Innovation management. Management of innovative activity of the enterprise

The main substantive functions of management determine the content of the innovation management process and include the formation of the goals of innovation, planning of innovations, organization of work and control over the implementation of innovations. Relationship and logical sequence implementation of the main functions in the process of innovation management are presented in Figure 1.1.

Figure 1.1 - The relationship of the main functions of innovation management

Formation of the goals of innovation activity. The management process in accordance with the concept begins with the formation of a system of goals and objectives of innovative activity (or project) for a certain period of time.

Goal in innovation management- this is the required or desired state of the innovation system in the planning period, expressed as a set of characteristics. The goal of an organization or activity should establish certain guidelines for their development for given periods of time. Thus, the goal of the organization, on the one hand, is the result of forecasts and assessment of the situation, and on the other hand, acts as a limitation for the planned innovative activities.

The process of forming goals is one of the most important procedures of innovation management. It is an integral part and starting point of all planned calculations in the innovation sphere.

Innovation planning. Planning as a function of innovation management consists in the reasonable formation of the main directions and proportions of innovation activity in accordance with the established development goals, the possibilities of resource provision and the existing demand in the markets. The significance of innovation planning lies in the fact that in the course of planned calculations it is provided: specification of the goals of the innovation process and bringing them to individual structural units and performers; establishment of the composition of projects to be implemented; distribution of tasks among the participants of innovative projects; determining the composition of the necessary resources, coordinating the order and timing of the implementation of individual works and ensuring the fulfillment of tasks set for each period of time.

The need for innovation planning and the strengthening of its role in ensuring the competitiveness of organizations in modern conditions is associated with the expansion of the scale and complexity of innovative projects; multivariance and probabilistic nature of innovation processes; development of specialization and expansion of cooperation in the innovation sphere; expanding economic independence and increasing the economic responsibility of organizations for the results of innovation. All of the above factors for the development of innovation activity in the country objectively require careful planning. management decisions in innovation. This conclusion applies equally to small enterprises, for which the successful implementation of planned projects ensures their viability, and to large enterprises, for which innovative projects are an important factor in strategic success. As part of a holistic system of innovation management, planning performs the following main tasks:

Structuring the goals of innovation and bringing them to individual performers;

Formation of programs of events, scientific, technical and production tasks, the solution of which will ensure the achievement of the established development goals;

Temporal and spatial relationship of individual goals, sub-goals, activities and performers;

Assessment of material, labor and financial resources necessary for the implementation of the adopted innovative programs;

Regulation of the progress of work on innovative projects.

The structure and methods of planning innovations should take into account such specific features of this area of activity as the probabilistic nature of the content and results of innovations, the scale of the consequences of their implementation in the national economy, the prospects and long-term nature of the consequences of innovations, a long cycle of work, big number participants and the high complexity of the work. The variety of planning tasks in innovation management predetermines the need for the formation of integrated planning systems in organizations that combine various types of plans into a single complex. Types of plans differ in goals, subject, levels, content and periods of planning.

The implementation of planned targets requires the creation of certain organizational structures, the involvement of performers, the organization of their coordinated activities.

Organization of innovation. Function Essence organizations consists in ensuring the fulfillment of the established plan targets in order to implement the adopted strategy for the development of the enterprise. To do this, it is necessary to establish the composition of the necessary resources and executors, distribute tasks, coordinate the work of executors in time, establish cooperation between participants, ensure control and mutual information. The implementation of these tasks is carried out by creating the organizational structure of the enterprise, establishing the nature of the relationship between its elements and regulating the procedure and conditions for their functioning.

The organization of innovations is one of the most important functions of innovation management, the implementation of which is the most essential part of the activities of managers at all levels. The organization in innovation management provides a rational combination in time and space of all elements of the innovation process in order to most effectively implement the adopted planned decisions. In this regard, the organization of innovations acts as a means of fulfilling planned targets and determines the conditions under which they will be implemented. The last provision is very important, since it requires a flexible organization and its dynamic change depending on the content of the subject of the work. The modern theory and practice of innovation management has a wide variety of forms of innovation organization. Essential features for the systematization and classification of types of organization of innovations are the tasks, forms and methods of emergence of organizational decisions (Figure 1.2).

Figure 1.2 - Types of innovation organization

Depending on the task, a distinction is made between the organization of innovation processes in space (where? who?) and the organization of innovation in time (when?). The organization of innovative processes in space means the formation of an organizational structure of innovative processes corresponding to the nature and scale of ongoing projects. The organizational structure refers to the composition and forms of interconnection of the elements of these processes. The elements of the structure are individual managers and employees, services and divisions. The organizational structure is formed from two interconnected constituent parts: the structure of innovation management and research and production structure.

