weak negative emotions, then only 25% of conflicts end with an unfavorable result for them and the team. If opponents feel strong negative emotions towards each other, then only 30% of such conflicts are resolved constructively.

Innovators receive support in conflicts much more often (95% of situations) than conservatives (58%). The motivation for supporting the innovator is predominantly business in nature, the conservative is supported more often based on personal plan. Open and unequivocal support of the right opponent in most cases allows to resolve the conflict constructively. When high level the correctness (80-100%) of the opponent in the conflict and the presence of support from other people, the innovator is 17 times (3.6 times the conservative) more likely to win the conflict than lose. The less the opponents' relations worsen, the more constructively the innovation process develops.

The effectiveness of the individual activity of opponents during the innovation conflict is somewhat reduced. After the resolution of the conflict, the quality of the activity of the opponent-innovator in comparison with the pre-conflict period improves in 31.9% of situations, remains unchanged - in 47.6% and worsens in 20.5%. For a conservative opponent, these figures are respectively 26.5%; 54.6% and 19.9%.

Features of the impact of innovations on the relationship and perception of the innovation conflict in the workforce: The introduction of any innovation is to a large extent not a technical, but a social and psychological process.

Hastily introduced innovations generate more resistance than innovations that are introduced gradually.

The stronger the negative emotions experienced by each other's opponents, the less constructive the conflict is.

The conservative is less nervous in innovation conflicts than the innovator.

The more constructive the opponent's position, the more likely he is to win in the conflict.

If the opponent manages to enlist the support of colleagues, then the probability of resolving the conflict in his favor increases.

The better the members of the team are informed about the nature and characteristics of innovation, the less likely and acute innovative conflicts.

An important feature of innovation conflicts is their significant impact on the success of the organization. The most innovative processes affect organizations that operate under conditions of uncertainty, organizations that develop rapidly by producing new products or services. About 90% of all bankruptcies of American companies in the 1970s were caused by poor management systems and failures in the introduction of managerial innovations. Therefore, deviations from innovations, their poor thoughtfulness, are not as insignificant as they might seem at first glance.

Typology of innovations

Features of innovative processes are determined by the predominant type of innovations that form these processes. In turn, the classification of innovations allows the organization implementing them:

· ensure a more accurate identification of each innovation, determining its place among others, as well as opportunities and limitations;

ensure an effective relationship between a particular type of innovation and the organization's innovation strategy;

provide program planning and system management of innovations at all stages of its life cycle;

· to develop an appropriate organizational and economic mechanism for the implementation of innovation and its replacement with a new one in order to ensure the fulfillment of the strategic objectives of the organization;

· Develop an appropriate compensation mechanism (overcoming anti-innovation barriers) to reduce the impact of innovation on the stability and balance of the system.

The main criteria for the classification of innovations are: the complexity of the set of classification features taken into account for analysis and coding; the possibility of quantitative (qualitative) determination of the criterion; scientific novelty and practical value of the proposed classification feature.

Based on the composition of innovations, a number of the most common types are distinguished.

1. According to the type of innovation, logistical and social are distinguished.

With t.z. influence on the achievement of the economic goals of the organization, material and technical innovations include product innovations (product innovations) and process innovations (technological innovations). Product innovation allows you to generate profit growth both by increasing the price of new products or modifying old ones (in the short term), and by increasing sales volume (in the long term).

Innovation-processes make it possible to improve economic indicators due to:

· improving the preparation of raw materials and process parameters, which ultimately leads to a reduction in production costs, as well as to an increase in product quality;

increase in sales due to the productive use of existing production capacity;

· the possibility of mastering commercially promising new products that could not be obtained due to the imperfection of the production cycle of the old technology.

Technological innovations appear either as a result of a single innovation process, i.e. close relationship between R&D to create a product and its manufacturing technology, or as a product of independent special technological research. In the first case, innovation depends on design and technical features new product and its subsequent modifications. In the second case, the object of innovation is not a specific new product, but a basic technology that undergoes evolutionary or revolutionary transformations in the process of technological research.

The development of each basic technology is characterized, as a rule, by an S-shaped logical curve. The slope of the curve and the inflection points of development in each period of time reflect the effectiveness of the technology and the extent to which the technological potential is being used. As the limit is approached, further improvement of this technology becomes economically inexpedient.

