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Elistratov E. U. student of 2 course Faculty of Economics Supervisor: Sergina S. A. Omsk State University named after F. M. Dostoevsky
Russia, Omsk
INNOVATION MANAGER AND HIS POSITION IN THE COMPANY
The article discusses the basic aspects of innovation management and analyzes some information about innovation manager's skills. Also the article demonstrates the manager's position in the organizational structure.
Keywords: innovation, innovation management, skills, methodology, process of innovation, organizational structure.
Елистратов Е. Ю. студент 2 курса экономический факультет Сергина С.А. научный руководитель Омский государственный университет им. Ф. М. Достоевского
Россия, г. Омск ИННОВАЦИОННЫЙ МЕНЕДЖЕР И ЕГО МЕСТО В
КОМПАНИИ
В статье рассматриваются базовые аспекты инновационного менеджмента, анализируются данные о качествах и навыках такой профессии, как инновационный менеджер. Также статья даёт представление о его местоположении в организационной структуре.
Ключевые слова: инновация, инновационный менеджмент, навыки, методология, инновационный процесс, организационная структура.
Process of innovation
The innovation process in the firm covers a wide range of activities undertaken from the very initial idea to putting them in life. It thus includes research and development, industrial-legal protection, the establishment of production and final application of innovations in practice. Innovation and innovation policy in the company is not something that would be widely extended, what would be a normal part of the organization and functioning of the company. The problem is already in the beginning, when the fact is concerned that not all entrepreneurs and managers are interested in new theories, practices and requirements. The current innovation management system is shown in Figure 1.
Qualifications and personal skills of innovation managers are one of the main conditions for further development of the company. It is clear that successful business strategy is built on the so-called evolutionary management, the managers who are oriented to deal with situations and have the ability to create and develop visions with appropriate time horizon [1].
Methodology
Each year organizations spend a significant amount of money developing new products and processes in an effort to satisfy customer demands and manufacture high-quality products efficiently. Both development processes product and process, are complex, resource intensive and thrive on innovation.
They demand a variety of skills and resources, but in particular, participation among all staff in generating ideas, managing projects and implementing change.
There are currently a number of software tools and methods that facilitate change in a systems environment. These range from complex modelling tools to
information management tools. They are often complex, requiring the efforts of skilled designers and managers [2].
So, an innovation manager should be equipped with comprehensive knowledge of the structure and dynamics of company systems. He should have an overview of the main causes and factors creating an innovative environment, both to be an expert in the field of processes for managing the entire life cycle of innovation and determination of their priorities.
The main task of innovation managers should consist of managing and controlling changes in the organization based on the responses to internal and external stimuli of environment. The process new view should enable to assure the flexibility and effectiveness of organization responding to changes and thus survive in this hyper-competitive information age. In entrepreneurship where an amount of knowledge and information needed to ensure business is increasing, the transition to a process-managed organization is essential for the coming millennium.
The assessment of qualities of innovation manager
We will analyze the characteristics of innovation manager in the market section focused on "Production, sale and operation of amusement and gaming technology".
A questionnaire survey was used to explore the qualities of innovation manager working in "Production, sale and operation of amusement and gaming technology". A scale questionnaire was chosen for this purpose. The spectrum represents the degree of agreement expressed by the evaluation scale. The simplicity of questions and easy workability of results were decisive factors for selecting this form of data survey.
The assessment of qualities of innovation manager takes place in three steps:
• analysis of the qualities of present innovation managers,
• definition of ideal qualities of innovation manager,
• summary and synthesis of results.
The values acquired are evaluated by the arithmetic average rounding to two significant figures. The observed data is compiled into a spider graph for qualities of innovation manager, and a bar graph for an ideal innovation manager. The questionnaires were sent to 30 representatives of companies operating in "Production, sale and operation of amusement and gaming technology". 3 companies are engaged in production and sale of amusement and gaming technology, 27 companies are only providers of amusement and gaming technology.
