Motivation of innovative activity of the teacher. Motives and economic interests in innovation activity Methods and tools for motivating innovation activity

"HR officer. Personnel management", 2008, N 8

At present, the innovative activity of personnel is becoming increasingly important. In this regard, this article discusses issues related to the provision of conditions and the use of the principles of motivation for innovative activities of managerial personnel in relation to restructuring enterprises.

A lot depends on the results of innovative activities of managerial personnel, this is especially important in the restructuring of enterprises and organizations (hereinafter referred to as enterprises). The management personnel of restructured enterprises should be able to use the best qualities, knowledge, skills, intuition and all their creative arsenal of ways to ensure effective motivation (stimulation and activation) of the innovative activity of each employee. This is necessary in order for all management personnel to take an active part in the work of restructuring based on innovation, which is a priority - and only if it is solved can success and an effective end result be achieved.

Dictionary of personnel management. Innovative activity is an activity aimed at the commercialization of accumulated knowledge, technologies and equipment.

The result of innovation activity is new or additional goods (services) or goods (services) with new qualities.

Formation of conditions for innovative activity

The formation of favorable conditions for stimulating and intensifying innovative activity largely depends on the organizational forms of its use. It is especially important to provide motivation (stimulation and initiation of activation) of innovative processes at all stages of the life cycle of manufactured products and services.

It is known that when activating any creative work of employees of an enterprise, as you know, it is necessary to take into account that any work should include: 1) labor itself, 2) work of thought (creative work) and 3) satisfaction with work (social factor). It is obvious that in the labor of the majority of production workers the second and third labor factors are often absent. Consequently, at enterprises, especially those that produce complex products, all levels of management need to provide (primarily workers) the opportunity to use a creative approach in their work and satisfaction with their work. At the same time, managers should understand that labor, like the personality of the worker, is individual, requires respect, appropriate payment and recognition, and more attention should be paid to the individual activation of the work of workers, developing in each creative spirit, interest in work, personal and group responsibility for performance and results of work. This is required not only for managers, but also for the production personnel of brigades, sections, workshops and industries. At the same time, it is necessary to create a competitive spirit both within groups of workers and between different groups. The usefulness and effectiveness of such an integrative approach is largely confirmed by the positive experience of many leading foreign manufacturing enterprises.

When improving and ensuring the quality and competitiveness of restructured enterprises, it is extremely important to initiate the activation of innovative processes at all stages of the product life cycle. Among all the conditions that ensure the positive initiation of these processes for each employee at the enterprise, the following should be singled out:

The position held by the employee, his rights, duties and knowledge of the purpose of his work;

Level of education and culture (general, technological and industrial);

Personal properties (qualities) and goals in the current and prospective time periods;

Working conditions;

Relationship to property;

The situation and environment at the enterprise;

The state of the external environment (the situation and the environment outside the enterprise).

To this we can add other social and socio-psychological realities, as well as objective scientific, technical, economic and organizational conditions and factors.

The creation of favorable activation conditions largely depends on the organizational forms of their use. As the practice and experience of firms in Japan, the United States and other industrialized countries shows, one of these forms is the creation of various circles that bring together personnel to solve specific problems both in the field of production and in the field of management (although such circles are also common at enterprises in the field of services). Particularly positive experience in the organization and functioning of similar circles has been accumulated in the process of ensuring product quality. In Japan, such circles, called quality circles, have been further developed in a number of firms, and the scope of their activities is expanding, which has led to the transformation of such circles into quality and productivity circles.

The main provisions of the motivation for innovation

based on quality and competitiveness groups

With regard to solving the problem of stimulating and enhancing the innovative activity of managerial personnel for the restructuring of organizations and enterprises, the concept of organizational and structural motivation for the activities of employees, regardless of the organizational and legal form of enterprises, should include the following:

1) the creation within the organizational structure of enterprise management and / or in the structures of interconnected and interacting associations of enterprises (for example, in cooperation or related to the conduct of research and development work) of quality and competitiveness groups, which are specific public organizational and structural formation of employees of one or several divisions;

2) the main goal of creating quality and competitiveness groups is to intensify work to find and implement ways to improve and ensure the quality and competitiveness of the products manufactured by the enterprise in order to achieve the general goal of the entire enterprise (as a rule, this is to meet the needs of consumers on the basis of making a profit);

3) involvement in the quality and competitiveness groups of the maximum possible number of employees at the enterprise;

4) quality and competitiveness groups are created and function on the principles of:

Volunteering, when united to solve specific problems, as a rule, 3 - 12 people (groups with a large number of employees can most often be less effective);

Collective participation in the selection of tasks to enhance the innovative activities of managerial personnel for the restructuring of organizations and enterprises that improve the quality and competitiveness of products (at all stages of its life cycle);

Real support from the top management of the enterprise and the creation of all the necessary conditions for effective work and motivation of their activities;

Self - and mutual development;

Systematic education, training and professional development of each member of the groups;

Accounting for the results of the work of all members of the groups when setting their rates, allowances and remuneration, as well as during promotion;

Atmospheres of creativity and competitiveness in groups and between groups;

Widespread use of progressive methods of activating the innovative activity of managerial personnel for the restructuring of organizations and enterprises;

Continuous functioning of groups;

A conscious understanding of the goals and the need to intensify the innovative activities of management personnel for the restructuring of enterprises;

Relationships between the activities of group members and their jobs;

Wide coverage in the media of intra-company information of the achievements of the groups;

5) the general organizational and methodological management of the quality and competitiveness groups is carried out by the managers of the enterprise and a specially created council for these groups or the scientific and technical council of the enterprise. For coordination, organization of work support, it is advisable to determine the head unit from among those operating at the enterprise (for example, the quality department or the management organization department, etc.).

Ultimately, the success of the activities of quality and competitiveness groups largely depends on the massive participation of personnel, which can be ensured by the systematic painstaking work of the entire managerial corps of the enterprise. At the same time, it is important to stimulate the work of groups "from above", unobtrusively directing their creative potential to solve the most important tasks in order to achieve the goals of enterprise restructuring.

The decision to organize quality and competitiveness groups, as a rule, should be made by top managers or owners of the enterprise. However, this does not exclude the manifestation of initiative from managers of middle and lower levels, as well as directly from employees of the enterprise's divisions.

In the process of creating and further ensuring quality and competitiveness groups, it is advisable to single out the stages of preparation, creation and maintenance of their functioning.

In organizing and providing ongoing effective assistance to quality and competitiveness groups, group curators, appointed, for example, from among the most qualified management personnel, can play a significant role. Each curator can carry out his duties in one or simultaneously in several groups. It is advisable to form groups, as a rule, from among the employees of the unit, but to solve problems of a broader nature, groups can be created on the basis of several units (for example, "cross-cutting" groups of quality and competitiveness). In some cases, the composition of groups is required to be formed from employees of several enterprises - when solving problems of restructuring enterprises related to improving and ensuring the quality and competitiveness of the final product.

Each group should be headed by the most enterprising and qualified employee, elected by all members of the quality and competitiveness group. Its most important function may be to ensure the activity and constructive discussion of existing problems by all employees in the group, the creation in the group of a respectful attitude to the proposals of each member. Working meetings of the group should be held at least once a week both during working hours (no more than one or two hours) and outside working hours. At the same time, managers need to promote the effective work of quality and competitiveness groups by all available measures. A huge role in this belongs to top management, which determines the coordinating unit from among the units operating at the enterprise. This unit is entrusted with all operational work on organizing and coordinating the work of quality and competitiveness groups at the enterprise, as well as the responsibility for developing a list of problems for solving groups, maintaining registration and accounting of incoming proposals, their technical and economic expertise and ensuring the implementation of accepted proposals.

