Organizational innovation is the introduction of a new organizational method in business practice enterprises, in the organization of jobs or external relations.

Organizational innovation can be aimed at improving the efficiency of the enterprise - by reducing administrative costs or operating costs, increasing employee satisfaction with the state of their jobs (and thereby labor productivity), increasing access to non-commodity assets (such as uncodified knowledge from external sources) or reduce supply costs.

Distinctive feature organizational innovation from others organizational change at this enterprise is the introduction of any organizational method (in business practice, in the organization of jobs or in external relations) that has not previously been used by the enterprise and is the result of the implementation strategic decisions guides.

Organizational innovations in business practice include the introduction of new methods in the organization of daily activities and the order in which work is performed.

Innovations in the organization of workplaces include the introduction of new methods of distribution of responsibility and the right to make decisions between employees in organizing and coordinating various work processes within the company's divisions and in the interaction of these divisions, as well as the introduction of new principles for structuring activities such as consolidation various kinds works.

New organizational methods in the external relations of an enterprise include the introduction of new ways of organizing relationships with other enterprises or government organizations such as the establishment of new forms of cooperation with research organizations or customers, new methods of integration with suppliers, the use of the results of external research and development (outsourcing), as well as the first involvement of commercial subcontractors in the practice of the enterprise in the production, procurement, distribution, recruitment and auxiliary services.

Changes in business practices, workplace organization or external relations based on organizational methods already used by the enterprise are not organizational innovations. Likewise, the development of managerial strategies is not in itself an innovation. However, an organizational change that embodies a new management strategy is an innovation if it represents the first use of a new organizational method in business practice, workplace organization, or external relations for that enterprise. Mergers with other enterprises or the acquisition of other enterprises are not considered organizational innovations, even if this is all happening for the first time. Mergers and acquisitions may, however, involve organizational innovation if, in the course of doing so, the entity has created or mastered new organizational methods.

Introduction

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

Innovation management as a science of implementation and management of innovations (innovations) appeared in Russia relatively recently. Its appearance and rapid development were facilitated by the economic reforms currently being carried out on the territory of the former Soviet Union and affecting, among other things, the area of ​​innovation financing. Until 1991, such forms of financing new technologies as self-financing and self-financing were popular in the USSR. But in the transition period, in which the Russian economy is still in a state, new sources of financing appeared for our country - loans, issuance valuable papers etc.

Thus, one management method (socialist) was replaced by a completely different (capitalist) method, and here, of course, innovations and innovations that should affect the entire economy of the country, improving it and bringing it to a qualitatively new stage of development, have come to the fore. After all, despite individual successes in this area, it is still too early to talk about such global shifts on a national scale, and that is why competent innovation management is so important for our country today - the process of innovation management.

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

Innovation results from using the results of research and development to improve the process production activities, economic, legal and social relations in the field of science, culture, education, and in other areas of the society.

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

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

This term paper is the consideration of organizational innovations on the example of a peasant farm (KFH "Niva".

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

Consider the concept and types of organizational innovation;

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

Propose an innovative project for equipping production with new equipment, calculate its effectiveness.

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

The structure of the work includes an introduction, three chapters, a conclusion, a list of references, applications.

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

1.1 The concept and types of organizational innovation

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

The novelty of innovations is evaluated by technological parameters, as well as from market positions. With this in mind, a classification of innovations is built.

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

Product innovation covers the introduction of technologically new or improved products. Technologically new product (radical product innovation) is a product whose technological characteristics (functional signs, design, additional operations, as well as the composition of the materials and components used) or intended use is fundamentally new or significantly different from similar products previously manufactured. Such innovations can be based on fundamentally new technologies or on a combination of existing technologies in their new application (including the use of research and development results). An example of innovations of a radical type (fundamentally new) are microprocessors and video cassette recorders. The first portable cassette player, which combined the essential principles of tape recorders and miniature ear loudspeakers, was a type two innovation. In both cases, none ready product not previously released.

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

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

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

Business Innovation Means Implementing New Organizational Methods entrepreneurial activity. These include, for example, the implementation of corporate knowledge management systems, the implementation of training systems aimed at developing employees and reducing staff turnover, the implementation of production and supply management systems in general, in particular supply chain management systems, production rationalization, and quality management systems.

