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However, it should be said, that probability of obtaining of the competitive advantage due to experience is not great, because one must posses very high market share that is often inaccessible for the majority of the industrial companies [3, p. 170].
Thus, the remarkable feature of the key competence of industrial organization is added value through more effective application of resources, based on individual and collective knowledge and skills. That's why the industrial organization must constantly invest the key competence development. Consequently, strategic potential does not only determine but individualizes the directions of the strategic development of the industrial organization.
In its turn, the choice of resources as a basis for stable competitive advantage requires a profound analysis of competitors' behavior, as far as resources form the strategic potential only in case if they allow producing products with characteristics, providing its competitive advantage compared to the products of competitors.
Therefore, strategic management of industrial organization must imply not only orientation and fixation of process its functioning in the frames of a selected direction but daily active management of strategic potential development, because there may be a necessity to change strategy according to conditions on the market and branch.
It will require developing plans of practical actions oriented at various market situations and capacities, provided by strategic potential.
Elaboration of such plans is a privilege of the top management, which may involve the opinion of subordinate level of management to correction the plans in case of low market uncertainty, and the advanced methods of production and structural advantages are the basis of the competitive advantage. In case of high level of market uncertainty the development of practical actions plans must not be isolated from those who directly work with the consumers. General strategic direction must be defined by the top management in association with those working on the market under condition of changes in the direction not in established terms but in real time regime.
It would be wrong to interpret the strive of industrial organization at any cost to preserve the current set of resource advantages and the key competence as the main strategic potential management. The external environment dynamics - new technologies, changing consumers' preferences, increasing ecologic and demographic problems make a valuable quality capacity of industrial organization to adjust quickly and reconstruct, develop innovative flexibility and apply non-standard approaches to management.
Such qualities foreign specialists called “dynamic capacities”, which are interpreted as ability of the industrial
organization to develop and change the competence to meet the requirements of rapidly changing external environment [7, p. 1105 - 1121; 8, p. 339 - 351].
Dynamics of external environment is characterized by instant access to information about any goods and services that crucially changes the role and image of consumer of industrial organization products: individual consumer substitutes mass consumer that stimulates innovations as in the sphere of goods and services, and the processes of production and service. The requirements to the product quality are constantly increasing, life cycle reduces and the range of products becomes wider
In this situation, it is important to apply a system approach to create new products simultaneously with its designing and processes of manufacturing and sale. This combined engineering represents a system development and life cycle management of the goods - from creation of needs and preparation of technical task for particular goods till the end of its utilization and exploitation, when production and exploitation restrictions are recorded, and the influence of all aspects of goods life cycle on the initial stage of engineering.
Today the majority of managers realize the necessity of adaptation of the industrial organization to the changing terms of managing, to innovations, based on rethinking of the role, place, and mission of the organization in terms of competition. However, while analyzing its internal and external environment and activity in general they focus only on the shortcomings and problems, leaving the strategic potential and formation of a relevant management mechanism without attention. This management mechanism of strategic potential must be oriented at the increasing of its key elements value, among which the productive potential is of specific importance as well as intellectual and investment potential.
1. Ansoff I. New corporative strategy. St Petersburg,2004.
2. Vorobiev A.D. Methodology of strategic management// Management in Russia and abroad. 2002. №3.
3. Jones j., Sholes K., Wittengton R. Corporative strategy. Theory and practice. M., 2007.
4. Efremov V.S., KhanykovI.A. A key competence of organization as the object of strategic analysis// Management in Russia and abroad. 2002. №2.
5. Lukicheva L.I. Intellectual capital M., 2007.
6. Khamel G., Prakhlad K. Competing for the future. M., 2002.
7. Eisenhardt K, Martin J. Dynamic Capabilities: what are they? // Strategic management journal. 2000. Vol. 21.
8. Zollo V., Winter S. Deliberate learning and the evolution of dynamic capabilities // Organization Science. 2002. Vol. 13. № 3.
9. Pearce J., Robinson R. Strategic management: formulation, implementation, and control. Boston etc.: McGraw-Hill, 2007.
удк 658.5 N.V. Lobaskova
ORGANIZATIONAL MODEL OF BOOSTING OF STRATEGIC ACTIVITY AT THE INDUSTRIAL ENTERPRISES
The article deals nitn one of actual problems of the modern industrial enterprises, connected with increase of creative activity of the personnel. Besides, some features and factors of stimulation of work in innovative sphere are considered, and also some directions of increase of motivation scientific- technician personnel, considering features of this category of workers, are offered.