In general, the responsibility for creating the necessary conditions and ensuring the activities of quality and competitiveness groups, along with top managers, the coordinating unit and curators, is no less borne by the heads of the units where the groups operate. The organized work of groups can have a significant effect, for example, as in Japanese enterprises, if they are organically integrated into quality management systems (QMS). At the same time, the organization standard (STO) "QMS. General quality management system. Organization and procedure for the work of product quality and competitiveness groups" should be included as part of the documentation package for this system.

Dictionary of personnel management. A quality management system (QMS) is a system for directing and managing an organization in relation to established state quality standards. The QMS is part of the organization's management system and is aimed at improving results with the goals of achieving quality in order to satisfy the requirements of all parties involved in the process, primarily consumers.

A feature of these documents should be that the range of activities of quality and competitiveness groups should be defined much broader than it is regulated by traditional documents for such groups. At the same time, in the QMS of a specific type of product (in the "product" system), in addition to the above STO, there may be regulatory and methodological documents that take into account the specifics of the work of groups in the conditions of the functioning of this system.

The results of the work of quality and competitiveness groups largely depend on the tools used. So, for example, when conducting an analysis and searching for the most rational ways and means to enhance the innovative activities of managerial personnel in restructuring enterprises to improve and ensure the quality and competitiveness of products, such groups can use a variety of methods. Among them should be mentioned, for example, such as the method of system analysis, goal structuring, expert, calculation, comparisons, normative, modeling, cost analysis, correlation and regression analysis, statistical analysis, analogies, morphological analysis, idea generation, experiment planning, layering, graphical modeling, etc. Of the listed methods, of course, those that are simpler and more accessible should be most often used. For example, in the practice of Japanese circles for quality and productivity, the following methodological tools are most used when conducting an analysis and searching for ways to improve and ensure quality:

1) the method of generating ideas;

2) the method of diagrams, graphs and histograms (graphic modeling method);

3) stratification method.

Along with the above methods, recently, in connection with the spread of computers, methods of planning experiments, regression and multivariate analysis, etc., that is, methods of mathematical statistics and operations research, have begun to find practical application. The presence and quite sufficient availability of computer technology make it possible for enterprises to solve problems of various levels and complexity both in the field of quality and competitiveness of products (analysis of markets, competitors, forecasting needs, etc.) using these methods.

The procedure for creating quality and competitiveness groups

Regardless of the tools used in solving a particular problem of improving and ensuring both the quality and competitiveness of the products manufactured by the enterprise, quality groups should adhere to a certain order, including the creative stage, the stages of consideration and implementation (diffusion) of proposals.

At domestic industrial enterprises, quality groups specializing only in the quality of manufactured products began to be created in accordance with directives since 1986. The formation of groups was carried out mainly in production units by teams, to a lesser extent - by goals for solving individual problems in the field of quality, even less - by profession, and very rarely - by types of innovative products. At the same time, the most significant shortcomings in the creation and functioning of such groups in that period include the following:

Most of the quality teams (approximately 75%) did not receive training on the problems to be solved;

Methods and ways of activating and stimulating their activities were not used enough;

When forming groups, the principle of voluntariness was violated;

From the side of the leaders of the enterprise there was practically no support for ensuring the work of the groups;

Normative and methodological support was extremely insufficient;

Work was not organized to record the results of the activities of each member of the groups;

There was no competition and publicity in the activities of the groups.

In the modern period, according to the results of the survey, the following conclusions can be drawn:

1. In many enterprises where quality groups were previously created, they practically no longer exist and do not function as such. The only exceptions are a number of enterprises where the QMS is being created that meets the requirements of international standards ISO 9000 series (now GOST R ISO). Moreover, even at these enterprises, quality groups are not actively involved in the preparation of products for certification.

2. In practice, the management of enterprises was not involved in the creation of new quality groups, and even more so groups of quality and competitiveness, and did not pay due attention to them.

3. The activity of the existing quality groups at this stage is actually not increasing yet.

4. The current state of affairs in enterprises regarding the creation and functioning of the groups under consideration does not correspond to the trends that take place in foreign enterprises with a market orientation.

With regard to market conditions, with increasing competition and integration into the world economy, it is extremely important for all managers of domestic enterprises, it is simply necessary to focus on enhancing the innovative activity of all personnel in solving problems of improving and ensuring the quality and competitiveness of products, as well as the enterprise as a whole, both in preparation QMS, and products for certification. This is especially true for restructuring enterprises.

Prizes, competitions and other methods as methods of motivation

The most important role in activating innovative work in the field of quality and competitiveness is played by labor motivation - both managers at all levels, and each employee. It is necessary to create conditions so that all the personnel of the enterprise and each individual, regardless of who owns it, feel needed, in demand, understand that their work is honorable and that they will be respected and fairly rewarded for high-quality work. Only in this case, all staff will be demanding about the quality of their own and other people's work. Approximately on this occasion, the outstanding Russian philosopher I.A. Ilyin in the book "The Path of Spiritual Renewal" wrote back in the mid-thirties of the last century that it was important "... that useful and productive labor really enriches the worker, so that the masses vividly feel the encouraging influence of private property, as well as the success and honor of labor."

Abroad (in Japan, the United States, and other countries), rather serious attention is paid to the issues of quality motivation, including the creation of conditions for competition between employees, teams (including quality groups), and enterprises. This determined the holding of various kinds of competitions for the quality of products and the corresponding awarding of prizes. There are already very prestigious awards for quality in world practice, for example: the Golden Globe prize of the Foundation for Assistance to the East; the prize "Gold Star for Quality" of the Club of Trade Managers; prize "For high quality at the world level" of the World Club of Entrepreneurs; European Quality Award (since 1990); the Malcolm Baldrige Prize (USA), awarded since 1987; the Edwards Deming Prize (Japan), awarded to industrial enterprises for achievements in the field of quality since 1951; Swedish National Quality Award, etc.

In the USSR, achievements in the field of quality were often awarded with the State Prize. In the Russian Federation, since 1993, public competitions have been held for the title of "Best Quality Manager", for the best work in the field of quality assurance, etc. However, not only various types of public organizations, but also government agencies, as this can be an effective means of activating innovative work to improve and ensure quality in the country. It should be noted that in 1996 in Russia the annual State Prizes of the Russian Federation in the field of quality were also established for enterprises, and since 1997 the Prizes of the Government of the Russian Federation have been introduced and are still being awarded. Undoubtedly, this has a positive effect on the adaptation of Russian goods to the competitive conditions of the domestic and world markets.

Prizes, prizes and competitions in the field of quality and intensification of innovative activity, including during the restructuring of enterprises, should be differentiated according to the levels of QMS in the country:

Federal;

State;

Regional (in the subject of the Russian Federation, region);

Urban;

District;

Enterprises, including by its management levels.

In general, award criteria can be customer satisfaction with products, safety and environmental friendliness of products, impact on society as a whole, etc.

Naturally, quality premiums do not guarantee the efficiency of restructured enterprises, but they certainly make it possible to increase their effectiveness. In addition, participation in competitions for the quality award requires self-assessment and verification by the enterprise of its QMS. The results of such an assessment make it possible to improve the QMS and intensify the innovative activity of the personnel of enterprises.