Knowing the limits of the technology used allows you to avoid unnecessary costs and prepare in a timely manner for a new one. technological solution. During the transition from a basic technology to a new one, a technological gap or shift occurs, which entails a serious reorganization of production. Each organization develops own strategy transition to new technology.

There is a certain pattern in the sequence of application of the considered types of innovations while ensuring the profitability of the organization: first, as a rule, product innovations bring the greatest effect, then technological innovations, and the final cycle is product modifications. After some time, the cycle is repeated with the transition to a new generation of products.

The relationship between food and technological innovation can be traced from the graphs of Ansoff I. He identifies three possible levels of technology volatility relative to the life cycle of demand: stable, fruitful and changeable technologies.

A stable technology remains largely unchanged throughout the demand lifecycle. Products created on its basis and offered to the market by many competing organizations are similar and differ only in quality and price. As the market reaches saturation, the organization carries out product modification by improving individual parameters and product design. At the same time, there are no radical changes in technology.

The fruitful technology also remains unchanged for a long time. But progress in its development ensures the creation a wide range successive generations of products with better performance and a wider range of applications. The short life cycle of the product, the need to retain the won market positions determines the constant focus of the organization on the development of innovations.

Changing technology implies the emergence during the life cycle of demand not only for new generations of products, but also for successive basic technologies. Technology change has deeper implications than the creation and adoption of new products, because it cancels out all previous investments in research and development, scientific, technical and production personnel, equipment.

Experience shows that when new technology fundamentally different from the old one, organizations are often forced to abandon the area of activity in which they occupied a leading position.

At present, any historically stable industry can instantly turn into a volatile one due to the diversification of related technologies. The probability of such an event in any section of the demand life cycle increases the requirements for the adoption management decision based on a real assessment of the consequences of applying the new technology.

Social innovations include: economic (new methods of labor assessment, stimulation, motivation, etc.), organizational and managerial (forms of labor organization, decision-making methods and control over execution, etc.), legal and pedagogical innovations, innovations of human activity (changes in intra-collective relations, conflict resolution, etc.).

Features of social innovations in comparison with material and technical ones are that:

· they have a closer connection with specific social relations and the business environment;

· they have a wide range of applications, tk. the implementation of technical innovations is often accompanied by the necessary managerial and economic innovations, while the social innovations themselves do not require new technical equipment;

their implementation is characterized by less visibility of providing benefits and the complexity of calculating efficiency;

There is no manufacturing stage during their implementation (it is combined with design), which speeds up the innovation process;

2. According to the innovative potential, radical (basic), improving (modified) and combinatorial (using various combinations) innovations are distinguished.

Radical innovations include the creation of fundamentally new types of products, technologies, and new management methods. The potential results of radical innovation are to provide long-term advantages over competitors and, on this basis, a significant strengthening of market positions. In the future, they are the source of all subsequent improvements, improvements, adaptations to the interests of individual consumer groups and other product upgrades. The creation of radical innovations is associated with a high level of risks and uncertainties: technical and commercial. This group of innovations is not widespread, but the return from them is disproportionately significant.

Improving innovations lead to the addition of the original structures, principles, forms. It is these innovations (with a relatively low degree of novelty contained in them) that are the most common type. Each of the improvements promises a risk-free increase in the consumer value of products, a reduction in the costs of its production, and therefore must be implemented.

Combinatorial (innovations with predictable risk) are ideas of a relatively high degree of novelty, which, as a rule, are not of a radical nature (for example, the development of a new generation of goods). These include all significant innovations, market reactions that are easy to predict. The difference from radical (fundamentally unpredictable) innovations lies in the fact that the development of a new generation of a particular product (including through the use of various combinations of design elements) due to the concentration of huge resources necessarily ends in success.

3. According to the principle of relation to their predecessor, innovations are divided into:

replacing (involving the complete replacement of an obsolete product with a new one and thereby ensuring more efficient performance of the relevant functions);

canceling (exclude the performance of any operation or the release of any product, but does not offer anything in return);

returnable (imply a return to some initial state in case of detection of insolvency or inconsistency of innovation with new conditions of use);

Opening (create tools or products that do not have comparable analogues or functional predecessors);

Retro-introductions (reproduce at the modern level methods, forms and methods that have long been exhausted).