Key words: management of innovations, work stimulation, encouragement of innovations, increase of creative activity.
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Н.В. Лобаскова
ОРГАНИЗАЦИОННАЯ МОДЕЛЬ АКТИВИЗАЦИИ СТРАТЕГИЧЕСКОЙ ДЕЯТЕЛЬНОСТИ НА ПРОМЫШЛЕННЫХ ПРЕДПРИЯТИЯХ
В статье решается одна из актуальных задач современных промышленных предприятий, связанная с повышением творческой активности персонала. Кроме того, рассмотрены особенности и факторы стимулирования труда в инновационной сфере, а также предложены некоторые направления повышения мотивации научно-технического персонала, учитывающие особенности этой категории работников.
Ключевые слова: управление инновациями, стимулирование труда, поощрение инноваций, повышение творческой активности.
One of the vital tasks of Russia is a strategic diversification of economy, implying the essential increase of innovative activity of all managing subjects and mainly large industrial enterprises. Introduction of innovations is considered as the only way of competitiveness increasing of the production, maintenance of high rates of development and level of profitability. That's why the enterprises, overcoming the economic obstacles, began to develop the sphere of product and technology innovations.
The source and intensity of innovative flow of ideas, projects, offers, which due their uniqueness allow obtaining economic effect from their introduction and are determined by creative activity of the employees. As far as success of innovative process at any industrial enterprise depends on the level of engagement of the employees and how much they are interested in quick introduction of the results of developments, and extent the organization and society in general demand the results. In the light of it, the questions connected with the formation of favorable innovative environment at the organization, stimulation of innovation activity of the employees, and determination of the reasons, preventing realization of innovations, become very actual.
The problems of motivation of scientific- technical personnel acquire a special meaning. People, dealing with the development and introduction of new technique and products, are distinguished among the other categories of employees by a high level of education and intellectual development. They are characterized by analytical thinking, increased feeling of dignity and independence. In the process of creative activity personnel becomes a self-regulating system that causes additional problems for a personnel management service: to influence employees in indirect way, substituting the traditional management of organization by style management realization, implying participation, acknowledgement of personal deserts of particular specialists, transparent results of activity, provision information for self-assessment. The role of material motivation decreases, but the necessity of self-realization, overall acknowledgement, success and self-development for a specialist, engaged in innovative process, becomes very vital. Sometimes the public recognition of the deserts of the innovator has a greater importance than bonus, though in modern Russia there are less and less specialists, scientists- enthusiasts ready to work for the idea only. Labor of the employees, engaged in innovative activity, is difficult to measure, and practically impossible to record contribution of each employee in success of failure of busi-
ness. And it becomes a serious problem. This is a real obstacle for the adequate assessment of their labor and, consequently, a fair reward.
It should be noted, that the task of motivation and stimulation of scientific-technical labor is rather difficult due to its specifity From the one hand there is a necessity to increase the activity of personnel in search of new knowledge, new ideas, to stimulate nonstandard decisions and maintain a creative atmosphere. From the other hand, in the market economy the innovative process is not so important itself, but its commercial result, which causes the renovation of the production, expanding of the market, increasing of costs, increasing of competitiveness and obtaining the profit really matters.
Commercial criterion is meaningful in estimation of innovators' labor. Therefore, the basis of a current approach to stimulate labor in the innovative sphere is the following tasks of enterprises:
- firstly to activate creative abilities of each personality at the maximum level;
- secondly, to direct this activity to gain particular innovative and economic results;
- thirdly, to correlate correctly results of creative work and results of material welfare.
The task of the manager, essentially, boils down to create conditions to reveal creative potential of the employee to reach a stable necessity to realize this potential. If a developed motivation system of the organization contradicts behavioral characteristics of the real staff, one should improve the system or change personnel rather than to impose new motives and guidelines. To smooth the emerged contradictions there must be discussions with the collaborators and explanation of the motivation system. It necessary to explain not only the changes in requirements to the employees, but any changes in the organization, which is a remarkable element of the motivation strategy of involvement, that is the basis of the enterprises, working under conditions of innovative-strategic development. The main idea of motivation mechanism in the involvement strategy realization is not to constraint the subjects to make any changes, but to awake the interest to the essence of the innovative activity, considering the fact that, the issues of motivation for the persons involved in innovations mean much more than for the other employees.
The crucial meaning for formation of the motivation system at the enterprise is characterizes for the following elements: a developed system of rewards, certain forms of labor stimulation and estimation its results, monitoring of
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the motivation system and elaboration of motivation programs. Система вознаграждений зависит от типа инновации: формальные системы вознаграждения (экономические) хорошо подходят для инкрементной инновации, радикальные инновации в большей мере полагаются на признание в качестве вознаграждения.