Systematic checks of the QMS and its subsequent improvement in relation to restructured enterprises should close the cycle "development - implementation of the system - increasing the innovative activity of personnel - improving the system - further increasing the innovative activity of personnel." This cycle must be implemented systematically and be continuously functioning.

One of the ways to increase innovative activity can be one that materially stimulates the quality of products, uses the best grateful properties of the staff, namely, in response to a pre-advanced salary increase - a more responsible attitude of the worker to the quality and innovative component of his work, greater enthusiasm and, as The result is a higher quality product. Otherwise, this approach to remuneration can be formulated as follows: "Higher wages - higher quality products and activation of labor." This is contrary to the now universally used approach: "High efficiency - high salary." Nevertheless, the usefulness and effectiveness of the proposed approach can be confirmed by the results achieved, for example, by the Japanese corporation Omron, which uses approximately this approach. At the same time, it is necessary to implement this principle in a differentiated way, conducting a comprehensive assessment of the work of everyone, avoiding equalization and subjectivity.

The implementation of this innovative method on a large scale makes it possible to ultimately increase the demand and purchasing power of the population (due to higher wages), which, accordingly, increases the volume of sales, gross income and the mass of profits of enterprises (including the enterprise where recommended approach). Sales volumes increase on the basis of greater innovative activity of the staff and, as a result, by improving the quality of products and reducing its cost (thereby reducing the price).

Literature

1. Ilyin I.A. Collected works: in 10 vols. T. 1. - M .: Russian book, 1993.

2. Quality circles at Japanese enterprises. Review. - M.: Publishing house of standards, 1980.

3. Tateishi K. The Eternal Spirit of Entrepreneurship: The Practical Philosophy of a Businessman. Per. from English. - M.: Moscow business, 1990.

Professor

Department of "Innovation Management"

State University of Management

Y. Moiseeva

Manager

JSC "Engineering Center UES"

Signed for print

• Motivation, Incentives and Remuneration

Keywords:

1 -1

STATE EDUCATIONAL INSTITUTION OF HIGHER PROFESSIONAL EDUCATION
"SAINT PETERSBURG STATE UNIVERSITY
LOW-TEMPERATURE AND FOOD TECHNOLOGIES»

FINAL QUALIFICATION WORK
№ ___

Motivation of innovative activity in a food enterprise

St. Petersburg
2009
TABLE OF CONTENTS:
Introduction

1.1 The concept of innovation and the innovation process
1.2 Theoretical aspects of the category "motivation" in the context of innovation.

2.1 Organization of innovation activity assessment of indicators of its dynamics and effectiveness
2.2 Innovation and economic mechanism for motivating innovation
Chapter 3. Motivation of innovative activity of Baltika Brewery
3.1 Description of OAO Baltika Brewery
3.2 Innovative activities of OAO Baltika
Conclusion

Introduction

The priorities in the development of the world economic community today are such that the positions of each individual country, the level of its power, are determined not only by the availability of the main types of strategic material resources, but directly depend on the achievements of the state in the field of innovation, its scientific and technical potential, the ability to create and effectively use new knowledge, which is a necessary condition for successful competition and economic growth. In the light of such trends, the construction and implementation of a model of innovative development of the economy, which has already been discussed a lot, is of paramount importance, but our state has not yet taken real and tangible steps in this direction.

Movement along the innovative path of development is possible only if there are favorable conditions for the effective implementation of the accumulated innovative potential of the country and its further growth, building an effective mechanism for managing innovative processes. At the same time, it is necessary to point out the important, and even to some extent determining, importance of the psychological aspects of innovative activity, which play a decisive role in overcoming the innovative inertia of business entities of various forms of management, owners of capital, and the state. There is an objective need to change people's attitude to the new reality, the psychology of their perception of innovation, to instill an understanding of the meaning and role of activating innovative changes. This can be achieved only on the basis of a deep knowledge of the real motives for the innovative activity of various subjects. Therefore, a comprehensive study of the aspects of motivation, which is a decisive causal factor in the effectiveness of innovative activity, and the construction of a motivational mechanism that is adequate to the specifics of modern conditions is especially relevant today.

The analysis and generalization of the materials of publications of domestic and foreign researchers indicates the insufficient development of motivation issues in the field of innovation. Of course, it should be noted that there is a large amount of information in the economic literature regarding the motivation of labor activity, but the specificity of innovative processes rejects the possibility of an identical interpretation of all the concepts inherent in the category "motivation" in relation to these two types of activity. So currently:
there is no theoretical justification for the concept of motivation and its specifics in the context of innovation;
there is no clear distinction between the motives and incentives for innovative activity of various business entities;
the content and structure of the mechanism for managing the motivation of innovation activities are not disclosed;
there is no elaboration of the economic aspect of innovation motivation, the practical applicability of the motivational mechanism, the methodology for assessing its effectiveness.

A thorough theoretical and practical study of these problems is defined as the thematic objectives of the study of this work. Qualitative analysis is used as a method at this stage of the study.

Chapter 1. Theoretical foundations of innovation motivation

1.1. Concept of innovation and innovation process

In the world economic literature, "innovation" is interpreted as the transformation of potential scientific and technological progress into real, embodied in new products and technologies. The problem of innovations in our country has been developed for many years in the framework of economic research of scientific and technological progress.

The term "innovation" began to be actively used in the transitional economy of Russia, both independently and to refer to a number of related concepts: "innovative activity", "innovative process", "innovative solution", etc. To clarify the concept of "innovation", let's acquaint readers with different perspectives on its essence.

There are dozens of definitions in the literature. For example, on the basis of the content of the internal structure, innovations are technical, economic, organizational, managerial, etc.

There are such signs as the scale of innovations (global and local); life cycle parameters (identification and analysis of all stages and substages), regularities of the implementation process, etc. Various authors, mostly foreign (N. Monchev, I. Perlaki, V. D. Hartman, E. Mansfield, R. Foster, Twist B., I. Schumpeter, Rogers E. and others) interpret this concept depending on the object and subject of their research.

For example, B. Twist defines innovation as a process in which the invention of an idea acquires economic content. F. Nixon believes that innovation is a set of technical, industrial and commercial activities that lead to the emergence of new and improved industrial processes and equipment on the market. B. Santo believes that innovation is such a social - technical - economic process that, through the practical use of ideas and inventions, leads to the creation of products and technologies that are best in their properties, and if it focuses on economic benefits, profit, the emergence of innovation the market can bring additional income. I. Schumpeter interprets innovation as a new scientific and organizational combination of production factors, motivated by an entrepreneurial spirit. In the internal logic of innovations - a new moment of dynamization of economic development.

Technological innovation is now subject to the concepts established by the Oslo Guidelines and reflected in the International Standards in Science, Technology and Innovation Statistics.

International standards in statistics of science, technology and innovation - recommendations of international organizations in the field of statistics of science and innovation, providing a systematic description of them in a market economy. In accordance with these standards, innovation is the end result of innovation, embodied in the form of a new improved product introduced to the market, a new improved technological process used in practice, or a new approach to social services.

Thus, innovation is a consequence of innovation activity. The specific content of innovation is change, and the main function of innovation is the function of change.

The Austrian scientist I. Schumpeter identified five typical changes:

1. The use of new technology, new technological processes, new market support for production (purchase - sale).
2. Introduction of products with new properties.
3. Use of new raw materials.
4. Changes in the organization of production and its logistics.
5. The emergence of new markets.

I. Schumpeter formulated these provisions back in 1911. Later, in the 1930s, he already introduced the concept of innovation, interpreting it as a change with the aim of introducing and using new types of consumer goods, new production and vehicles, markets and forms of organization in industry.

