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0SANOAT KORXONALARIINNOVATSION RIVOJINING KORPORATIV BOSHQARUV TIZIMIDAGI FAOLIYAT SOHALARINITAKOMILLASHTIRISH
Katta o'qituvchi Aliyev Azim Tolib O'g'li ALFRAGANUS UNIVERSITY ORC-ID: 0009-0007-9885-8695
Annotatsiya. Maqola korporativ boshqaruv tizimidagi funksional faoliyatning strategik va menejment sohalarida, korxona tizim elementlarining ichki izchilligini saqlashda va korporativ afzalliklarni saqlab turish zarurligini asoslaydi. Korporativ boshqaruv tizimidagi vazifaviy faoliyat kompaniyaning tizim elementlarining ichki izchilligi va korporativ afzalliklarni saqlab qolish, tegishli resurslarni yaratish va ularga muvofiq strategiyaning boshqa elementlarini muvofiqlashtirish, pirovardida resurslarning biznesdagi raqobat ustunliklari bilan bog'liqligi korporativ strategiyaga uning faoliyati samaradorligini ta'minlash imkonini beradi. O'tkazilgan tadqiqotlar^a korporativ boshqaruv tizimini boshqaruv munosabatlarining o'zaro bog'liq subyektlari (menejerlar, direktorlar Kengashi va aksiyadorlar) ning ajralmas shakllanishi sifatida taqdim etish imkonini beradi, tashkiliy-huquqiy tuzilmaga birlashib, uning faoliyati resurslarni samarali taqsimlash va shakllantirish, aksiyadorlik jamiyatining tashkiliy-iqtisodiy natijalarini strategik boshqarish va korporativ raqobat afzalliklarini yaratish nuqtai nazaridan ichki va tashqi mexanizmlar va rag'batlantirish tizimi orqali aksiyadorlar tomonidan egalarining vakolatlarini amalga oshirish maqsadida huquqiy, tashkiliy, iqtisodiy va boshqaruv munosabatlariga asoslanadi.
Kalit so'zlar: innovatsiya, korxonalar faoliyati samaradorligi, innovatsion faoliyat, innovatsion rivoj, boshqaruv tizimi, korporativ boshqaruv.
Abstract. The article substantiates the need to maintain the internal consistency of the elements of the enterprise system and maintain corporate advantages in the strategic and management areas of functional activity in the corporate governance. The task activity in the corporate governance is the internal consistency of the company's system elements and the maintenance of corporate advantages, the creation of appropriate resources and the coordination of other elements of the strategy according to them. In the conducted studies, it is possible to present the corporate governance as an integral formation of interrelated subjects of management relations (managers, board of directors and shareholders), combined with the organizational and legal structure, its activity is effective distribution and formation of resources, the organization of the joint-stock company, -based on legal, organizational, economic and management relations in order to implement the powers of the owners by the shareholders through internal and external mechanisms and incentive system in terms of strategic management of economic results and creation of corporate competitive advantages.
Keywords: innovation, enterprise efficiency, innovative activity, innovative development, governance, corporate management.
Kirish. Respublikaning iqtisodiy o'sishi va sanoat rivojlanishida yirik integratsiyalashgan biznesning roli yetakchi ekanligi hozirgi kunda juda obyektiv holatga aylandi. Maqoladagi tadqiqot mavzusining dolzarbligi kimyo sanoati korxonalarida korporativ boshqaruv samaradorligini oshirish; korxonalar rivojlanish strategiyasini tanlashda korporativ boshqaruv organlarining rolini oshirish bo'yicha vazifalar majmuini oqilona hal etish; korporativ boshqaruv tizimidagi vazifaviy faoliyat korxonaning tizim elementlarining ichki izchilligi va korporativ afzalliklarni saqlab qolish, strategik va ma'muriy sohalarda amalga oshirilishi zaruratini asoslash bo'yicha takliflar ishlab chiqish zarurati bilan belgilanadi.
O'zbekistonda keyingi yillarda innovatsiyalarga keng e'tibor qaratilib, innovatsion faoliyatni rivojlantirish, ilm-fan sohasini qo'llab-quvvatlash borasida qator chora-tadbirlar amalga oshirilmoqda. Prezidentimiz Sh.M. Mirziyoyev ta'birlari bilan aytganda: "Mamlakatimiz uchun ilm-fan sohasidagi ustuvor yo'nalishlarni aniq belgilab olishimiz kerak. Hech bir davlat ilm-fanning barcha sohalarini bir yo'la taraqqiy ettira olmaydi. Shuning uchun ham biz har yili ilm-fanning bir nechta ustuvor yo'nalishini
rivojlantirish tarafdorimiz... Ilm-fan sohasida fundamental va innovatsion tadqiqotlar uchun maqsadli grant mablag'larini ajratish mexanizmini tubdan qayta ko'rib chiqish kerak"1.