The representatives were asked to distribute the questionnaires to innovation managers and to send them back in sealed envelopes (to protect anonymity and evaluation views).
Results
The qualities of ideal innovation manager are a very generic concept, because each company has different requirements of their leader. Most of them are still
unaware, which of many qualities are just the most essential, and which should be favoured in their managers.
The survey of companies showed that of those evaluated qualities is independence currently the most necessary for an innovation manager. The independence was very closely followed by teamwork, which means that managers are both separate units and able to give good performance in teamwork as well. Communication with people placed as next. Economic knowledge is not felt as actual by managers at the moment. Other qualities ranked in the middle of an evaluation field in the following order: time independence, technical knowledge, management skills, readiness and flexibility in the end.
■ The independence
□ Teamwork
□ Communication
□ Economic knowledge
□ Time independence
□ Technical knowledge
□ Management skills
□ Flexibility
Results
6
5
4
3
2
1
0
Manager's greatest weapon is his intelligence and intellectual powers, through which he dominates and controls his subordinates. Each innovation manager should have in his set of skills organizational and strategic thinking, must be able to plan several weeks in advance and must know what and how to plan.
A successful innovation manager, whom his subordinates respect and at the same time are not intimidated by him, should be an emotionally balanced person with a certain degree of empathy. He should be also responsible, persistent and consistent, able to lead his team without any undue problems.
An innovation manager should have a creative personality. But not everyone is the right to invent new and new ways. There are people who do not have such thinking at all. The creative personality is characterized by qualities such as activity, intuition, finding associations, the art of working with metaphors and inspiration, logic, energy, knowledge of the area in which the person operates and many others. Creative people can often exceed the rules and limits and are willing to take risks.
Position of Innovation Manager in the company
It should be noted that innovators are not only employees in research and development department. Yes, the representation of innovation and creative personalities is quite certainly greater than in other departments. Still, we may
assume that inventions are not strictly defined to only a few chosen ones, any staff member can get an original and feasible idea, which will contribute to achieving the company goals [3].
But we cannot say that each manager of each department is an innovation manager. The innovation manager should be at the forefront of research and development department, because this is exactly the place where creativity is mostly concentrated. The innovation manager should be right there to acquire inventions of his team and be able to assert them at the top management.
The fundamental prerequisite for successful innovation management is his anchoring in the organizational structure. From a mere glance at the nature of innovation is clear that while most of the tasks and roles in the enterprise has its exact recipient, innovations lacks her distinctness.
An interesting insight could be into the organizational structure of the ten largest innovative companies in global market. To compare them we will use a chart compiled by American magazine Fast Company, published in March 2016. The sequence is as follows:
1. BuzzFeed is a New York-based Internet media company founded in 2006 by the entrepreneur Jonah Peretti.
2. Facebook is a well-known company providing a world-famous social network project. Currently, the most widespread social network in the world with great influence.
3. CVS Health is an American pharmacy and health care company with nearly 10,000 stores in its network.
4. Uber Technologies is an American app-based transportation platform headquartered in San Francisco, California. Launched in 2010, Uber is known for its taxi, private car, and ride-share hailing services.
5. Netflix is an American entertainment company specializing in online on-demand streaming video, as well as a DVD-by-mail service in the U.S. Now the company has over 75 million subscribers in 190 countries.
6. Amazon is a worldwide provider of Internet commerce in the world.
7. Apple Inc. is an American technology company known for its pivotal developments in hardware, software, and online services.
8. Alphabet is an American holding company founded in 2015 to house Google and all of its web-based properties, as well as the increasingly diverse real-world ventures the Internet behemoth was swelling to encompass, from driverless cars and life-extension research to high-speed Internet.
9. Black Lives Matter (BLM) is an international activist movement, originating in the African-American community, that campaigns against violence and systemic racism toward black people.