A number of sources view innovation as a process. This concept recognizes that innovation develops over time and has distinct stages.

The terms "innovation" and "innovation process" are not unambiguous, although they are close. The innovation process is associated with the creation, development and dissemination of innovations.

Creators of innovation (innovators) are guided by such criteria as product life cycle and economic efficiency.

Their strategy is to outperform the competition by creating an innovation that will be recognized as unique in a particular field.

We draw attention to the fact that scientific and technical developments and innovations act as an intermediate result of the scientific and production cycle and, as they are applied in practice, turn into scientific and technical innovations. Scientific and technical developments and inventions are the application of new knowledge for the purpose of their practical application, while scientific and technical innovations (STI) are the materialization of new ideas and knowledge, discoveries, inventions and scientific and technical developments in the production process with the aim of their commercial implementation to meet certain consumer requests. Indispensable properties of innovation are scientific and technical novelty and industrial applicability. Commercial feasibility in relation to innovation acts as a potential property, to achieve which certain wuxia are required. NTI characterizes the end result of the scientific and production cycle (SPC), which acts as a special product - scientific and technical products - and is the materialization of new scientific ideas and knowledge, discoveries, inventions and developments in production for the purpose of commercial implementation to meet specific needs.

From what has been said, it follows that innovation - the result should be considered taking into account the innovation process. All three properties are equally important for innovation: scientific and technical novelty, industrial applicability, and commercial feasibility. The absence of any of them negatively affects the innovation process.

The commercial aspect defines innovation as an economic necessity realized through the needs of the market. Two points should be noted: the "materialization" of innovations, inventions and developments into new technically advanced types of industrial products, means and objects of labor, technologies and organization of production, and "commercialization", which turns them into a source of income.

Therefore, scientific and technical innovations must: a) be novel; b) satisfy market demand and bring profit to the producer.

The dissemination of innovations, as well as their creation, is an integral part of the innovation process (IP).

There are three logical forms of the innovation process: simple intraorganizational (natural), simple interorganizational (commodity) and extended. A simple IP involves the creation and use of innovation within the same organization, innovation in this case does not take a direct commodity form. In a simple interorganizational innovation process, innovation acts as a subject of sale. This form of the innovation process means separating the function of the creator and producer of innovation from the function of its consumer. Finally, the extended innovation process is manifested in the creation of more and more innovation manufacturers, the violation of the monopoly of the pioneer manufacturer, which contributes through mutual competition to the improvement of the consumer properties of the manufactured product. In the conditions of the commodity innovation process, there are at least two economic entities: the producer (creator) and the consumer (user) of innovation. If the innovation is a technological process, its producer and consumer can be combined in one economic entity.

As the innovation process turns into a commodity process, two of its organic phases are distinguished: a) creation and distribution; b) diffusion of innovation. The first mainly includes successive stages of scientific research, development work, organization of pilot production and marketing, organization of commercial production. In the first phase, the useful effect of the innovation is not yet realized, but only the prerequisites for such an implementation are being created.

In the second phase, the socially beneficial effect is redistributed among the innovation producers (NI), as well as between producers and consumers.

As a result of diffusion, the number increases and the qualitative characteristics of both producers and consumers change. The continuity of innovation processes has a decisive influence on the speed and breadth of the diffusion of NI in a market economy.

Diffusion of innovation is the process by which an innovation is transmitted through communication channels between members of a social system over time. Innovations can be ideas, objects, technologies, etc., which are new for the respective economic entity. In other words, diffusion is the spread of an innovation that has already been mastered and used in new conditions, places of application.

The dissemination of innovation is an information process, the form and speed of which depends on the power of communication channels, the characteristics of the perception of information by business entities, their abilities for the practical use of this information, etc. This is due to the fact that business entities operating in a real economic environment show unequal attitude to the search for innovations and different ability to assimilate them.

In real innovation processes, the speed of the process of diffusion of NI is determined by various factors: a) the form of decision-making; b) the method of information transfer; c) the properties of the social system, as well as the properties of the NV itself. NV properties are: relative advantages compared to traditional solutions; compatibility with established practice and technological structure, complexity, accumulated implementation experience, etc.

One of the important factors in the spread of any innovation is its interaction with the relevant socio-economic environment, an essential element of which are competing technologies. According to Schumpeter's theory of innovation, NI diffusion is a process of cumulative increase in the number of imitators who implement NI after the innovator in anticipation of higher profits.

The subjects of the innovation process are divided into the following groups: innovators; early recipients; early majority and laggards. All groups, except for the first, are imitators. Schumpeter considered the expectation of super-profits to be the main driving force behind the adoption of HB. However, in the early stages of NI diffusion, none of the economic entities has sufficient information about the relative advantages of competing NI. But economic entities are forced to introduce one of the alternative new technologies under the threat of being squeezed out of the market.

It must be assumed that the implementation of NV is a difficult and painful process for any organization.

In all cases, one of the important criteria for decision-making by each subject is a comparison of alternative technologies and decisions made by previous recipients. But it is quite difficult to obtain such information, since it is connected with the competitive position of firms in the market. Therefore, each firm may be familiar with the experience of a limited sample of firms, smaller than the entire set of recipients. This causes the uncertainty of decision-making processes and diffusion of NI in a market economy. Another source of uncertainty relates to the newest technologies. In the early stages of diffusion, their potential profitability remains uncertain. Uncertainty can be eliminated with the accumulation of experience in the implementation and use of NV. However, as the uncertainty and risk of applying a new technology decreases, the potential for its market penetration is exhausted and its profitability decreases. The possibility of extracting additional profit from the use of any innovation is temporary and decreases as the limit of its distribution approaches.

Consequently, the diffusion of innovation depends both on the strategy of imitators and on the number of pioneer recipients. Entrepreneurs discover new technological possibilities, but their realization depends on the choice of imitator. The likelihood of market dominance will be greater for a technology with a large number of pioneer organizations. Of course, the result of technology competition is determined by the choice of all agents in the market, but the influence of earlier recipients will be greater compared to the implementation of subsequent ones.

At the same time, it is difficult to assess the relative advantages of NIs in the early phase of their diffusion, especially when it comes to radical innovations. In such a situation, the choice of followers plays a significant role in the future technological development. The fact is that each choice makes it possible to increase the competitiveness of the corresponding technology and increases the chance of the latter to be adopted by subsequent economic entities, which will take into account previous choices. After sufficient experience has been accumulated, when alternative technologies have been mastered by many economic entities, and their relative advantages are known with high certainty, subsequent recipients make decisions based on the expected profitability of alternative technologies. As a result, the ultimate division of the market by new alternative technologies is determined by the strategies of imitators.

A well-developed infrastructure is needed for the rapid spread of innovation.

The innovation process has a cyclic nature, which demonstrates the chronological order of the appearance of innovations in various fields of technology. It can be noted that innovation is such a technical and economic cycle in which the use of the results of the research and development sphere directly causes technical and economic changes that have a reverse effect on the activity of this sphere. (This is confirmed by various concepts of long waves by N. D. Kondratiev, I. E. Varga, I. Schumpeter, etc.).

As the activity representing IP develops, it breaks up into separate, differing sections and materializes in the form of functional organizational units that have become isolated as a result of the division of labor. The economic and technological impact of IP is only partially embodied in new products and technologies. Much more it manifests itself in an increase in economic and scientific and technical potential as a prerequisite for the emergence of new technology, that is, the technological level of the innovation system and its constituent elements increases, thereby increasing the susceptibility to innovation.