Innovations in the organization of workplaces mean the implementation of new methods of distribution of responsibility and authority among employees to perform work within the framework of certain types activities of the organization and between activities (and structural divisions), as well as new concepts of activity structuring, such as integration various directions activities.

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

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

1.2 Technical progress in the enterprise

Innovative development of an enterprise is the process of formation and improvement of the technical and technological base of an enterprise, focused on final results his economic activity through technical and technological innovations.

The goals of technical and technological innovations are:

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

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

Integrated mechanization and automation of technological processes;

Application of robotics, manipulators and flexible automated systems;

Reducing the technological complexity of products and costs manual labor by improving the technical level and quality of technological equipment, tools, fixtures, scientific organization of labor;

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

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

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

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

Technical equipment of labor (capacity-to-labor ratio and energy-to-labor ratio);

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

Average age of applied technological processes;

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

Power (performance) of equipment;

The proportion of advanced equipment in its total fleet;

Average life of the equipment;

The coefficient of physical wear of equipment;

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

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

The degree of utilization of production waste, etc.

Management of the technical development of the enterprise should include: setting goals and identifying their priorities; choice of directions of technical development; evaluation of the effectiveness of possible solutions; drawing up a technical development program; adjusting the plan and monitoring the implementation of the measures envisaged by the program.

1.3 Organizational progress in the enterprise

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

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

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

The connection of participants in the labor process is provided different forms division and cooperation of labor, organization of maintenance of workplaces, establishment of rational modes of work and rest.

The main directions of organizational progress are:

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

2) improving the organization of labor (the introduction of a set of measures based on the achievements of science and best practices, which make it possible the best way connect technology and people in the production process, more efficiently use material and labor resources, allow to increase labor productivity, improve working conditions, make it more meaningful and attractive);

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

Main current trends organizational progress are also: accelerating the pace of development of individual public forms organization of production (deconcentration, cooperation, conversion, diversification), deepening labor motivation, development of a collective form of organization and remuneration.

2 Analysis of organizational innovations on the example of KFH "Niva"

2.1 Organizational and economic characteristics of the enterprise

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

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

2) attract third-party investments for processing production;

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

4) efficient use of labor resources;

5) optimize taxation through unified system accounting.

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

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

KFH "Niva" is one of the largest producers of bakery, confectionery, pasta and biscuits, which employs 150 people.

At present, the organizational structure of the KFH "Niva" is as follows. Office management of 20 people is located in Ussuriysk on the street. Ageeva, 3 "a" and is the central office.

Structural divisions of the KFH "Niva" are shown in Figure 1.

In the KFH "Niva" a workshop structure of production was adopted and, in accordance with it, a workshop structure of management.

This management structure includes the head, deputy head, management apparatus, management of production and auxiliary units and is carried out through an intermediate link - the heads of workshops.

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

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

The main production includes the following shops: bakery shop, vegetable shop, confectionary shop. Each of the shops has a head of the shop.

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

The main production line of the economy is the production of bakery and confectionery products. The structure of marketable products of KFH "Niva" for 2007-2009. presented in table 1.

Table 1 - The structure of marketable products of the KFH "Niva" for 2007-2009.

Table 1 shows that there has been an increase in almost all types of marketable products in total amount for 51401 thousand rubles. or 2.5 times. Thus, in 2009, compared with 2007, the production of bakery products increased by 33,550 thousand rubles. or 2.4 times, the increase in confectionery products amounted to 10466 thousand rubles. or 3.3 times, the production of pasta decreased by 881 thousand rubles. or 19.81% compared to 2007. The increase in crop production amounted to 7764 thousand rubles. or 5.7 times, marketable output in 2009 compared to 2007 increased by 502 thousand rubles.

In the structure of marketable products of the KFH "Niva" for 2007-2009. greatest specific gravity occupy bakery products, confectionery and crop products. In 2009, their share was 67.18%, 17.24% and 10.88%, respectively. During the analyzed period, the structure of marketable products has not changed significantly.

Outward manifestation financial stability enterprise is its solvency. An enterprise is such if the cash available to it is short-term financial investments and active settlements cover its short-term liabilities.

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

The financial stability of an enterprise can be characterized financial performance, which characterize the degree of dependence of the enterprise on creditors, the solvency of the enterprise in the long run.

The characteristics of the financial stability ratios of the KFH "Niva" are given in table 2.