10. Taco Bell is an American fast food chain known for its inventive, often whimsical, Mexican-inspired menu items [4].
All these companies are highly recognized innovators in their field. Their organizational structure is certainly adapted to the innovation process. An interesting fact is that almost all the above mentioned companies have a line
structure. Its advantage is undoubtedly a clear definition of superiority and subordination.
Only couple of the above leaders in innovation has at the top a person in charge of innovation or development. We can therefore assume that the integration of an innovation manager to company top management is not appropriate. On the other hand, he should be equipped with a wide variety of competences and opportunities to work with people on both higher and lower positions in the company.
The most innovative member of a system is very often perceived as a deviant from the social system, and he or she is accorded a somewhat dubious status of low credibility by the average members of the system. This individual's role in diffusion is therefore likely to be limited. On the other hand, there are members of the system who function in the role of opinion leader. They provide information and advice about innovations to many in the system [5].
CONCLUSION
Current trends indicate that the world of productivity will be gradually replaced by the world of creativity to support professions such as innovative engineer, creativity and innovation manager, etc. In fact, today's companies are implementing new job titles that are rapidly appearing on business cards and office doors.
Organizations that seek to gain competitive advantage need to manage their business in a highly changing environment with lower time lead, reduction in the new products development costs and the increasing pressure for innovation. Everything will speed up. Innovation Management is about more than just planning new products, services, brand extensions, or technology inventions. It's about imagining, mobilizing, and competing in new ways. Business must look ahead, not behind. Almost all companies acknowledge innovations for their development. For example, just ask any company how many smartphones they have, how many laptops they have, how many virtual meetings are held with clients, and how many emails and text messages are sent. It is probably the most powerful influence of innovation.
But not all think, that innovation managers need for this. However, the journey from a generated idea to innovation realization is not easy. And workforce cannot cope with this complex process.
So, all tasks have been done in process of research and the purpose of work is reached.
References:
1. Christensen, C. J. (1997), "The innovator's dilemma: When new Technologies cause a great firms to fail", Harvard Business School Press. 1997. Boston. 225 p.
2. Dooley, L. and O'Sullivan, D. (2000), "Systems innovation manager", Production planning & control, VOL. 11, NO. 4, 369 p.
3. Chesbrough, H.W. (2006), "Open Business Model: How to thrive in the new innovation landscape", Harvard Business School Press, 1st ed., 256 p.
4. Fast Company (2016), "The Most Innovative Companies of 2016" Retrieved from https://www.fastcompany.com/most-innovative-companies/2016
5. Rogers, E. (1962), Diffusion of Innovations, New York: Free Press, p. 27
УДК 331.101.3
Elubaeva B. H.
Student
2 course, faculty "Economic" Omsk state University. Dostoevsky
Russia, Omsk Елюбаева Б.Х. студент 2 курса факультет «Экономический» ОмГУ им. Достоевского Россия, г. Омск
MOTIVATION AS A TOOL FOR EFFECTIVE MANAGEMENT OF
STAFF
The article is devoted to motivation of staff. The purpose of article is the examining motivation, detection motivational challenges and the role of motivation in the field of HR-management. The author describes theoretical foundations of personnel motivation, considers incentives to increase productivity, identifies five barriers to successful employee motivation and analyzes importance of motivation.
Motivation, motivation of staff, incentive, intrinsic incentive, extrinsic incentive.
Contents
Introduction
1.1. The concept of motivation. Types and features of the staff motivation
1.2. Incentives to motivate employees
1.3. Five barriers to successful employee motivation
1.4. The role of motivation in HR-management
Conclusion
References
Introduction
Nowadays a lot of different studies and articles pay great attention to employee motivation in the organization. They also pay attention to the creation of a system of incentives, which will promote the good work of the staff. This topic is relevant, because in any business today increases the importance of motivational aspects in personnel management. Motivation is a means of ensuring optimal use of resources, human resources.
The main purpose of motivation is to gain the maximum return on the use of labor resources, which improves overall performance and profitability of the organization. The motivational aspects are becoming increasingly important in modern management.