Too much attention to the material stimulation without considering the risks may cause to a large number of the increment and less quality of radical innovation in the organization. The focus on the material reward for innovation is connected with its potentially negative impact on the internal motivation, which is a driving force of all innovations. Besides, in innovation management it is necessary to remember that the most important reward for the majority of employees is the process of difficult creative work, that's why the external rewards can undermine the internal motivation and in this period one must pay attention while improving the reward system and formation of motivation programs. Rewards and other motivating factors may be divided into external and internal ones. The internal factors have either positive, motivating character (a feeling of necessity in them) or negative demotivating factor (a feeling of absence necessity in them). The external factors may be both motivating and demotivating.
The reward by differentiated wages, salaries have a contradictory character If a salary is regarded by the employee as a fair reward, it has a positive character, though as practice proves, the amount of salary must be rather high even in comparison with a salary in this organization, but in comparison with incomes for a similar activity in this region (country, federal region, subject of Federation). If a salary is lower than expected or valued as not large, even if it is larger than salary of the other employees of this organization, more often it is regarded as factor of compulsory, ex. as negative. Different sanctions (various fines, lowering of bonus for unfulfillment of certain tasks, failure to get planned results) promote to participate in innovation activity.
It is not recommended to orient at the second group of factors in a motivation mechanism, which at certain extent may be helpful, but narrow its influence on motivation of the subjects - participants of innovative processes, weaken the general level of motivation, as far as a fear of punishment dominates over a wish to reach something. More over, the drawback of negative factors is displayed in a short period of its influence - they have an inducing character only during the period of their action.
The motives, generated by external factors, but indirectly connected with the character of activity demand special study. These are so-called extensive motives (motives of duty and responsibility before a society, strive to be encouraged by others, high social rank, to escape punishment motives, etc.). These factors are important themselves, but their operation is meaningful and supported by processintensive (intrusive) motives, ex. by process and content of the innovative activity.
A worker is interested the character of his activity, he likes to demonstrate his intellectual and physical activity While formation of motivation mechanism for workers, involved in innovative activity, it is necessary to create such conditions under which a dominating motive in a motivation structure of a person would be the process of intellectual activity itself. Though no one can deny the role of extrin-sive factors in increasing of general level of motivation.
Consequently, as a result of performance of motivation mechanism the aims of the organization are reached effectively. The aims are supported by motives, which induce the workers to make certain efforts to reach them. In this case the goal itself, its setting, explanation, attractiveness for personnel have a motivating role. The more specifically and meaningful the general goal is, the clearly explained the intermediate stages of its obtaining, more available the ways to reach the goal, the more force of promoting impact and probability of its realization.
It is important that a worker will accept the goal, and strive to reach it, but not to change, i.e. it's necessary to correlate the external goal and internal motivation that is specified by the involvement of a subject in process of setting goal and analysis of terms of its fulfillment. In the light of it we offer some directions to increase motivation of scientific- technical personnel.
1. The use of “perspective effect”. Thus, in a young organization, where microclimate is special, labor intensification, following the period of formation, is stimulated by a feeling of participation to formation of organization, elaboration of corporative norms and traditions. Employees are attracted by career abilities, connected with emergence of new directions in a fast growing structure. At the same time the status of a new structure expands the horizons of employment. That's why it seems reasonable to base the organizational ideology on a “perspective effect”. One can appeal to it concluding a labor contract, regulating internal social problems. It is reasonable to stimulate organizational dynamism for reaching a relative stability. It is necessary to set new guiding lines and support the energy of development. Realization of this approach - is a good basis to move to “management growth” - management, aimed at a long-run development.
2. Virtual and real widening of horizons of professional activity. The scales of social realization the sphere of science and private industrial business are essentially different. We think unreasonable to restrict the sphere of professional activity of a designer by the frames of a certain enterprise, even providing a heavy package of material benefits. The fact is that unrealized scientific and social ambitions may weaken the motivation of employees. In this light it is necessary to preserve social and scientific spaces for those who used to rotate in it before their work at the enterprise. The given principle - is mainly a compromise between the demands of the specialists themselves and concessions of the enterprise's management. As a result of such favorable regime of work of leading specialists the organization obtains a great benefit. Firstly, it is extremely important to cooperate with external scientific-research establishments as source of information via informal communication with scientists - colleagues to reach success in the innovative activity. Secondly, the close contacts with external environment help to decide human resource problems, recruiting talented youth as future collaborators.