In general, IP can be represented in expanded form as follows:

Scheme 1. Model of the innovation process

where

FI - fundamental (theoretical) research;

PI - applied research;

P - development;

Pr - design;

C - construction;

OS - development;

PP - industrial production;

M - marketing;

Sat - sales.

The analysis of this formula requires abstraction from the feedback factors between its various elements, taking into account the duration of the FI-OS cycle, which can last over 10 years; relatively independent and each of the phases (FI - PI; Pr - C), etc.

The initial stage of the innovation process is FI (theoretical research), which is associated with the concept of scientific activity. Of course, each individual element of the cycle (FI, PI, R, Pr, S, OS and P) is saturated with scientific activities related to FI.

What is scientific work, on the development of which the emergence of innovations depends? Scientific work is a research activity aimed at obtaining and processing new, original, evidence-based information and information. Any scientific work should have novelty, originality, evidence.

Characteristically, the amount of new data and information decreases from FI to PP. Research activity is increasingly being replaced by skills, experience and standard techniques.

Considering FI from the point of view of the final result, it is necessary to single out research activities aimed at obtaining and processing new, original, evidence-based information and information only in the field of the theory of the issue.

Theoretical (FI) research is not directly related to the solution of specific applied problems. However, it is precisely this that is the foundation of the innovation process. At the same time, the need for theoretical research may be due to the needs of practice and the synthesis of previous knowledge about the subject.

Basic research, as a rule, is embodied in applied research, but this does not happen immediately. Development can be carried out according to scheme 2:

Scheme 2. Development of FI

Only some fundamental research is embodied in PI - R - PR, etc. Approximately 90% of fundamental research topics can have a negative result. And of the remaining 10% with a positive result, not all are applied in practice. The purpose of FI is the knowledge and development of the process (theory of the question).

Applied research (PR) has a different focus. This is the "reification of knowledge", their refraction in the production process, the transfer of a new product, technological scheme, etc.

As a result of developments, designs of new machines and equipment are created, which smoothly passes into phases. Design (Pr), construction (C), development (OS) and industrial production (IP). Phases (M - Sat) are associated with the commercial implementation of the results of the innovation process.

Thus, the innovation manager deals with various stages of the innovation process and, taking this into account, builds his managerial activities.

Innovative management is a set of principles, methods and forms of managing innovative processes, innovative activities, organizational structures engaged in this activity and their personnel.

It, like any other area of ​​management, is characterized by:

Goal setting and strategy selection

Four cycles.

This is clearly shown in Figure 3.

1. Planning: drawing up a plan for implementing the strategy.
2. Definition of conditions and organization: determination of the need for
resources for the implementation of various phases of the innovation cycle,
setting tasks for employees, organizing work.
3. Execution: the implementation of research and development,
implementation of the plan.
4. Management: control and analysis, adjustment of actions,
accumulation of experience. Evaluation of the effectiveness of innovative
projects; innovative management decisions; application of innovations.

1.2 Theoretical aspects of the category "motivation" in the context of innovation.

Due to the complexity, versatility and specificity of economic, psychological and ethical relations that develop between the subjects of innovation, the innovation process is carried out in accordance with its inherent stochastic patterns, but this does not negate the fact that it cannot be controlled. Management of any processes requires a deep understanding of their essence, understanding of the driving forces. Therefore, knowing what is at the origin of innovation as such, what brings to life any idea, what encourages various business entities to be active participants in innovation, what motives underlie their behavior, it is possible to form an adequate system for managing innovation processes, as at the level of an individual enterprise, and on a national scale. The basis of such a system should be the mechanism of motivation as a source of activity of various participants in innovative activity in the direction of the constant development, implementation and effective use of innovative products, but to build a model of such a mechanism, a clear definition of the conceptual apparatus and knowledge of the nature of the phenomena and processes behind a particular concept is necessary. .

The first step towards solving this problem is to define the essence of the category "motivation", as well as understanding the basic concepts that are inextricably linked with it and necessary to understand the essence of the category itself. It should be noted that there are many points of view regarding the interpretation of the concept of "motivation", which is explained by the multidimensional and interdisciplinary nature of this category and the relationships that it describes. Various researchers, both foreign and domestic, depending on the views, beliefs, methodological approaches, describe the essence of motivation in different ways. Here are some definitions as an example:
Motivation is the forces that exist inside and outside a person that arouse in him enthusiasm and perseverance in performing certain actions;
Motivation - the state of the individual, which determines the degree of activity and direction of a person's actions in a particular situation;
Motivation - a set of motivating factors that cause the activity of the individual and determine the direction of her activity;
Motivation - a set of internal and external driving forces that encourage a person to activity, set the boundaries and forms of activity and give this activity an orientation focused on achieving certain goals;
Motivation is the process of encouraging oneself and others to act in order to achieve personal and organizational goals.

As you can see, the mentioned researchers are unanimous in their opinion that motivation is "something" that causes the activity of the subject in a certain direction to achieve specific goals. This "something" can be characterized as a set of motivating factors that can be set from the outside or formed subjectively by a person in accordance with its value orientations, aspirations, interests, and expectations. But most often the influence of external factors is perceived by the subject only through the prism of the inner "I", leading to modifications of the system of motivating factors, which is no longer identical to either the internal or external set of factors that generate certain motives. However, motivation cannot simply be considered as a combination of any motivating forces, factors, a certain state of the individual, it is rather the process of forming the motivational structure of the personality, as a combination of motives, under the influence of a complex of motivating factors that encourage the subject to purposeful behavior and obtaining a certain result.

If you do not delve into the comparison of different points of view available in the scientific literature, then in the most general form, the motive (from the Latin movere - to move, push) is what encourages activity, the motivating cause of human actions and deeds associated with the satisfaction of needs. Motives are "inside" a person (have a personal character), depend on a variety of internal and external factors in relation to the subject, as well as the influence of other motives. The behavior of an individual, as a rule, is determined not by one motive, but by their combination, which forms a certain motivational structure of the personality, in which the motives are in a specific relationship with each other, depending on the degree of stimulating effect on the person. The process of awakening certain motives in an individual in order to induce him to certain actions through external influence is motivation. It is the processes of motivation that underlie human resource management.

In any fact of the emergence of a motive, its connection with the need and the need to satisfy it can be traced. A need is a state of some lack of something that the body seeks to eliminate. A need also arises "inside" a person, it is a necessary condition for any activity, it also causes the activity of the subject, but the need itself is not yet capable of providing a clear direction to the activity. Thus, the need encourages activity, and the motive - to directed activity. The motive is no longer the need itself, but its manifestation, as if its transformed and concretized expression. This is the main difference between the concepts of need and motive.

It is necessary to distinguish between such concepts as motive and incentive, which are not identical, but quite often in the literature are used as equivalent. Stimulus (from the Latin stimulus - goad, goad) - by analogy with the motive, it also means an incentive to act, but at the same time, incentives act as levers of influence or carriers of "irritation" that cause the action of certain motives, they are always associated with external influence. It can be said that the stimulus reinforces the motive that arose earlier (or a combination of them), a certain activity of the individual and the direction of this activity, which brought the person the satisfaction of needs and the achievement of the expected result, and encourages the reproduction of such behavior in the future at the same or another qualitative and quantitative level. Specific objects, the actions of other people, the opportunities provided, that is, everything that an individual receives for performing certain actions, can act as incentives. The use of various incentives in order to activate certain motives in the motivational structure of a person is a process of stimulation, the most common form of stimulation in management practice is material incentives. Thus, incentives (or incentives in general) are one of the means by which motivation processes can be carried out, therefore, the concepts of motive and incentive (motivation and stimulation) cannot be confused and used as equivalent.