The structure of innovation management is defined as a form of distribution and coordination of management activities in the innovation sphere. It includes the composition of the governing bodies and establishes the nature of the relationship between them. When forming the innovation management structure, the type of structure (horizontal or hierarchical) is selected, the composition and functions of management bodies are determined, powers are distributed among managers of different levels, procedures and methods for justifying management decisions, the procedure for their coordination and organization of execution are established, Information Support innovation management bodies. Most management structures in the innovation sphere are hierarchical in nature and are based on the delegation of authority and responsibility of managers at various levels.

The scientific and production structure of an enterprise is determined by the composition of its main scientific and production divisions and the nature of their relationship. The composition of the divisions depends mainly on the features of the ongoing innovation processes and the scale of the enterprise. The nature of the relationship between units is determined on the basis of the accepted principle of their specialization. Specialization is understood as the purposeful assignment to certain departments and services of an enterprise of a limited list of works or functions performed in the implementation of innovations. In practice, three types of subdivision specialization are used: target, functional and mixed. With target specialization, subdivisions are assigned targets related to the production of the final product (subject or detailed specialization), the implementation of individual projects or the development of an innovative direction (thematic specialization). With functional specialization, units perform certain functions, parts of the innovation process or types of technological operations (technological specialization). The choice of a specific form of specialization and the type of scientific and production structure of the enterprise should be aimed at ensuring the strict responsibility of the departments for the quality and timeliness of the work, their clear interaction in the implementation of individual projects, and the elimination of duplication.

When organizing innovation activities, as a rule, the scientific and production structure of the company is first formed, and then, as a derivative of it, the innovation management structure is built. Organizational structures of the enterprise differ in considerable variety. The choice of a specific organizational form depends on such objective factors as the scale of innovation activity, the breadth of the company's innovation profile, the specifics of products or services provided, the level of cooperation and the completeness of the innovation cycle of ongoing work.

The organizational structure of innovation is a very dynamic element of innovation management that flexibly responds to changes in external and internal conditions. Often, within one enterprise, several various types organizational structures of innovation management: for fast emerging areas technology and software systems are created, and a stable headquarters structure is used for traditional types of products. The combination of different types of structures within one firm creates conditions for the most rational spatial organization of innovations.

The second task of organizing innovation is to combine all the elements of the innovation process over time, i.e. in determining the most rational sequence and timing of project work. The solution of this problem is influenced by the content of the projects themselves, the composition of participants and available resources, the organizational structure of the enterprise, and many other factors. The organization of innovations in time includes the structuring of the innovation projects themselves, the preparation of cooperation between the enterprise and other firms and the coordination of their activities, bringing individual tasks to the executors, ensuring a uniform and sufficiently high workload for all project participants in order to complete them in a timely and economical manner. The organization of innovation processes in time is closely related to the operational planning of innovations.

In innovation management, various forms of organization of innovations are used. Under the forms of organization, it is customary to understand the ways of functioning and combination in space and time of elements of innovative processes. In essence, the forms of organization of innovations are various ways division of labor in the implementation of innovative projects. There are such forms of innovation organization as concentration, specialization, cooperation and combination.

Concentration characterizes the process of concentration of innovations of a certain profile in large innovative enterprises. The desire to concentrate innovation activity, along with the processes of spreading small and medium-sized innovative businesses, reflects the natural market factor of investing in the most promising areas of business and in activities that are vital for the enterprise.

Specialization As a form of organization of innovation, it is used in the construction of the organizational structures of an enterprise and is implemented by limiting its innovative profile, as well as by assigning certain types of work or products to departments. At the same time, the breadth of the innovative profile can be different depending on the pace of progress and the stability of the innovative situation in the field of specialization of the enterprise. In rapidly developing areas of innovation with a high level of commercial risk, diversified forms of organization of innovation are widely used, providing for a wide profile of the firm's specialization. Specialization in the formation of organizational structures creates only potential conditions for effective work enterprises. To realize this potential at the enterprise, effective cooperation and coordination of the activities of individual services and divisions must be carried out.

Cooperation in carrying out innovative projects in international practice has become an important form of organization of innovations in modern conditions. Cooperation as a consequence of the specialization of the enterprise and the complexity of ongoing projects is manifested in the deepening of inter-firm cooperation, the development of international coordination in the innovation sphere, and the implementation of large-scale scientific and production programs.

combination when organizing innovation, it manifests itself in the creation and functioning of related industries and innovative processes at the enterprise based on the results already obtained or the recycling of raw materials, energy and materials. A significant additional effect is obtained by firms that organize additional application studies on the basis of basic research and technology, with the aim of finding new areas of application for already obtained results and implemented innovations.