Bugungi kunda mamlakatda sanoatni rivojlantirishning muhim yo'nalishlaridan yana biri sanoat korxonalarida innovatsiyalarni samarali joriy etish hisoblanadi. «Innovatsiya» atamasi «yangilik kiritish» yoki «yangiliklar» tushunchasining sinonimidir. Innovatsiyalarni joriy etish, birinchidan, texnika va texnologiya avlodlarini almashtirishni ta'minlash uchun iqtisodiyotga sarflangan mablag'lar bo'lsa, ikkinchidan, fan-texnika yutuqlari va ilg'or tajribaga asoslangan zamonaviy texnologiyalardir.
Mutaxassislarning fikriga ko'ra, ilmiy tadqiqot va innovatsiya loyihalarini amalga oshirishga sarflangan xarajat 5-7 yilda taxminan o'n barobar foyda bo'lib qaytadi. Keyingi yillarda dunyoning yetakchi mamlakatlarida yangi texnologiyalar uchun juda katta moliyaviy mablag' ajratilmoqda. Chunki ular pirovard natijada katta foyda olishlari va dunyo bozorlarida o'zining o'rnini mustahkamlashlarini amalda isbotlamoqdalar.
Adabiyotlar sharhi.
Innovatsiyalarning mazmunini o'zgarishlar tashkil qiladi va innovatsion faoliyatning asosi o'zgarishlarfunksiyasi hisoblanadi. Avstriyalikolim I. Shumpeter innovatsiyalarning beshta asosiy turini ajratib ko'rsatgan (Shumpeter Y, 1989:-30): yangi texnikadan, yangi texnologik jarayonlardan foydalanish; yangi xususiyatlarga ega bo'lgan mahsulotni joriy qilish; yangi xomashyoni qo'llash; ishlab chiqarishni tashkil etish va moddiy-texnik ta'minotda o'zgarishlar; mahsulot sotishning yangi bozorini ochish.
Ixtirochilikning rivojlanishi, biror yo'nalishdagi yirik ixtiro va kashfiyotlarning yaratilishi innovatsion faoliyatning muhim omillari hisoblanadi (A.A. Zoxidov, 2004:-135). Innovatsiya yangi yoki takomillashgan mahsulotning (xizmat) yaratilishi, ishlab chiqarish jarayonining yo'lga qo'yilishi, biznesni yuritishda marketing yoki tashkiliy usullarning joriy qilinishi, ish o'rinlarini tashkil etish yoki tashqi aloqalar o'rnatilishini o'zida mujassamlashtirgan faoliyatning yakuniy natijasi bo'lib, u ilmiy tadqiqotlar asosida yaratilgan yangi mahsulotlarni ishlab chiqarishni yo'lga qo'yishdir (Фатхутдинов P.A.1998 -213).
«Innovatsiya» salohiyatli fan-texnika taraqqiyotining real hayotga joriy etilishi, yangi mahsulotlar va texnologiyalarda namoyon bo'lish jarayonidir. Innovatsiya - yangicha tartib, yangicha uslub, kashfiyot.
Yangi turdagi xomashyo, mashinalar, uskunalar, energiya manbalari, texnologik jarayonlarning paydo bo'lishi yangi tarmoqlar vujudga kelishini taqozo etadi. Har qanday taraqqiy etgan mamlakat uchun fan-texnika taraqqiyotining asosini fundamental ilmiy-amaliy tadqiqotlarni rivojlantirilishi tashkil etadi. Ko'pgina istiqbolli yangi tarmoqlarning paydo bo'lishi va taraqqiy etishiga fundamental fanlarva amaliy izlanishlarning yutuqlari sabab bo'lgan (Морозов Ю.П. 2000:-292).
Korporativ boshqaruv, awalo, aksiyadorlik jamiyati faoliyati bilan bog'liq muayyan manfaatlarni qondirish maqsadida korporativ shaxslar va boshqa manfaatdor tomonlar o'rtasidagi boshqaruv munosabatlari tizimi sifatida belgilanadi.