All of the above provisions only in general terms reflect the correlation of the basic concepts inherent in the category "motivation" regardless of the specifics of innovation activity. Next, we will try to analyze the features of motivation in the context of innovation processes.

When it comes to the motives underlying the behavior of participants in innovative activities, they often come down only to pragmatic interests of a material nature and, in particular, to maximizing profits, which is considered as the main goal of this activity. It is difficult to disagree with this statement, since in the modern space of the economy the leitmotif of the motivation of the predominant part of entrepreneurship as such is "profit" at any cost, obtaining maximum profit in order to achieve superprofits in the future, for which various kinds of innovations are carried out, both industrial and organizational. aimed at preventing the loss of competitive advantage and reducing profits.
Coming to the fore, materialism nullifies the significance and influence of non-material factors on the motivation of activity, such as the need for self-realization, self-affirmation, love for one's "work", the desire for social recognition and others, which can and should be a powerful motivator for anyone, especially innovation activities.
If we analyze the motives of innovation activity at various stages of the innovation process and from the point of view of its various participants, then the desire to obtain the maximum economic effect cannot be elevated to the rank of a leading motive in the hierarchical system of motives of subjects participating in innovation at each specific stage. Each stage of the innovation process is characterized by its own structure of motives, which is influenced by numerous factors that contribute to the creation of favorable conditions for creative activity or hinder its implementation. As a result of the constructive or destructive influence of these factors, changes occur in the totality of motives, both in the process of implementing a particular stage, and during the transition to the next stage of the innovation process. This transition involves certain transformations in the priority of motives, the elimination of some and the emergence of other motives associated with a change in the conditions for the flow of the innovation process, with a change in its participants, their needs, interests, goals, etc.

For example, at the stage of the birth of an idea, considered as a stage of searching, discovering something new that does not exist in objective (subjective) reality, or changing and further improving existing objects and phenomena, the basis of the creative activity of subjects (namely, the initiators of new ideas, developers of innovative products) there may be a variety of motives, such as the desire to solve a specific problem of a technical, technological, organizational nature; cognitive interest; the need for self-expression, self-affirmation, constant creative search; identification with an idol; material motives, public recognition and others. At the same time, if at the stage of the emergence of an idea, the dominant motive in the system of motivation of the subject to conduct research was the desire to solve a problem of a certain nature, then, say, at the stage of economic justification, the desire to get the maximum effect from the introduction of the most rational option for solving this problem comes to the fore.

If we talk about the priority in considering the problems of motivation at each stage of the innovation process and the formation of an effective motivational mechanism, then it should be noted that in modern conditions the main attention should be paid precisely to the stage of the birth of an idea, since this is a source of innovation generation based on the capabilities of the personnel component of the innovation process. the potential of the state as a whole or an individual enterprise, research organization, etc. It is the human resource with its inexhaustible intellectual potential that is the main driving force of innovative transformations, therefore, the development of issues of creativity motivation (initiation of innovations) is a key factor in overcoming the current inertia of the subjects of innovative activity.
Thus, the motivation for innovation is a set of needs and motives that encourage the manufacturer and manager to be active in the direction of creating and selling innovation or, conversely, by buying it and using it in the business process.
Motivation for innovation can be considered in two aspects:

motivation for the creation and sale of innovations;
innovation purchase motivation.

goal;
motives;
factors;
striving to achieve the goal.

increasing the competitiveness of their new products;
improving your image in the market;
capturing new markets;
increase in cash flow;
reducing the resource intensity of the product.

increased competition;
changes in the production and trade process;
improvement of operation technologies;
changes in the taxation system;
achievements in the international financial market.

increasing the competitiveness and image of an economic entity;
receiving in the future a return on capital invested today.

Changes in the production and trade process;
Changes in the taxation system;
Achievements in the international market.

Chapter 2. Analysis of the modern organization of innovative activity in industry

2.1. Organization of innovation activity and evaluation of indicators of its dynamics and effectiveness

The innovative orientation of economic development, the growing need for technological renewal emphasize the importance of a clear correspondence between the principles of organization and structural and organizational relationships in innovation. It is about finding the best ways to bring innovative impulses into economic reality. It is clear that as innovative transformations expand, scientifically substantiated formation of the functional and elemental base of innovative development is required.

The organization of innovations includes three fundamental aspects:
the subject of innovative activity, which is an association of people jointly implementing the development, implementation and production of innovations;
a set of processes and actions of the organization aimed at performing the necessary functions in innovative activities;
structures that ensure the internal ordering of the system and the improvement of the relationship between its elements and subsystems.
From this point of view, the organization of innovation should be understood as a process of streamlining innovation activity, as a subject, firm, institution, innovative enterprise, as organizational structures that determine the composition and place of units, as well as regulating the procedures of forms, methods, processes that are carried out in innovation activity.
An organization from the standpoint of a firm can be viewed as an association of people or their agreement to perform work on the implementation of innovations. The subjects of innovation activity are heterogeneous, multi-element and multi-sized firms, companies, associations, universities, research institutes, technopolises, technology parks, etc. All these organizations are the main carriers and economic entities that carry out a real renewal of production. The trend of the times is the emergence of a special innovative business, closely related to "its" stage of the life cycle.
So, innovative enterprises and organizations can specialize in fundamental research, R&D (applied scientific research and development), these can be scientific innovative enterprises, higher educational institutions, small businesses, scientific and technical complexes and associations. Both business structures and firms, institutions and corporations with a developed R&D base are associated with the stage of implementation and creation of prototypes. On the basis of applied R&D and R&D, innovators-followers create basic technological, scientific and technical and product innovations.
As a rule, large firms with a good resource base, qualified personnel and certain positions in the markets are engaged in the introduction and production of scientific, technical and product innovations. In Western Europe, a lot of experience in innovative development has been accumulated, although researchers do not directly link the size of a company with the number of inventions. But in France and the UK, it is widely believed that the academic and university sectors and small firms play a major role at the stage of scientific development.
At the stage of pilot production, marketing and sales, a multi-scale business acts, while the production and diffusion of innovations are carried out in large and medium-sized enterprises and in industrial companies. According to the type of economic division of labor that has arisen in innovation, many small and medium-sized enterprises are subcontractors of large firms specializing in the production of semi-finished products, components, and also performing the functions of supporting and servicing the core business.
Innovative enterprises also differ depending on the predominant type of innovation that is the object of their activities. So, they are divided into the following classes:
innovators-leaders, focusing on new scientific discoveries, new applications and pioneering inventions;
leading innovators who create fundamentally new processes and products based on the application of previously made discoveries and inventions;
innovators who create basic innovations based on the old way,
innovators producing, modernizing and rationalizing innovations;
innovators who create innovations that replace earlier products and technologies;
innovators specializing in sales and marketing of innovations;
innovators who create innovations that meet the demand in new markets;
innovators involved in the diffusion, dissemination and replication of innovations in various areas of the national economy.
Innovative enterprises also specialize depending on the level of novelty of the innovations produced (fundamentally new, with relative, partial, local novelty or imitation).