4. According to the implementation mechanism, there are: single, implemented at one object, and diffuse, distributed on a variety of objects, innovations; completed and incomplete innovations; successful and unsuccessful innovations.

5. According to the features of the innovation process, intra-organizational innovations are distinguished, when the developer, manufacturer, organizer of innovation are in the same structure, and inter-organizational, when all these roles are distributed among organizations specializing in the implementation of individual stages of the process.

6. Depending on the source of the initiative or origin, innovation ideas are divided into copyright (own, independent) and custom (portable, borrowed).

7. In terms of the scope of application, innovations are targeted, systemic and strategic.

Findings: In conditions of economic instability, issues related to the aggravation of conflict in the team during the introduction and use of innovations in economic practice are of particular relevance. Innovations are controversial because, as a rule, there is no absolute certainty that they will be justified. Features of innovative processes are determined by the predominant type of innovations that form these processes.

Literature:

1. Babosov E.M. Sociology of management: Tutorial for university students. - 4th ed. - Minsk: TetraSystems, 2011. - 365 p.

2. Zakharov N.L., Kuznetsov A.L. Control social development organizations - M.: Infra-M, 2006. - 452 p.

3. Fundamentals of scientific management of socio-economic processes: textbook / Ed. Belousova R. - M., 2008. – 365 p.

Topic 9. New management strategies: concepts and realities of management

By human resourses

Purpose of the lecture: Consider the concept and essence of management strategy, types of strategies, management strategies for the formation of new labor values on modern enterprises

Questions:

1. The concept and essence of management strategy

2. Types of strategies

3. Management strategies for the formation of new labor values at enterprises

Basic concepts: strategy, management strategy, human resources, labor resources management, labor potential, labor values

In the short term, the introduction of innovations worsens the performance. Does it increase the costs of the prize? there is uncertainty and increases the risk of production. activities. Moreover, innovation will not be fully utilized. prod.resources reduce the load prod. power can lead to incomplete. use of personnel, to the masses. layoffs For indicators of rent-ti and fin. Resist pre-I'm new. Tech-ki in more than half of the cases yavl. undesirable In science-intensive progressive. industries, the opposite is true, technologist. innovations dramatically increase the competitiveness of pre-I and lead to max. fished for a long time. period. When introducing the principle. new technologist. resh-th can rise. unprofitable production. activities not only in the short term, but in the long term. period.

Foreign economic activity of the company is one of the areas economic activity associated with entering foreign markets and functioning in foreign markets.
Directions, forms, methods of foreign economic activity depend on the type of business of the company - industrial, commercial, financial, or a combination of types of business.
Foreign economic activity includes the following main areas:
*exit to foreign market;
*export-import deliveries of goods, services and capital;
*monetary and financial and credit operations;
*creation and participation in the activities of joint ventures;
*international marketing;
* monitoring of national economic policy and economics of microeconomic relations.
The strategy of foreign economic activity implies a careful consideration of all alternative options in the field of foreign economic activity related to long-term goals and their justification for making certain decisions.
A strategy that establishes a general framework for foreign economic activity is always necessary, even if difficulties arise in its implementation. Success in achieving the long-term goals of a firm's foreign economic activity depends on the influence of both external and internal factors, which must be carefully considered when developing a strategy.
External factors can be represented by three blocks of factors that influence the long-term goals of the firm's foreign economic activity and, therefore, require their consideration when choosing a strategy. They are the following:
1) National foreign economic policy;
2) International economic relations and trends in world economic relations;
3) Factors of the markets of the country - the strategic field of the company's activitiesInternal factors include:
* organizational structure firms;
* flexibility of the foreign economic activity management system;
* organization of international marketing;
* principles of activity of managers in the field of foreign economic activity;
* quality and speed of obtaining information related to foreign economic activity;
* creation of incentive motives for personnel employed in the field of foreign economic activity of the company

Forecasting- the process of developing forecasts. Under forecast refers to a scientifically based judgment about the possible states of an object in the future, about alternative ways and terms of its existence. Forecast in the control system, I yav. pre-planned development of multivariate models for the development of the management object. To the basics. methods of forecasting management decisions include: normative, experimental, parametric, extrapolation, index, expert, evaluation of technical strategies, functional, combined, etc. Forecasting tasks: analysis and identification of foundations. development trends in this area, the choice of indicators that have a significant impact on the value under study; choice forecast-i method and forecast lead time; forecast of object quality indicators; forecast of the parameters of the organizational-but-technical level of production and other elements that affect the forecast-my indicators.