"Korporativ boshqaruv" tushunchasi 2004 yilda Iqtisodiy hamkorlik va taraqqiyot tashkiloti tomonidan shakllantirilgan "Korporativ boshqaruv tamoyillari" orqali ochib beriladi. Korporativ boshqaruv - bu aksiyadorlik jamiyati rahbariyati, direktorlar Kengashi, aksiyadorlar va boshqa shaxslar o'rtasidagi manfaatdor o'zaro munosabatlar tizimi bo'lib, ular ichida ularga erishishning maqsad va vositalari shakllanadi2
Umuman «korporativ boshqaruv» atamasining o'zi tarixan o'tgan asrning 70-yillari o'rtalarida AQShda paydo bo'lgan. Keyinchalik ushbu atama Yevropada kengtarqalib, unda korporativ menejment, korporativ huquq va korporativ tuzilmalar (tashkilotlar)ni yaratish sohalarida tadqiqotlar olib borilgan (Veasey E.N -S. 1993:-262). Tadqiqotlar shuni krsatadiki, «korporativ boshqaruv» atamasi ilk marta R.llls tomonidan «korporativ tuzumning tuzilishi va faoliyati» mohiyatini ochib berishda qo'llanilgan. «Korporativ boshqaruv» konsepsiyasi o'zi azaldan ma'lum bo'lgan va bu konsepsiya 20-asr boshlarida chop etilgan adabiyotlarda qo'llanilgan (Eells R.S:1960 -427).
1 O'zbekiston Respublikasi Prezidenti Shavkat Mirziyoevning Oliy Majlisga Murojaatnomasi. Xalq so'zi. 2020 yil 25 yanvar
2 http://pmguinfo.dp.ua/images/documents/korp otnosheniva/principy oesr.pdf
Korporativ boshqaruv alohida fan sifatida 1980-yillarda yuzaga kelgan.R.Triker tomonidan «Korporativ boshqaruv» nomli birinchi kitob 1984 yilda chop etilgan. 1993 yildan boshlab «Corporate Governance: An International Reviev»deb nomlangan nazariyjurnal chiqa boshlagan (Tricker R.l 1984-319). Unga muvofiq kompaniyalarni tashki letish, boshqarish va samarali o'zaro faoliyat yuritish asosida yotgan huquqiy konsepsilar va tartibotlarning umumiy nomlanishi «korporativ boshqaruv» nomini olgan (Corporate Governance -1993-210).
O'zbekistonlik tadqiqotchi-olimlar ham korporativ boshqaruvga o'zlarining ta'riflarini berishgan. Ular o'rtasida birinchilardan bo'lib T. Madiyorov korporativ boshqaruvga quyidagicha ta'rif bergan: «Korporativ boshqaruv - ishlab chiqarishni rivojlantirish faoliyati, mavjud moddiy, moliyaviy va mehnat resurslaridan oqilona foydalanishni kapital mablag'larningyangi texnika va texnologiyalarni ko'plab jalb etilishi bilan uyg'unlikda olib boriladi» (MaflnepoB T.K 1993-260-betlar).
Iqtisodchi olimlar Sh.Zaynutdinov va D.Raximova «Korporativ boshqaruv - manfaatdor shaxslarning daromad olish maqsadida birgalikdagi harakatlaridir», - degan ta'rifni keltirishgan (3aMHyTflMHOB LU.H., Pax,kiMOBa fl.H -2007-48 betlar).
O'ztadqiqotlarida A. A. Zoxidov tomonidan korporativ boshqaruvning quyidagi ta'rifi taklif qinlingan: «Korporativ boshqaruv - bu aksiyadorlar manfaatlari ustuvorligini kompaniya samaradorligi bilan birgalikda ta'minlab beradigan boshqaruv tizimidir» (3oxmaob A. A -2004 154-betlar).
Metodologiya.
Innovatsion jarayonlarni takomillashtirish uchun yagona innovatsion guruh sifatida birlashgan sanoat korxonalarining innovatsion guruhini (texnologik zanjirini) shakllantirish lozim. Innovatsion guruhni tuzish bo'yicha asosli qaror qabul qilingandan keyin dastlabki bosqichlarda uning tarkibiga kiruvchi kontagentlar (ishtirokchilar) tanlab olindi.
Ishtirokchilarni ko'rik asosida tanlab olishda asosiy omil bo'lib, texnologik qiymat mezoni hisoblanadi (Ktq). U quyidagicha hisoblandi(4, -C. 97-102).:
p
Kt<? = Z^DIG (1)
Bunda,P — innovatsion guruh doirasida mahsulot ishlab chiqarish natijasi (sotuvdan tushum), min. so'm.