Indicators, or, as they are also called, innovation metrics, help analyze the ability of an organization to innovate solutions and serve as a measure of a company's success in this area. And while most organizations do not yet use innovation metrics in their work, there are several obvious reasons why they should.
The system of indicators sets a formalized base (objective numerical data) for making managerial decisions. This is especially important given that many innovative projects have a long-term perspective and high risks.
Innovation metrics express the company's strategic interests, allowing innovation to be “embedded” into business processes and building relationships between those who generate new ideas and the management team.
Metrics help to reasonably allocate resources between the corporate idea management system and innovation initiatives. Planned metrics set expectations regarding the innovative potential of the company, and comparing planned indicators with their values ​​in the reporting periods allows you to see "bottlenecks" - processes, the financing of which does not meet the goals set.
Innovation indicators motivate staff to work proactively. Clearly formulated ambitious goals make employees more entrepreneurial, encouraging them to strive to achieve their goals.

At present, the innovation management system as a corporate discipline has not yet become widespread in most enterprises, and companies, as a rule, do not have sufficient experience to establish applied innovation metrics. They are limited mainly by the following indicators: (1) the size of the annual budget for new developments (R&D); (2) R&D budget as a percentage of annual sales; (3) the number of patents received by the company during the reporting period; (4) the number of rationalization proposals received from employees of the organization during the reporting period. These metrics can certainly be useful, but they do not measure a company's potential for innovation and will not be significant in making strategic decisions. Thus, the annual development of a large corporate budget for research and development does not guarantee the emergence of countless new products that will shock the market and become a source of additional income for the company. In addition, in addition to patented solutions, many companies have a number of developments that are not protected by patents, as well as technological "know-how" that is not captured by the number of patents. And, finally, out of a huge number of rationalization proposals submitted to the corporate "suggestion box", only a few can be implemented.

The financial result from innovation can be, for example, (1) additional income that the company received from the implementation of a new product; (2) the amount of excess of the actual income from the launch of a new product on the market over the planned indicator as a result of a more efficient entry into the market; (3) the amount of reduced operating costs for the implementation of any company service; (4) the profit of the organization from the penetration of its products into a new market segment, etc.

The costs of innovation are made up of the components listed above, and the denominator of the formula does not include the costs associated with the process of implementing an innovative project.
The share of revenue from the sale of new products in the total profit for the last N years.

The change in the relative growth of the company's market value compared to the relative growth of the industry market over the past N years. This indicator is based on the postulate that it is innovation that is the key resource of the company, which provides it with additional competitive advantages and allows it to outperform the industry average market growth.
The number of new products, services and businesses that the company has brought to the market over the past N years.

It is advisable to use this metric to compare the results achieved by your company with the values ​​of similar indicators of competitors, as well as with your own indicators of past periods.
The number of innovative ideas put forward by the company's employees during the last N months.

Comparing the indicators of the reporting periods, one can observe the dynamics of the "innovative mood" in the company, so that in the event of a decline in activity, timely measures can be taken to bring the organization out of a state of apathy.
The ratio of implemented innovative ideas to the total number of proposals put forward.

The most important indicator that characterizes the effectiveness of the corporate idea management system.
The time elapsed from the initiation (submission) of a new proposal to the launch of an innovative project.

Characterizes the effectiveness of the corporate idea management system. A decrease in the value of this indicator can be prevented by procedures for the movement of documents within the company that are far from optimal and excessive "overregulation" of decision-making algorithms.
The ratio of the number of customers who consider your company innovative to their total number.

Many organizations find it difficult to measure innovation and develop their own complex system of innovation metrics. However, if you get too carried away with this process, the indicators can become abstract and lose touch with the life of the company.

Too many indicators. This error can be due to two reasons: the desire to do too much in a very short time, or the unwillingness to get rid of some old metrics that have already shown their practical unsuitability. The result of using a complex system of indicators is a huge expenditure of working time on collecting information to calculate values, which ultimately turn out to be inconvenient for interpretation. The clearer and more practical indicators of innovation, the more likely it is to set reasonable targets and develop sound strategies to achieve them. Innovation metrics should be correlated with the system of financial and other intra-corporate indicators adopted in the company, or - ideally - be part of it. For example, ROII is in many ways similar to traditional ROI (return on investment), and the percentage of customers who consider the company innovative is structurally correlated with the indicators of the marketing and sales department (the percentage of customers who make repeat purchases or re-apply to the company).
Design point of view on innovation. In many companies, innovations are viewed as projects that are managed according to generally accepted project management practices. At the same time, the assessment of the success of innovations is carried out using "classic" financial indicators for project activities - NPV, IRR and the payback period of investments. However, innovation is not a collection of individual projects, but a continuous process of initiating, developing and selecting innovative ideas, as a result of which new projects are born and implemented. Innovative ideas and concepts are more likely to be considered as new platforms that serve as the basis for the emergence of new products or additions to existing product lines. Therefore, it is incorrect to apply "design" indicators to measure innovation.
Innovation measures are developed and autonomously used by a separate division of the company. It is common for local innovation programs to be run by separate departments, such as marketing or new product development. These metrics are used to evaluate the performance of a given unit, but they are not built into the company's corporate scorecard and are not considered strategically important by top managers. In this case, innovative initiatives are "focal" in nature and do not cover the life of the entire enterprise.
Focus on cost reduction. If the key document for a company is the profit and loss statement, then the focus is likely to be on cost reduction rather than understanding customer needs and meeting them using innovative methods. At the same time, the practice of successful enterprises shows that cost reduction is always an inevitable consequence of the concentration of intellectual and organizational efforts on customer expectations and the quality of the product being sold.
Orientation to the past. The deepest psychological aspect of any reporting system is the fear of punishment for not achieving goals. None of the most perfect systems is able to eliminate this fear. This can be achieved only if the results of innovation activity are treated as valuable experience that can be used for predictive purposes, and innovation indicators are used for comparison and comparison. At the same time, both successes and failures of innovative teams and their leaders should be encouraged. Of course, this approach is justified only if the staff is genuinely passionate about and committed to innovative ideas.

Any, the most perfect system of indicators is just a tool with which the company maintains the idea management system, but it is the susceptibility of the management team to innovation that is the necessary condition, without which it is impossible to start the innovation process in the company.

The life path of innovation can develop in one of three ways: accumulation in the organization, transformation in the organization into innovation, sale as a commodity.
The effectiveness of the organization is expressed through economic and financial indicators. In a market economy, there can be no unified system of indicators. Each investor independently determines this system based on the characteristics of the innovative project, the professionalism of specialists and managers, and other factors.
The following requirements are imposed on the system of indicators:

indicators should cover processes at all stages of the product life cycle
indicators should be formed for the future, at least for 3-5 years, based on a retrospective analysis of the organization's activities
indicators should be based on data on the competitiveness of specific products in specific markets for a specific period
the most important indicators should be expressed in absolute, relative and specific values
indicators should be aligned with all sections of the organization's plan
indicators should reflect all aspects of the organization's financial performance
the design of the final indicators should be carried out on the basis of multivariate calculations, with the determination of the degree of risk and sustainability of financial activities, using a sufficient and high-quality amount of information characterizing the technical, organizational, environmental, economic and social aspects of the organization's activities.
etc.................

Short description

Movement along the innovative path of development is possible only if there are favorable conditions for the effective implementation of the accumulated innovative potential of the country and its further growth, building an effective mechanism for managing innovative processes. At the same time, it is necessary to point out the important, and even to some extent determining, importance of the psychological aspects of innovative activity, which play a decisive role in overcoming the innovative inertia of business entities of various forms of management, owners of capital, and the state. There is an objective need to change people's attitude to the new reality, the psychology of their perception of innovation, to instill an understanding of the meaning and role of activating innovative changes.

