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ECONOMICS
ANAGENESIS MANAGEMENT INNOVATION AS IDEOLOGEME MODERN BUSINESS-PROCESSES SERVICE COMPANY Borodai V. A. (Russian Federation) Email: Borodai533@scientifictext.ru
Borodai Vladimir Aleksandrovich - doctor of sociological sciences, professor, DEPARTMENT OF SERVICE, TOURISM AND INDUSTRY OF HOSPITALITY, DONSKOY STATE TECHNICAL UNIVERSITY, ROSTOV-ON-DON
Abstract: the article shows that the company is a system structure and changes that occur with it, too, occur with some regularity. The main thing for a leader to understand that you need to move on, be aware of where and how to move, and thereby evolve. One solution to create the conditions for the generation of new ideas in the service of the company, to stimulate employees regularly throw new ideas, perhaps with the creation of "accelerator" projects. It is not so important which way the decision ultimately elect a leader. It is important that the chosen solution could really move the company off the ground, and to encourage the necessary changes. Keywords: innovation, growth point fluctuations, corporate Hackathon, a generator of ideas.
АНАГЕНЕЗ УПРАВЛЕНИЯ ИННОВАЦИЯМИ КАК ИДЕОЛОГЕМА СОВРЕМЕННЫХ БИЗНЕС-ПРОЦЕССОВ СЕРВИСНОЙ КОМПАНИИ Бородай В. А. (Российская Федерация)
Бородай Владимир Александрович — доктор социологических наук, профессор, кафедра сервиса, туризма и индустрии гостеприимства, Донской государственный технический университет, г. Ростов-на-Дону
Аннотация: в статье показано, что компания - это системная структура и изменения, которые с ней происходят, тоже происходят с определенной закономерностью. Главное для руководителя -понимать, что необходимо двигаться дальше, осознавать, куда и как двигаться и за счет чего развиваться. Одно из решений по созданию условий для генерации новых идей в сервисной компании, стимулирования сотрудников - регулярно подбрасывать новые идеи, возможно при создании «акселератора» проектов. При этом не столь важно, какой способ решения в итоге изберет руководитель. Важно, чтобы выбранное решение действительно смогло сдвинуть компанию с мертвой точки и стимулировать необходимые изменения.
Ключевые слова: инновации, точка роста, флуктуации, корпоративный хакатон, генератор идей.
Many people familiar with the situation when a service company, some time actively developed quarterly gladdened graphics speed of growth and profits, imperceptibly begins to slow its growth? Quickly rising up the charts become flatter - now and to horizontal is not far away.
Any service company eventually exhaust the available development potential, and stabilize at that level. And that's fine - because the results achieved must be secured, internal organization - be brought into line with the changed realities. The company is a system structure and changes that happen to it also happen with a certain regularity. In terms of the synergetic theory we can say that the social system is in constant change, random changes in institutional forms (fluctuations) - an indicator of chaos on the micro level of the system and the possibility of its development [1].
But time passes, and the moment comes when the leader understands the need to move on. Service Company already quite accustomed to a new level, he was too small, and the team is ready for new challenges. And competitors are running out - they, too, were not on the spot all the time. And here there is an unexpected problem - the head does not know where to go, how and by what means to develop.
Perhaps the service company went forward on a wave of innovative ideas, new development, or successfully found and unoccupied niche. However, now this idea is not new and widely publicized, the development has long been implemented and has lost its relevance and promising niche completely worked out. And then what?
Companies need new ideas, but no one is rushing to bring them on a platter, and the head cannot come up with something new. And where to get the resources - the question is not idle. Development requires investment that will pay off or not - still not clear. So what to do in this difficult situation? After all, it is
absolutely justified cause you serious concern: the market is continuously moving forward, and if stop, the company sooner or later bound to be an outsider [2].