3 —shu mahsulotlarni ishlab chiqarish xarajatlari, min. so'm;
AHr — innovatsion guruh doirasida mahsulot ishlab chiqarishning davomiyligi, kunlar.
Bu koeffitsiyent innovatsion guruh doirasida amalga oshirilishi mumkin bo'lgan mahsulot ishlab chiqarish samaradorligini xarakterlaydi. Innovatsion guruh tarkibidagi korxonaning faoliyati samaradorligini baholashda fond samaradorligi aniqlanadi. U mahsulot sotishdan tushumni doimiy aktivlarning yillik o'rtacha qiymatiga nisbati bo'yicha aniqlanadi.
Har bir korxonani korporativ samaradorligi quyidagicha hisoblandi:
1. Har bir korxona xarajatlarining (DZ,) butun innovatsion guruh xarajatlaridagi hissasi aniqlandi. U quyidagi formula orqali topildi:
DZKi = f^ (2)
Bunda,ZKi — i —korxonaning xarajatlari;
Zlg — innovatsion guruh xarajatlari.
2. Ha rbir korxonaning butun innovatsion guruh foydasidagi (/UlKi) hissasi:
DPKi = ^ (3)
rHr
Bunda,PKi — i —korxonaning sof foydasi;
Pig — innovatsion guruhning sof foydasi.
3. Korporativ samaradorlik koeffitsiyenti (Kki) har bir korxona uchun alohida quyidagicha hisoblandi:
4.Korporativ samaradorlik koeffitsiyentidan kelib chiqqan holda korxonalarni tabaqalash amalga oshiriladi.
Innovatsion guruh faoliyatini nazorat qilish quyidagi bosqichlardan iborat bo'ladi:
kontragentlarning (ishtirokchilar) o'zaro hamkorligini nazorat qilish;
o'zaro hamkorlikning ta h Ii Ii;
innovatsion guruhdagi «tor joy»larni aniqlash. Kontragentlarning o'zaro hamkorligini nazorat qilishda «Innovatsion guruhga kiritilgan hamma korxonalarning yagona birlik sifatidagi faoliyati har bir korxonaning alohida faoliyati natijasiga nisbatan samaralimi va bu bo'lsa, qanchalik?» degan savolga javob berish lozim. Buning uchun o'zaro hamkorlikning samaradorligi ko'rsatkichi hisoblandi. U innovatsion guruh samaradorligining innovatsion guruh tarkibidagi korxonalarning o'rtacha samaradorligiga bo'lgan nisbati bilan aniqlandi:
O'X = (5)
•Vrt
Bunda, Ez — innovatsion guruhning integral samaradorligi,
E&rt —innovatsion guruh tarkibidagi korxonalarning o'rtacha samaradorligi.
Innovatsion guruh tarkibidagi korxonalarning o'rtacha samaradorligi quyidagicha aniqlandi:
Eo-rt^ + Z^E^)*^ (6)
Bunda,E1 — innovatsion guruhdagi birinchi korxonaning samaradorligi; Ej — i —korxonaning samaradorligi; En — n — KopxoHaHkiHr caMapaflop/inrn; n- innovatsion guruhdagi korxonalarsoni.
Innovatsion guruhning umumiy samaradorligi quyidagicha aniqlandi:
VAig+zboshq ^ ^
Bunda, — innovatsion guruhning foydasi.
Pig = (CHPj) + CHPboshq (8)
Bunda, CHPi — innovatsion guruhdagii —korxonaning sof foydasi;
CHPboshq ~ innovatsion guruhni boshqaruvchi uyushmaning bo'sh mablag'larni qo'yishidan olinadigan sof foyda;
VAig — innovatsion guruhning jami mablag'lari;
Zboshq — boshqarish xarajatlari (innovatsion guruhning ish faoliyatini ta'minlash xarajatlari). Natijalar.
Korporativ boshqaruv tizimidagi vazifaviy faoliyat kompaniyaning tizim elementlarining ichki izchilligi va korporativ afzalliklarni saqlab qolish, tegishli resurslarni yaratish va ularga muvofiq strategiyaning boshqa elementlarini muvofiqlashtirishda pirovard maqsadni aniklash va erishishdagi muvaffaqiyatini ta'minlashi kerak. Shunday qilib, resurslarning biznesning raqobat ustunliklari bilan bog'liqligi korporativ strategiyaga uning faoliyati samaradorligini ta'minlash imkonini beradi.