3. Considerable motivation factors - abroad business trip. The promising researchers are preferably to send to European countries for short-run training course. 4. Individual approach principle. Принцип индивидуального подхода. Qualitative structure of engineering personnel needs individual human resource policy. It implies a dialogue of a manager and individuals, but not unified personnel. The individual aspect plays a decisive role in the intellectual activity. Due to his high qualification and feeling
of personal “uniqueness” a scientific employee is initially pretentious and ambitious. However, organization also has its strategic aims. Considering these factors, one should strive to combine personal and organizational interests.
Individualization may be in different forms - from material rewards to participation in decision-making. Individualization as a style of management means the minimization of control and high level of confidence and self-organization of the engineering personnel. For example, planning of abroad training and participation in the conferences, financed by the enterprise, is suggested to impose on the engineers themselves. We think that only the expert may consider the real necessity of information nourishment during a particular overseas trip. In this case he must be responsible for the results of such trip before his colleagues and management. It is desirable to give s certain freedom to leading employees, to find virtual ways of communication- via personal computer or mobile phone. Initiative and creative people are capable to organize their working day, orienting not on making man-hours, but on a final product - science-consuming product. Moreover, as it is known, the periods of cerebral activity depend on personal abilities of each employee. As far as creative and intellectual activity are primary in the personnel activity, the following factors must be treated very seriously, giving opportunity for certain specialists- innovators to start a working day later (earlier), to have flexible, close to free, schedule of work.
5. Career-qualifying stimulating. Many scholars fix the preferential orientations of specialists not at escalating the
administrative stairs but at increasing of the expert status. In other words, the majority of scientific employees are deprived classical vertical career ambitions, connected with inevitable deprofessionalisation and retraining to a pure manager Professionals prefer to work according their specialty and at the same time to improve their qualification.
In this case the organization management faces two challenges, linked with the regulation of career motives: refining “horizon” variants of professional career, alternative to “vertical”, ensuring the perception of their equal meaningfulness and prestigiousness by the employees.
If a man demonstrates creative qualities and suggests something crucially new, one may settle the question of his pay-rise, and subordination status. One of the variants is to put a specialist at the head of temporal creative group, ex. actually to recognize his right to be a think-tank of this group. Horizontal career may occur in the same official frames (not fixing juridical), but satisfaction from such horizontal movements gives a strong motivation impetus for a specialist.
6. Social meaningfulness of job. The feeling of involvement to business, useful for the country's branch definitely affects a satisfaction from a job.
Summing it up, it should be ascertained that a specialist, brining profit to the organization during his innovative activity, may expect a relative moral and material reward. In other case, the badly needed innovative constituent in industrial indices of domestic organizations will remain at the extremely low level.
удк 658.1:662.7 V.K. Markov
RAISING EFFICIENCY OF THE COUNTRY'S OIL AND GAS ENTERPRISES
The author points to the importance of government regulation in the development of oil and gas complex in Russia. The special attention in work is paid to transition of oil and gas complex to an innovative way of development.
Key words: an oil and gas complex, innovations, enterprises, service.
В.К. Марков
ПОВЫШЕНИЕ ЭФФЕКТИВНОСТИ ДЕЯТЕЛЬНОСТИ ПРЕДПРИЯТИЙ НЕФТЕГАЗОВОГО КОМПЛЕКСА СТРАНЫ
Автор указывает на важность государственного регулирования развития нефтегазового комплекса России. Особое внимание отводится переходу нефтегазового комплекса на инновационный путь развития.
Ключевые слова: нефтегазовый комплекс, инновации, предприятия, сервис.
Oil and gas complex was very important during the Soviet period and today plays an important role in Russian economy (it has the largest share of income to the state budget and of Russian export). Oil and gas complex during a long period of time had rise indices of extraction of hydro carbonic resources and their export.
In the first half of 2000 it was connected with the expanding of export capacities, and mainly with formation Baltic pipeline system and use of railroad transports, intensification of development of current deposits and expanding investment capacities of the oil companies due to the growth of world oil price. During the last years the
rate of growth of oil production essentially decreased. If in 2002-2004 years the growth of oil production reached only 8,9-11% per year, then in 2006-2007 the annual growth made 2,1%, and in 2008 for the first time for the last years there was a decrease in oil production. This is an evident sign of the resource exhaustion due to increasing oil production in the country and intensification of the development of functioning deposit, which indicates the necessity of more active actions to develop new oil fields.
The observing decrease of growth rate of oil development is explained by objective worsening of conditions of oil extraction first of all. Significant part of the exploiting