Table 2 - The coefficients of financial stability of the enterprise KFH "Niva" for 2007-2009

Based on the data obtained in Table 2, it was revealed that the financial independence ratio in 2007 was 0.6 and in 2008 was 0.08, in 2009 its slight increase by 0.01 is observed, and it is 0.07. This indicator corresponds to the normative value, which indicates a significant proportion equity in sources of financing, and a low risk of insolvency of the KFH Niva. It also does not reflect the potential danger of the enterprise having scarce funds.

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

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

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

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

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

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

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

The liquidity of the balance sheet is defined as the degree of coverage of the obligations of the enterprise by its assets, the period of transformation of which into cash corresponds to the maturity of the obligations.

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

Table 3 - Calculation of liquidity ratios

Based on the calculated data, it was found that the value of the absolute liquidity ratio corresponds to the norm for three years: in 2007 it amounted to 2.07, and there is an increase in this indicator in the reporting year 2009 (2.95) compared to 2008 (2.91) , in 2009 there is a positive trend of increasing the absolute liquidity ratio compared to 2007 by 0.88. This indicates the ability of the enterprise to repay all or part of the existing short-term debt at the expense of Money and short-term investments.

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

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

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

1. Alexandrova L A. Competitive industrial clusters. Theory and practice of formation. - Saratov: SSEU, 2005.

2. Balabanov I. T. Innovative management. - St. Petersburg: Peter, 2000.

3. Glazyev S. Yu, Lvov D. S., Fetisov G. G. Evolution of technical and economic systems: possibilities and limits of central regulation. - M.: Nauka, 1992.

4. Golovach L G., Krayukhin G. A., Shaibakova L F. Regulation of innovation processes in the region. - St. Petersburg: State Engineering and Economic University, 1997.

5. Gunin V. N., Baraucheev V. p., Ustinov V. A., Lyapina S. Yu. Module 7. - M.: INFRA-M, 2000.

6. Ilyashev A. V. Management: organization and technology: Textbook. - M.: Mashinostroenie, 2000.

7. Innovation: theory, mechanism, state regulation: Textbook / Ed. Yu. V. Yakovets. - M.: RAGS, 2000.

8. Innovative approaches in science: Theoretical and methodological problems of socio-humanitarian knowledge: Sat. articles / Rep. ed. Yu. G. Volkov. - Rostov n / D., 1995.

9. Innovation management: Textbook / p. D. Ilyenkova, L. M. Gokhberg, S. Yu. Yagudin, etc. - M.: UNITI, 1997.

10. Innovation management: Textbook / Ed. P. N. Zavlina, A. K. Kazantseva, L. E. Mindeli. - St. Petersburg: 2000.

11. 11. Innovation management: Textbook / Ed. L. N. Ogolevoy. - M.: IN FRA-M, 2001.

12. Innovation management: Textbook / Ed. V. M. Anshina, A. A. Dagaeva. - M.: Delo, 2003.

13. Innovative development path for new Russia/ Rev. rer.V. P. Goreglyad. - M.: Nauka, 2005.

14. Intellectual Property: Compilation standard contracts/ Comp. N. 14. V. Lynnik, A. G. Kukushkin. - M.: IN FRA-M, 1995.

15. Kachalina L N. Competitive management. - M.: Eksmo, 2006.

16. Kleiner G. B., Tambovtsev V. L., Kachalov R. M. Enterprise in an unstable economic environment: risks, strategies, security / Ed. S. A. Panova. - M.: Economics, 1997.

17. Kovalev G. D. Innovative communications: Textbook. - M.: UNITI-DANA, 2000.

18. Kruglova N. Yu. Innovative management / Under scientific. ed. D. S. Lvov. - M.: Step, 1996.

19. Kuzyk B. N., Yakovets Yu. V. Russia - 2050: the strategy of an innovative breakthrough. - 2nd ed., add. - M.: Economics, 2005.

20. Lambin J.-J. Strategic Marketing. European perspective / Per. from fr. - St. Petersburg: Nauka, 1996.

21. Morozov Yu. P. Innovation management: Textbook. M.: UNITY-DANA, 2000.

22. Pankrukhin A. P. Marketing: Textbook 2nd ed. - M.: IKF Omega - D 2005.

Innovation management Bandurin Alexander Vladimirovich

CHAPTER II. TYPES OF INNOVATION AND ORGANIZATIONAL STRUCTURES OF INNOVATION MANAGEMENT