The listed forms of organization of innovative processes constitute a real toolkit for the preparation of organizational decisions. They may be formal or informal. The formal organization of innovations is based, as a rule, on formalized, methodologically sound calculations and is fixed in regulations, agreements and provisions governing the rights and responsibilities of each of the participants in innovation processes. One of the essential features of innovation management is that informal organization occupies an important place in it. To informal organization include spontaneously emerging as a result of the uncertain nature of innovation relationships between people and structures in the process of implementing innovative projects. Significant scientific and practical results in the innovation sphere can be achieved in the process of informal communication and cooperation between scientists and specialists, the development of scientific schools and movements, the activities of forums, the work of symposiums and scientific conferences. New opportunities for the informal organization of innovations are associated with the development of modern information technologies and global international information systems.

Control as an objective function of management completes the management cycle in innovation and thus ensures the effectiveness of all other functions. The essence of control in innovation management lies in the fact that it ensures the fulfillment of established targets aimed at the unconditional achievement of the accepted development goals in given organizational conditions.

Control tasks include:

collection and systematization of information on the state of innovation activity and its results;

Assessment of the state and obtained results of activities;

Analysis of the causes of deviations and factors affecting the results of operations;

Preparation and implementation of decisions aimed at achieving the intended development goals.

In system view, control performs a function feedback in the process of innovation management: information flows in it are directed from the object to the subject of management. The presence of feedback is prerequisite completeness of the management system. Control in it is formed as an integral subsystem that has its own organizational structure, executive bodies, methods for assessing, analyzing and making decisions, as well as its own information base. In accordance with the requirements of effective management, the control system at the enterprise should provide for the implementation various kinds control activity. The following features are of fundamental importance for the organization of control in an enterprise: the purpose of control, the subject area, the scope and form of control (Figure 1.3).

Figure 1.3 - Types of innovation control

Strategic control is the content of the activities of top management at the enterprise and provides for accounting, evaluation and analysis of the results of the development and implementation of a promising concept for the development of innovations. It is carried out both at the stage of strategy formation and during its implementation. Strategic control concentrates on the vital aspects of the company's policy: marketing, scientific and technical forecasts, product-thematic portfolio. When organizing and conducting strategic control, methods of qualitative assessments are used, comparative analysis trends, international comparisons.

Operational control is the content of activities in more middle and lower management in the enterprise. It is aimed at current accounting, analysis of ongoing innovation processes and has as its task to ensure the implementation of the adopted plan targets. The objects of operational control are thematic and production tasks, the timing of the work, the resources provided for by the plan, and the costs associated with the activities of the enterprise. When organizing and implementing operational control, the methods of quantitative accounting and analysis of the state of innovative projects are most often used.

All types of managerial control at the enterprise are subdivided into financial and administrative ones according to the subject matter.

The financial control of innovations is focused on the final economic results of the enterprise. In this case, the objects of control are such indicators as profit, production costs, production and sales volumes, investments and the efficiency of their use, financial resources and financial condition enterprises and individual projects (solvency and liquidity). Financial control is carried out at different levels of management in accordance with the organizational structure adopted at the enterprise. Along with the general enterprise, it is necessarily organized by individual divisions or the so-called responsibility centers and profit centers. In international practice, financial control is carried out, as a rule, within the framework of an integral controlling system.

Administrative control of innovations in the enterprise also has hierarchical structure, but extends, first of all, not to the effective parameters, but to the management of innovations. The objects of administrative control are projects as a whole and their individual parts, planned targets, deadlines and deliveries, the situation in the teams of performers, the implementation of the production program and thematic plans for research and development. Administrative control covers both the strategic and operational components of innovation management; the organization of administrative control in an enterprise should be based on specially created standard accounting and reporting systems for all levels of management.

The forms and scope of managerial control over innovations depend on two significant factors: on the subjects of control and the specific task of its organization. Each company organizes its own system internal control per innovative activities, which should provide management at all levels with the information necessary for making management decisions. In addition, the enterprise as an independent business entity is subject to control by external control bodies: higher organization, state or international control bodies (financial, environmental, legal, etc.). Internal or external control of innovations can be total (full) or selective. Full control is built as an integral system, constantly functioning in the accepted organizational structure of the enterprise. Selective control is usually organized as a one-time event that has a targeted nature of checking the status of work on a separate project, product quality, compliance with regulatory requirements, the scientific and technical level of development, and so on. A variety of types and forms of control at the enterprise make it possible to create an integral system of effective management of innovative activities, in which centralized management optimally combined with scientific and economic independence and the initiative of structural units.

The considered main functions of innovation management and the procedure for their implementation reflect the general technological scheme of innovation management. They are equally necessary both within the framework of strategic and operational management. Each of a pair of interrelated subject functions is a closed loop of managerial decisions, functioning in the "end-means" cycle. In the first circuit "goal - planning", the planning process is completed on the condition that the envisaged activities and planned resources, of course, ensure the achievement of the established development goals. Otherwise, it is necessary to correct the originally formulated development goals. At the second stage, in the “planning-organization” circuit, a search is made for such organizational solutions that would ensure the unconditional and most effective implementation of the established plan targets. And finally, in the third circuit "organization - control" in the accepted organizational conditions, continuous monitoring of the implementation of planned targets and the development of solutions aimed at eliminating emerging mismatches are carried out.