Korporativ boshqaruv tizimidagi vazifaviy faoliyat kompaniyaning tizim elementlarining ichki izchilligi va korporativ afzalliklarni saqlab qolish, tegishli resurslarni yaratish va ularga muvofiq strategiyaning boshqa elementlarini muvofiqlashtirishda pirovard maqsadni aniklash va erishishdagi muvaffaqiyatini ta'minlashi kerak. Shunday qilib, resurslarning biznesning raqobat ustunliklari bilan bog'liqligi korporativ strategiyaga uning faoliyati samaradorligini ta'minlash imkonini beradi.
O'tkazilgan tadqiqotlar korporativ boshqaruv tizimini boshqaruv munosabatlarining o'zaro bog'liq subyektlari (menejerlar, direktorlar Kengashi va aksiyadorlar) ning ajralmas shakllanishi sifatida taqdim etish imkonini beradi, tashkiliy-huquqiy tuzilmaga birlashib, uning faoliyati resurslarni samarali taqsimlash va shakllantirish, aksiyadorlik jamiyatining tashkiliy-iqtisodiy natijalarini strategik boshqarish va korporativ raqobat afzalliklarini yaratish nuqtai nazaridan ichki va tashqi mexanizmlar va rag'batlantirish tizimi orqali aksiyadorlar tomonidan egalarining vakolatlarini amalga oshirish maqsadida huquqiy, tashkiliy, iqtisodiy va boshqaruv munosabatlariga asoslanadi. Shunday qilib, korporativ boshqaruv tizimi (KBT) faoliyati, tadqiqot tomonidan ko'rsatilganidek, quyidagi sohalarda amalga oshirilishi lozim: strategik, resurs va ma'muriy.
Bu sohalar YAIM faoliyati samaradorligini va aksiyadorlik jamiyati bozorida raqobat ustunliklarini shakllantirish samaradorligini belgilaydi.
Shuning uchun korporativ boshqaruv tizimi faoliyatning uchta asosiy vazifaviy yo'nalishlarini ta'minlashga qaratilishi kerak:
strategik aspekt nuqtai-nazaridan - aksiyadorlik jamiyati istiqbollarini ko'rish;
resurs aspekti nuqtai-nazaridan - aksiyadorlik jamiyatining biznes portfelidagi resurslami samarali taqsimlash va ulardan foydalanish;
ma'muriy jihatdan - umuman kompaniyaning ishlashini ta'minlaydigan biznesning umumiy boshqaruvi.
Korporativ boshqaruv tizimining faoliyat yo'nalishlarining muallif ishlanmasi 1-rasmda ko'rsatilgan.
Г
™N
Korporativ raqobat afzalliklari
Korporativ boshqaruv tizimining faoliyat yo'nalishlari
Strategik
Korporatsiya istiqbollarini ko'rish
Vosita
Resurs
Biznes portfelidagi resurslami samarali taqsimlash va ulardan foydalanish
Manba
Ma'muriy
Kompaniyaning ishlashini ta'minlaydigan biznesning umumiy boshqaruvi
Muvofiqlashtiruvchi
Korooratsivaning ustuvor vo'nalishlari
Biznesning iqtisodiy va tashkiliy-huquqiy sohasi
Korporatsiya holatidagi miqdoriy va sifat o'zgarishlari
"Asosiy o'yinchilar" manfaatlariga nisbatan joylashishni ta'minlash
1-rasm.Korporativ boshqaruv tizimining faoliyat yo'nalishlari1
O'zaro hamkorlik tahlilida hamkorlik ko'rsatkichlari o'zgarishiga ta'sir etuvchi omillar tahlil qilinib, ikkita savolga javob berish lozim:
1. O'zaro hamkorlik ko'rsatkichi qaysi omillarning ta'sirida o'zgaradi?
2. Qaysi omillarning o'zgarishi innovatsion guruh samaradorligiga ko'proq ta'sir ko'rsatadi? O'zaro hamkorlik ko'rsatkichiga ta'sir etuvchi omillarga sof foyda, jami mablag'lar samardorligi va
o'rtacha samaradorlik kabilar kiradi. Har bir omilning rejadagi ko'rsatkichiga ta'sirini aniqlash uchun omillarning rejali miqdori va haqiqiy miqdorini almashtirish usuli qo'llaniladi.