Introduction………………………………………………………………………3
1. Essence and tasks of motivation……………………….......……………..4
2. Types of motivation in innovation management……………………5
3. The process of motivation in innovation management…………………9
4. Aspects of innovation motivation……………………………………………..10
5. Mechanism of innovative activity………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
Conclusion……………………………………………………………….……14
References……………………………………………………………15

Innovation activity - this is the area of ​​development and practical development of technical, technological, organizational and economic innovations, which includes not only innovative processes, but also marketing research on the markets for goods, their consumer properties, as well as new approaches to organizing information, consulting, social and other types of services.

Leverage in innovation is a factor, a small change in which can lead to a significant change in the result.

Motives (factors) of innovative activity. According to the well-known American economist P. Drucker, the following factors can “push” an entrepreneur to an active search for an innovative idea:

· unexpected event - success, failure, unexpected external event;

· incongruity - a discrepancy between reality as it really is and our ideas about it (“as it should be”);

innovations based on the needs of the process (under the need of the process one should mean those of its shortcomings that must be eliminated);

· sudden changes in the structure of the industry or market;

· demographic changes;

changes in people's perceptions, moods or values;

The emergence of new knowledge, both scientific and non-scientific.

Incentives for innovation are both external (Table 1) and internal problems of enterprises: wear and tear of equipment, high energy costs, lack of production capacity. At those enterprises where there was a change in ownership and management, the reasons for innovation were institutional changes - a change in the form of control over the enterprise.

Table 1.

External incentives for innovation

Most executives note their desire to get ahead of the competition and the impact of consumer pressure. The emergence of such a factor as pressure from foreign partners is noteworthy. The indicated incentives show the gradual adaptation of enterprises to market relations, when the introduction of innovations becomes a necessity from the standpoint of market demand and competition, and is not the result of subjective activity.

The main motive for initiating innovation processes at the enterprise is to obtain additional competitive advantages, which include:

1. Strategic benefits:

Creation of a favorable business reputation in the eyes of consumers, potential partners, investors;

Growth of production efficiency due to modernization and renewal of production facilities;

Ensuring the development of the enterprise by expanding sales markets and diversifying activities.

2. Increasing the profitability of the enterprise due to:

Temporary monopolization of the market and the possibility of obtaining super profits from the sale of radical new products;

Improving the quality and competitiveness of products;

Increasing the product's market share.

3. Reducing the costs of economic activity due to:

Restructuring activities;

motivation innovation management

Motivation for innovative activity Valdaytsev S.V. Business and innovation assessment - M.: "Filin", 2010 - 138 p. - the category is multifaceted, its positive effect is manifested to the maximum extent only when it is considered in combination with other equally important factors - labor stimulation, pricing, planning, management, self-sufficiency of business entities in making decisions on any issues.

In the system of socio-psychological functions of innovation management, motivation performs an important task of stimulating employees to perform delegated tasks efficiently within the limits of their authority. Delegation establishes administrative relations between the participants of the innovation process. Motivation complements them with psychological aspects, creating incentives or obstacles for the productive work of a team or an individual employee.

It is known that the positive or negative attitude of the employee to work affects the nature of the results of his work. In innovation, the personalized nature of the work of developers naturally enhances the importance of psychological factors in management. When organizing innovation activities, in addition to administrative decisions, a manager must create conditions that encourage all participants to productive cooperation and achieve the highest results. The lack of incentives for joint activities or insufficient attention to labor motivation can destroy the most modern and promising organizational structures.

Motivation as a function of management means the process of stimulating all participants in innovation activity, aimed at achieving the established goals of innovation development. Individual or collective motives of participants in innovative activity in modern conditions are quite complex and are not limited only to material interests. Simple pragmatic solutions in the field of innovation motivation today cannot give the expected results. The manager needs to take into account the latest theoretical developments that reflect the nature of motivation in general and creative activity in particular. The specific solution to the problems of motivation in innovation management depends on the adopted concept of its construction at the enterprise, the behavioral patterns of innovation participants in the labor process, forms of labor stimulation, and a number of other factors.

A schematic diagram of the classification of types of motivation for innovation is shown in table 1.1. In theory and practice, it is customary to distinguish between two fundamental concepts of motivation: content and process.

Types of motivation for innovation activity Korobeinikov O.P. Integration of strategic and innovation management // Management in Russia and abroad. 2010. No. 4. P.25.

Meaningful concepts of motivation Fatkhutdinov R.A. Innovation management. - St. Petersburg: Peter, 2010.S. 162., the foundations of which are developed in the works of Abraham Maslow, David McClelland, Frederick Herzberg, proceed from the classification of needs that encourage people to motivational behavior, primarily related to the volume and content of work. In accordance with the theory of Abraham Maslow, human needs can be represented as a strict hierarchical structure, in which primary needs (physiological and needs for safety and security) require priority satisfaction, and secondary needs (social, respect and self-expression) acquire a motivational character only as they are satisfied. lower level needs. Meaningful concepts of motivation come from the fact that needs and related factors determine the behavior of people and their attitude to work. The complexity of implementing the meaningful concept of motivation in innovation management is primarily associated with the specific nature of work in the innovation sphere. The interdependence of the work of various performers and teams, the importance of information communications of specialists, the personalized nature of the work of workers and their high intellectual level require taking into account, in addition to direct needs, a large number of subjective factors.

The procedural concepts of motivation, reflected in the works of Victor Vroom, Lyman Porter, Edward Lawler, Richard A. Henderson and others, are based on the fact that a person's behavior is determined not only by needs, but also by the perception of the situation and expectations associated with the possible consequences of the chosen type of behavior. . Modern procedural concepts are more in line with the specifics of the innovation sphere and use motivational mechanisms that stimulate the achievement of goals and the receipt of a satisfying reward. In accordance with the procedural concept of motivation, people evaluate the same remuneration for equal work differently and purely individually, depending on individual needs and the expected value of the reward. In domestic practice, the most widely used methods of motivation based on the differentiation of ways to influence the personality and ways to meet the needs of workers. The motivation system should provide each participant with the opportunity to independently choose the methods of remuneration in accordance with his individual scale of values. At the same time, classical material incentives in the form of wages and incentive payments narrow their impact on the developer, giving way to the expectation of remuneration from the work itself, its results and process. Depending on the method of remuneration, there are material, labor and status systems of motivation.

Material motivation Utkin E. A. Firm management. - M.: "Akalis", 2009.S.616. based on employee remuneration through the wage system. Labor - focused on achieving high labor results (quality of work, its quantity, personal contribution, etc.). The status approach highlights the orientation of the employee to improve his official or qualification status (promotion, obtaining a degree, title, etc.).

Motivation, the size and form of remuneration are directly related to the evaluation of labor results. An innovation manager, like a performer, always deals with two types of evaluations on which remuneration depends: internal and external. Internal assessments come from the subject himself as his self-assessment. In this case, the reward is provided by the work itself, its content, conditions of performance, the individual role of the subject in collective work. Internal assessments and the related remuneration of an employee in the innovation sphere largely depend on the manager's efforts to create appropriate operating conditions, the image of the organization, and the form of division of labor in innovation. External assessments in innovations are carried out by the manager, remuneration for them is manifested for the employee in the form of wages, additional bonus payments and social services, promotions and various distinctions and incentives.

In general, it can be said that when building a system of motivation for innovation, it is important to ensure that external and internal assessments and rewards are consistent as a condition for the harmonious and productive work of employees. For this, it is necessary to constantly improve the forms and types of motivation, so that, in order to stimulate employees, managers for the development of innovative activities also need to constantly create and develop newer and more effective systems of personnel motivation.