Organization of work on forecasting is a set of interrelated activities aimed at creating conditions for predicting the beneficial effect and elements of the total cost of production in order to prepare information for making operational and strategic decisions. The tasks of organizing work on forecasting are:

Collection and systematization of necessary information for forecasting;

Training of specialists who own the basic techniques and methods of forecasting;

Formation and organization of the functioning of the working bodies of programming, integrated with existing management services

Principles of organizing work on forecasting. A rational organization of work on forecasting should ensure the prompt receipt of options for the development of the quality characteristics of the object under study, the conditions for its production and consumption, the trend of changing the beneficial effect and cost elements by stages of the life cycle of the object and reducing the cost of media and time to carry out forecast-i. The fulfillment of these requirements is possible if the following principles of organization of forecasting work are observed: targeting, parallelism, continuity, direct flow, automaticity, adequacy, controllability, alternativeness, adaptability, etc.

The principle of targeting consists in the implementation of forecasts for strictly defined. research or design organization, as well as the pre-I-manufacturer of the object.

The principle of parallelism carrying out work on the forecast by various services is used to reduce the time for collecting, processing the outcome. information and fulfillment of the forecast itself.

Continuity principle consists in the systematic collection and processing of incoming additional information after performing the forecast and making the necessary adjustments to the forecast as needed.

Direct flow principle provides for the expedient transfer of information from one performer to others along the shortest path.

The principle of automaticity I'm in. one of the bases. to reduce the time and labor costs for the collection and processing of initial data and the implementation of the forecast.

The principle of adequacy helps to more accurately assess the likelihood of realizing the identified trend in changing the beneficial effect and the costs of obtaining it.

Controllability principle it is necessary to apply quantitative assessments of quality indicators and costs, economic and mathematical methods and management models.

The principle of alternativeness the forecast is associated with the possibility of developing the object, its individual components and the technology of manufacturing the product along different trajectories, with different costs, depending on the use of certain principles embedded in the design or technology.

Principle of adaptability forecasting consists in studying and maximizing the use of the factors of the external and internal environment of an object as a system, in adapting the methods and parameters of forecasting to these factors, to a specific situation.

11.2. Innovations and their impact
on relationships within the workforce

In modern conditions of economic instability and the transformation of social relations, issues related to the aggravation of conflict in the team during the introduction and use of innovations in economic practice are of particular relevance.

Innovation is the process of creating, distributing and using a new practical means (innovation) for a new or better satisfaction of an existing social need; it is a process of changes associated with a given innovation in the social and material environment in which its life cycle takes place.

However, innovation is not something new that causes the replacement of the old in a natural, logical way. Numerous improvements that every person constantly brings into his life, but which do not have significant novelty, cannot be considered innovations. A potential innovation is a new idea that has not yet been implemented.

The likelihood of conflict during the introduction of innovation increases for the following reasons. Large-scale innovations include a large number of people with different interests in the innovation process, which often causes conflicts. The radical nature of innovation increases the likelihood and severity of innovation conflicts. The rapid process of innovation, as a rule, is accompanied by conflictogens. The socio-psychological, informational and other support of the implementation process significantly affects innovation conflicts, the rational organization of which contributes to the prevention of conflicts.

Innovative conflict - can be interpreted as a counteraction between the supporters of innovation (innovators) and opponents (conservatives), which is accompanied by experiences of negative emotions in relation to each other.

Causes of innovation conflicts are grouped into five groups
.

The objective reasons lie in the natural clash of interests between innovators and conservatives. Supporters and opponents of innovations have always been, are and will be independent of any factors. The spirit of innovation and the spirit of conservatism are previously inherent in a person, a social group, humanity as a whole. In addition, large-scale reforms carried out in society, industries, organizations objectively give rise to many innovative conflicts.