Innovatsion guruhdagi «torjoy»lar innovatsion guruh faoliyati samaradorligini pasaytiradigan korxonalar hisoblanadi. Innovatsion guruhdagi «torjoy»larni aniqlash uchun zanjirning har bir korxonasi uchun o'zaro hamkorlik ko'rsatatkichi aniqlanadi:
O'Xi = -A. (9)
o'rt
Bunda, E¿ —korxona bo'yicha tuzatish kiritilgan zanjir samaradorligi.
1Muallif ishlanmasi
Kelib chiqish manbalariga ko'ra, omillar tabiiy-iqlimiy, ijtimoiy, moliyaviy iqtisodiy, sanoat-texnologik, ilmiy-texnik va tashkiliy-boshqaruv guruhlariga bo'linadi. Tabiiy-iqlimiy omillar sanoat korxonalari innovatsion faoliyati natijalariga katta ta'sir o'tkazadi. Mintaqada joylashgan sanoat korxonalari innovatsion faoliyati rivojlanishi va innovatsion faoliyatning o'sishiga suv ta'minoti, qulay iqlim, ish sharoitlar va yirik yoqilg'i va xom-ashyo manbalarining mavjudligi katta hissa qo'shadi. Tabiiy-iqlimiy sharoitning murakkabligi, ishchi kuchining yetishmasligi, ishlab chiqarish kuchlari, transport rivojlanish darajasining pastligi, aksincha korxona innovatsion faoliyati rivojlanishiga to'sqinlik qilishi bilan birgalikda, korxona innovatsion faoliyat darajasiga salbiy ta'sir ko'rsatuvchi yuqorida keltirilgan muammolar yechimi uchun juda katta mablag' talab qiladi. Ijtimoiy omillarga demografik vaziyat, ijtimoiy keskinlik darajasi, ishchilarning yashash sharoiti, korxonada sog'lomlashtirish, sport va madaniy xordik ishlarini tashkillashtirish, kadrlarning madaniy, ta'limdagi umumiy darajasi va boshqalarni kiritish mumkin. Bular korxona ishlab chiqarish resurslarining samarali va to'laroq ko'llanishiga, inson kapitalining koorporativ rivojlanishi va shakllanishini ta'minlashga xizmat qiladi. Moliyaviy-iqtisodiy omillar mablag ', xom-ashyo, materiallar bilan ta'minlanganlikni, qo'shimcha mablag'larni jalb qilish imkoniyatlari darajasini aniqlaydi. Innovatsion faoliyatning moliyaviy-iqtisodiy omillarini tadqiq qilish, eng awalo, korxonaning innovatsion rivojida moliyaviy imkoniyatlarini tadqiq qilish imkoniyatini, kornonaning hozirgi va kelajakdagi moliyaviy holatida innovatsion strategiya rivojlanishiningyo'nalishini oldindan ishlab chiqish imkoniyatini beradi.
Tashkiliy-boshqaruv omillar tahlili innovatsion infratuzilmaning rivojlanish darajasini, samarali innovatsion menejmentni, innovatsiyalarni amalga oshirishda marketing strategiyasini, innovatsiyalarni moliyalashtirishni tashkillashtirishni, innovatsion faoliyat vazifalariga tashkiliy tuzilmaning mos kelishini aniqlashga yordam beradi. Bizning fikrimizga ko'ra, innovatsion faoliyatga ta'sir o'tkazuvchi omillarni boshqaruv darajasiga ko'ra ham tasniflash lozim. Boshqaruv darajasiga ko'ra korxona innovatsion faoliyatiga ta'sir etuvchi omillarni tasniflashda korxonani bevosita yoki biIvosita ta'sir o'tkazuvchi omillarini, shu bilan birgalikda o'zining innovatsion faoliyati darajasini va korxona ta'sir o'tkaza olmaydigan omillarni o'zgartirishini ta'kidlash mumkin. Yuqoridagilardan kelib chiqib, boshqaruv darajasiga ko'ra innovatsion faoliyat omillari tasniflanishi korxona innovatsion faoliyati darajasini kengaytirish va baholash maslalarini ko'rib chiqishda eng muhim hisoblanadi. Innovatsion faoliyatga ta'sir o'tkazuvchi omillar boshqaruv darajasiga ko'ra quyidagicha tasniflash mumkin: Boshqarilmaydigan omillar (yoki berilgan) - bular, korxona innovatsion faoliyatiga, boshqaruv qarorlarini qabul qilinishiga ta'sir o'tkazmaydigan omillar. Bilvosita boshqariladigan omillar - bular, korxona innovatsion faoliyatiga ta'siri natijalari boshqaruv qarorlarining qanday qabul qilinishi, tashqi omillar ta'siri bilan bog'liq. Korxona innovatsion faoliyati rivojlanishiga bilvosita boshqariladigan omillarning ta'siri innovatsion loyihalarga ta'sir o'tkazuvchi moliya institutlarining qabul qiladigan boshqaruv qarorlarini, innovatsiyalar sohasida davlat siyosatining innovatsiyalarni targ'ib etishda manfaatdorlar sanoat tizimlari bilan bog'liq.