First we need to understand what are the opportunities for development - non-obvious "points of growth" -are already available. It so happens that the leaders carefully searched and found nothing. This is not surprising - after all they are inside the situation and within the "system", so they can not look at everything from the side. It's like a certain geometric puzzle game - to find a solution, you need only go beyond visually outlined square [3].
Who can help the head in this situation? Well, if he has good friends and old partners, which have the experience of doing similar business. They will be able to look at the situation objectively and to see the possibilities that are hidden from the head, most often, it is due to its obviousness. It is necessary to comply with one condition - these colleagues should not be relevant to your organization. Otherwise, their opinion will be as biased as yours.
Another option - to invite the professional from the side. The head can update the composition of the management by service company, to breathe new life into it, or to use the services of a consulting company. Consulting option is faster, less labor intensive and less expensive - because managers do not have to spend time and effort to search for a suitable candidate for the key position, which is found, it is often not easy, and the price of a mistake of the head in case of wrong choice won't be as big [4].
Next case - it is possible to create conditions for the generation of new ideas in the service of the company, to encourage employees regularly throw new ideas. It is not easy - it will be necessary to amend the existing corporate culture and to think carefully about the system of motivation and system of filtering and selection of ideas not to get bogged down in a pile of garbage. However, it is worth it. Many innovative ideas, gave rise to the most famous companies, were born completely in the minds of "ordinary" individuals [5]. The historical example - the great Russian inventor Kulibin designed searchlight, semaphore telegraph, self-propelled barge and a self-propelled machine. Among modern examples - Rostov pensioner Gennady Holodniy, created a new model of the rotary engine, consumes 3.5 times less fuel and has a much longer life than existing analogues. This idea that can bring millions, did not have to be complex and relate to the field of technological innovation: Stilinger Scott earned his million on the sale of balls collected from multi-colored rubber bands, and Ken Aron - in the manufacture of plastic bones for making wishes.
Western businesses have long appreciated the benefits of the "ideas of the people", there is even a special term - "crowdsourcing". Crowdsourcing is actively used such "monsters" Western businesses like Coca-Cola, Microsoft, Starbucks, Fiat. Of the Russian companies that, for example, the same Sberbank [6].
And this applies not only to ideas for new products and services, but also to optimize current business processes.
In our opinion, to create a "generator of ideas" on their own must be:
1. To analyze the current situation with the ideas of the company. How often do the initiative? Who is active that inspires them? Reach whether idea to realization? If the activity is not - why?
2. To hold a competition of ideas, innovations with a significant prize.
3. To implement motivation elements in order to stimulate the generation of ideas - from traditional cash bonuses, pending public thanks.
4. Be sure to implement the ideas. Often, the main motivation is not money or a prize and the opportunity to see the results of their labor.
Another necessary measure - a full audit of existing resources, and evaluation of the effectiveness of their use. As a rule, all necessary for the growth and development of the company is already within the company. Experts in the field of management mark - there is no single organization that would use its resources to 100%. It remains unused about 20 - 30% of the resources. Imagine how many opportunities the company loses every day? Find hidden reserves - also not an easy task (otherwise they would not be hidden), but can be solved. Doing these four steps, you can see the most natural for the company's development direction that will maximize use existing resources and capabilities, and hence - will require a minimum of external resource mobilization, less effort and cost [7].
Finally, there is one solution that does not require global internal "shake" and a serious re-engineering of business processes, and organically built into the organization as an additional unit, which will be an inexhaustible source of new ideas and promising projects, enabling the company to regularly grow in new directions. We are speaking about an accelerator of projects that you can organize and maintain as one of its units. An alternative form can be a corporate hackathon (developer forum, during which experts from different areas of software development - programmers, designers, managers - working together to solve a problem) or short of acceleration program, organized and carried out from time to time [8].
Of course, this is not the full list of possible ways to solve this problem - in addition, these methods may be combined in different ways. It is not so important which method of solution will eventually elect a leader. It is important that the chosen method could really move the company off the ground, and stimulate the necessary changes.