Organizational and managerial reasons are the poor debugging of political, social, managerial mechanisms for conflict-free assessment, implementation and dissemination of innovations. If there was an effective organization of the procedure for timely detection, objective assessment and implementation, most of the innovations would be applied without conflicts. The commitment of managers to a positive perception of the new, their participation in innovative processes would help reduce the number of conflicts.

Innovative causes are related to the characteristics of the innovation itself. Various innovations give rise to conflicts of various numbers and severity.

Personal reasons lie in the individual psychological characteristics of the participants in the innovation process.

Situational reasons consist in the specific features of a single innovative situation. Each innovation is carried out in the conditions of specific socio-economic, social, logistical and other circumstances. These circumstances can give rise to innovation conflicts.

Most conflicts between innovators and conservatives (66.4%) occur during the implementation of managerial innovations, one in six - pedagogical, and one in ten - logistical innovations. Most often (65.1%), these conflicts arise at the stage of introducing innovations. The probability of conflicts arising during the implementation of innovations by their initiators is twice as high as in the case of the introduction of innovations by team leaders.

It is proved that the innovative conflict has a political character. The direction of the opponents' motives is different. In an innovator they are more socially oriented, in a conservative they are individually oriented. The main motives for an innovator to enter into a conflict are: the desire to increase the efficiency of the team - 82%; desire to improve relationships in the team - 42%; unwillingness to work in the old way - 53%; the desire to realize their potential - 37%; the desire to increase one's authority - 28% of conflict situations. For a conservative, the following motives for entering into a conflict are typical: unwillingness to work in a new way, to change the style of behavior and activity - 72%; reaction to criticism - 46%; the desire to insist on one's own - 42%; struggle for power - 21%; the desire to preserve material and social benefits - 17%.

The initiator of innovation conflicts is predominantly the innovator (68.7% of the total number of conflicts). As a rule, he is a subordinate of his opponent (59% of situations from the total number of conflicts). An innovator is either a supporter of a new idea, or a creator or implementer of an innovation (64% of situations).

In the process of innovative conflict, opponents use more than 30 different methods and techniques of struggle. An innovator more often tries to influence an opponent by persuading (74%), seeking help from others (83%), criticizing (44%), appealing to the positive experience of introducing innovations and informing everyone around about innovations (50%). A conservative more often uses the following methods of influencing an opponent: criticism (49%); rudeness (36%); persuasion (23%); an increase in the workload if he is the boss of the opponent (19%); threats (18%).

If in the process of conflict interaction opponents experience weak negative emotions, then only 25% of conflicts end with an unfavorable result for them and the team. If opponents experience strong negative emotions for each other, then only 30% of such conflicts are resolved constructively.

Innovators receive support in conflicts much more often (95% of situations) than conservatives (58%). The motivation for supporting the innovator is predominantly business in nature, the conservative is supported more often based on a personal plan. Open and unequivocal support of the right opponent in most cases allows to resolve the conflict constructively. In the case of a high level of correctness (80-100%) of the opponent in the conflict and the presence of support from other people, the innovator is 17 times (conservative 3.6 times) more likely to win the conflict than lose. The less the relations between opponents worsen, the more constructively the innovation process develops.

Features of the impact of innovations on the relationship and perception of the innovation conflict in the workforce:

The introduction of any innovation is to a large extent not a technical, but a social and psychological process.

Hastily introduced innovations generate more resistance than innovations that are introduced gradually.

The stronger the negative emotions experienced by the opponents towards each other, the less constructive the conflict is.

The conservative is less nervous in innovation conflicts than the innovator.

The more constructive the position of the opponent, the more likely he is to win in the conflict.

If the opponent manages to enlist the support of colleagues, then the likelihood of resolving the conflict in his favor increases.

The better the members of the team are informed about the nature and characteristics of innovation, the less likely and acute innovative conflicts.

An important feature of innovation conflicts is their significant impact on the success of the organization. Most noticeably, innovation processes affect organizations that operate in conditions of uncertainty, organizations that develop rapidly, developing new products or services. About 90% of all bankruptcies of American companies in the 70s were caused by poor management system and failures in the introduction of managerial innovations. Therefore, deviations from innovations, their poor thoughtfulness, are not as harmless as they might seem at first glance.