Innovatsion faoliyatning shakllanishi va uning darajasiga korxona ko'lami sezilarli ta'sir o'tkazadi. Nisbatan yirikroq korxonalarda ilmiy tadqikot ishlanmalar, innovatsiyalarni amalga oshirish bilan shug'ullanuvchi bo'limlarni yaratish imkoniyati ko'proq. Statistik hisob kitoblarga qaraganda, sanoat ishlab chiqarish tashkilotlarining asosiy ulushini xodimlari soni juda ko'p bo'lgan korxonalar guruhi tashkil etadi. Kam ishchilar soniga ega bo'lgan korxonalar guruhlarining innovatsiyalarning texnologik amalga oshirilishidagi ulushi sezilarli darajada past.
Xulosa.
Shunday qilib, bu masala bo'yicha iqtisodiy adabiyotlarda mavjud pozitsiyalarni tanqidiy tushunish tadqiqot muallifiga korporativ boshqaruv tizimi (KBT)ning o'ziga xosligi korporativ boshqaruv tizimi faoliyatida maqsadli yo'naltirilganligi bilan belgilanadi, degan xulosaga kelish imkonini berdi. Korporativ boshqaruvning bu muhitida tizim elementlari o'rtasidagi ziddiyatlarning oldini olish, aksiyadorlik jamiyati tuzilmasini tashkil etuvchi ishtirokchilar majmuasining ichki izchilligini ta'minlashdan iborat.
Innovatsion guruhning o'zaro hamkorlik ko'rsatkichi hisoblangandan keyin innovatsion guruhning hamma korxonalari uchun o'zaro hamkorlikning eng yuqori va eng quyi miqdorlari aniqlanadi. Bunday miqdorga ega bo'lgan korxonalar innovatsion guruhdagi «tor joy»lar hisoblanadi.
Yuqoridagi yo'nalishlarda mamlakatimizda tarmoqlar yoki hududlar bo'yicha sanoat korxonalarining innovatsion guruhlari tashkil etilsa, ularning samaradorligi yuqorida keltirilgan usullar orqali aniqlanib,innovatsion guruh faoliyatiga to'sqinlik qiluvchi guruhdagi «tor joy »lar hisoblanadigan korxonalarning samaradorligi oshirilsa, tashkil etilgan innovatsion guruhlar muvaffaqiyatli faoliyat olib boradi.
Foydalanilgan adabiyotlar ro'yxati.
Узбекистан Республикаси Президенти Шавкат Мирзиёевнинг Олий Мажлисга Мурожаатномаси. Хал к, сузи. 2020 йил 25 январь.
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Extended abstract.
The article substantiates the need to maintain the internal consistency of the elements of the enterprise system and maintain corporate advantages in the strategic and management areas of functional activity in the corporate governance. The task activity in the corporate governance is the internal consistency of the company's system elements and the maintenance of corporate advantages, the creation of appropriate resources and the coordination of other elements of the strategy according to them. In the conducted studies, it is possible to present the corporate governance as an integral formation of interrelated subjects of management relations (managers, board of directors and shareholders), combined with the organizational and legal structure, its activity is effective distribution and formation of resources, the organization of the joint-stock company, -based on legal, organizational, economic and management relations in order to implement the powers of the owners by the shareholders through internal and external mechanisms and incentive system in terms of strategic management of economic results and creation of corporate competitive advantages.
Today, one of the important directions of industrial development in the country is the effective introduction of innovations in industrial enterprises. The term "innovation" is synonymous with the concept of "innovation" or "innovation". The introduction of innovations is, firstly, funds spent on the economy to ensure the replacement of technology and technology generations, and secondly, modern technologies based on scientific and technical achievements and advanced experience.
According to experts, the cost spent on the implementation of scientific research and innovation projects will return approximately in 5-7 years. In recent years, the leading countries of the world have
allocated huge financial resources for new technologies. Because they prove in practice that in the end they will get a big profit and strengthen their position in the world markets.