Список литературы на английском языке / References in English
1. Borodai V. A. Trade as a social process of innovation and a factor of social transformation // Humanitarian and socio-economic sciences, 2008. № 4. P. 181-184.
2. Borodai V. A. Brand of the employer as DNA of corporate culture of service company // European Research, 2017. № 1 (24). P. 34-35. DOI: 10.20861/2410-2873-2017-24-001.
3. Borodai V. A. Crowd recruiting as the competence assessment of applicants service company // International Scientific Review, 2017. № 1 (32). P. 46-47.
4. Borodai V. A. Increased business potential based on Business Intelligence technologies // Technology Business in Russia: Theory and practice. IV Int. scientific-practical. Conf. (27 September 2016), Saratov: Publishing House MTC "Business Academy", 2016. 46 p.
5. Borodai V. A. Simulation assessment center in the service of the company as a factor in the accuracy and validity of the information about the employee // International Journal of Professional Science, 2017. № 1. P. 22-33.
6. Dudkina O. V. On the choice of the perception of the external environment for the enterprises of sphere of service // Tourism and hospitality industry: the current state and development trends. Rostov-on-Don: DSTU, 2016. P. 175-178.
7. Valyava S. O., Borodai V. A. Temporary determination as a strategic management model indicator // Theory and practice of modern science, 2016. № 10 (16). P. 65-68.
8. Zverev V. O., Borodai V. A. Strategic choice as a factor in the institutional maturity of the company's management // Theory and practice of modern science, 2016. № 10 (16).
THE IMPORTANCE OF RISK MANAGEMENT TO THE DIRECTOR OF THE PROJECT AND ITS IMPACT ON THE TIME AND COST
OF THE PROJECT
Kaab M.A.J.1, Kolosova N.B.2, Kolosov E.S.3, Soldatenko T.N.4 (Russian Federation)
Email: Kaab533@scientifictext.ru
'Kaab Mohammed Ajmi Jaber —Undergraduate, DEPARTMENT OF CONSTRUCTION OF UNIQUE BUILDINGS, CIVIL ENGINEERING FACULTY;
2Kolosova Natalya Borisovna — Associate Professor, Honorary Worker of Higher Professional Education of Russia,
Senior Lecturer;
3Kolosov Evgeny Sergeevich - Senior Lecturer;
4Soldatenko Tamara Nikolaevna - Senior Lecturer, DEPARTMENT OF CONSTRUCTION OF UNIQUE BUILDINGS, SAINT-PETERSBURG STATE POLYTECHNICAL UNIVERSITY NAMED AFTER PETER THE GREAT,
ST. PETERSBURG
Abstract: try to specialists in project management to develop a specific Strategy to counter the risks arising from the implementation of construction projects of various kinds, and therefore the risk management in the contemporary framework represents a phenomenon of a new quality, and can not for this phenomenon to take practical dimensions, but the development of corporate culture and Contractors and the employer towards the risks and deal with all aspects and ways to paint to address them within an integrated program, and requires the availability of new skills and information systems capable of precise coordination between the various parties within the company. The research aims to develop the engineering staff working in construction project management and all stakeholders from the government, companies and contractors through the study and analysis of risk management through the relationship between risk and stages of achieving the goals of the project, the impact of the analysis, and the importance of risk management to the director of the project and its impact on the time and cost of the project. It has been identified a number of risks from the study of a number of construction projects completed and has previous theoretical research and scientific sources and interview and questionnaire number of construction industry experts to determine the impact of these risks on projects for the purpose of responding to the risks and management. It appeared that the most important risk in construction projects is Financial risks one of the factors important is the delayed payment or do not pay the money to the companies and contractors. It also appeared that the biggest effect of the risk is on the duration and cost of the project. And the best response to the risk is to fix certain conditions in the contract followed by other responses.
Keywords: risk management, risk response, achievement of project stages, risks analysis.