Changes make up the content of innovations, and the basis of innovative activity is the function of changes. Austrian scientist I. Schumpeter distinguished five main types of innovations: use of new technology, new technological processes; introducing a product with new features; use of new raw materials; changes in production organization and material and technical support; opening a new market for product sales.
The emergence of new types of raw materials, machines, equipment, energy sources, and technological processes requires the creation of new industries. The development of fundamental scientific and practical research is the basis of science and technology development for any developed country. The emergence and development of many promising new industries was caused by the achievements of fundamental sciences and applied research.
In order to improve innovation processes, it is necessary to form an innovation group (technological chain) of industrial enterprises united as a single innovation group. After a reasonable decision was made to create an innovative group, contingents (participants) were selected in the initial stages.
In the analysis of mutual cooperation, it is necessary to analyze the factors affecting the change of cooperation indicators and answer two questions:
1. Under the influence of what factors does the index of mutual cooperation change?
2. The change of which factors has the greatest impact on the efficiency of the innovative group?
Factors that influence the ratio of cooperation include net profit, total capital efficiency and
average efficiency. To determine the effect of each factor on the planned indicator, the method of replacing the planned amount and the actual amount of the factors is used.
According to the sources of origin, factors are divided into natural-climatic, social, financial-economic, industrial-technological, scientific-technical and organizational-management groups. Natural and climatic factors have a great influence on the results of innovative activities of industrial enterprises. Water supply, favorable climate, working conditions, and availability of large sources of fuel and raw materials greatly contribute to the development of innovative activities of industrial enterprises located in the region and the growth of innovative activities. The complexity of the natural and climatic conditions, the lack of labor force, production forces, the level of transport development In combination with the fact that it is low, on the contrary, it hinders the development of the innovative activity of the enterprise, the enterprise requires a lot of money for the solution of the above-mentioned problems that have a negative effect on the level of innovative activity. Social factors include the demographic situation, the level of social tension, the living conditions of workers, health promotion at the enterprise, the organization of sports and cultural activities, the general level of cultural and educational personnel, etc. They serve to ensure effective and full use of the company's production resources, corporate development and formation of human capital. Financial and economic factors determine the availability of funds, raw materials, and the level of opportunities to attract additional funds. Researching the financial and economic factors of innovative activity, first of all, provides an opportunity to research the financial capabilities of the enterprise in the innovative development, to develop in advance the direction of the development of the innovative strategy in the current and future financial situation of the company.
The analysis of organizational and management factors helps to determine the level of development of the innovation infrastructure, effective innovation management, marketing strategy in the implementation of innovations, the organization of innovation financing, and the suitability of the organizational structure to the tasks of innovative activity. In our opinion, it is necessary to classify the factors affecting innovative activity according to the level of management. When classifying the factors affecting the innovative activity of the enterprise according to the level of management, the factors that directly or indirectly affect the enterprise, as well as the impact of changing the level of its innovative activity and the factors that the enterprise cannot influence can be noted. Based on the above, the classification of innovative activity factors according to the level of management is the most important in considering issues of expanding and evaluating the level of innovative activity of the
enterprise. Factors affecting innovative activity can be classified according to the level of management as follows: Uncontrollable factors (or given) - these are factors that do not affect the innovative activity of the enterprise and the adoption of management decisions. Indirectly controlled factors - these are the results of the impact on the innovative activity of the enterprise, related to the way management decisions are made, the influence of external factors. The influence of indirectly controlled factors on the development of the innovative activity of the enterprise is related to the management decisions of financial institutions that influence innovative projects, the state policy in the field of innovation, and the industrial systems of stakeholders in the promotion of innovation.
The size of the enterprise has a significant impact on the formation of innovative activity and its level. Relatively larger enterprises have more opportunities to create departments engaged in scientific research, development, and implementation of innovations. Judging by the statistical books, the main share of industrial production organizations is a group of enterprises with a large number of employees. The share of groups of enterprises with a small number of employees in the technological implementation of innovations is significantly lower.
Thus, a critical understanding of existing positions in the economic literature on this issue allowed the author of the study to conclude that the uniqueness of the corporate governance system (CGB) is determined by the purposeful orientation of the corporate governance system. In this environment of corporate management, the prevention of conflicts between the elements of the system is to ensure the internal consistency of the complex of participants that make up the structure of the joint-stock company.
After calculating the index of cooperation of the innovative group, the highest and lowest amounts of cooperation are determined for all enterprises of the innovative group. Enterprises with this amount are considered "bottlenecks" in the innovative group.