In market conditions, each enterprise (firm) independently carries out production and marketing activities, evaluates the level of its own scientific potential and resource capabilities, and also selects the types of innovative strategies. Innovative activity at enterprises pursues different goals and is conditioned by technical, financial, economic, political, resource and market factors. Thus, innovation activity can be a response to market requirements, limited access to advanced technological solutions, resource constraints, changes in tax and financial and credit policies. In the management of innovative activities in enterprises, these factors play a primary role.

Taking into account the interconnectedness of the goals of innovation activity and the factors determining it, let us consider the nature and content of the goals of innovation carried out at enterprises. These goals can be subdivided into strategic and tactical (specific). In modern conditions strategic goals are survival, increasing profits, increasing competitiveness, expansion, conquering new markets. It should be noted that in a market economy, the goals of maximizing profits and increasing the competitiveness of products are a priority. In modern conditions, about 30% of innovatively active enterprises consider increasing the competitiveness of products as their strategic goal, while 25% of innovatively active enterprises have the main strategic goal - expansion, conquering new markets.

Tactical (specific) goals innovative activities of enterprises are quite diverse. We list the main ones: replacement of obsolete products, expansion of the product range, preservation of traditional sales markets and their expansion, reduction of material and energy costs, improvement of product quality, reduction of pollution environment, increase production flexibility. At the same time, the tactical goals of innovation activity are complex.

The achievement of these strategic and tactical goals largely depends on the above factors of a different nature. When making managerial decisions on innovation, it is important to clearly classify factors and identify their content. The factors that shape the innovative activity of enterprises are divided into internal (related to enterprises) and external (not dependent on enterprises). In its turn, external factors divided into direct and indirect. A detailed classification of factors is presented in fig. 6.1.

Rice. 6.1.

These factors can influence the innovative activity of enterprises in a complex and in various combinations, which is taken into account when making innovative management decisions. For businesses, internal impulses to innovate are a priority. These can be obsolescence and physical deterioration of equipment, outdated technology, the need to reduce energy costs, the desire to expand production capacity. For modern enterprises in the management of innovation, it is important to take into account such factors as the innovation climate in the team and its susceptibility to innovation. The innovative activity of enterprises is particularly influenced by their industry affiliation. It largely creates the attractiveness of innovation for private, domestic and foreign investors. Under other conditions, it is the factor of industry affiliation that increases the attractiveness of investments. In enterprises where there has been a change in ownership and management, institutional changes have become factors of innovation, namely, a change in the form of control.

State budgetary educational institution higher

education of the Moscow region

« International University nature, society and man "Dubna"

FACULTY OF ECONOMICS AND MANAGEMENT

DEPARTMENT OF PROJECT MANAGEMENT

"Human Resource Management"

"Management of innovative activity in the organization: subjects, features of the organization"

Dubna, 2015

Introduction

Innovation management

Features of the innovation management system

Role functions of specialists in the innovation process

Innovation project

Team of project participants

Conclusion

Bibliography

Introduction

One of the priority goals of most countries of the world is to ensure long-term economic growth. This refers to the production of more best quality goods and services and, as a result, more high level the life of the population. Economic growth is the result of the successful activity of enterprises in all industries national economy and depends to a large extent on the innovative activity of enterprises.

The development of innovative activity of enterprises in Russia is extremely complicated by the unsuitability of the former innovation management system to the new economic conditions. The innovative policy of enterprises should be aimed at increasing the production of fundamentally new types of products and technologies, expanding the sales of domestic goods.

Innovation management

Innovation management acquires special meaning in modern life, exerting a significant influence on the strategy, goals and methods of managing companies. Innovative activity creates not only the future image of the company, determining its technologies, manufactured products, potential consumers, environment, but also the basis of its competitive position, and hence the strategic position in the market.

Effective management of innovation activity requires taking into account the inherent property of the innovation process - a large number of uncertainties due to the implementation of the search, research, experiments, development, testing, etc., the need for repeated returns to previous stages and stages. In addition, innovation activity is characterized by marketing uncertainties: uncertainty about the future state of market needs and parameters, and uncertainty about the prospects for future R&D results and the possibilities of their application.

Innovative activity is a process aimed at realizing the results of completed scientific research and developments or other scientific and technological achievements in a new or improved product sold on the market, in a new or improved technological process used in practical activities, as well as additional research and development related to this.

Features of the innovation management system

To fully characterize innovation as an object of management, it is necessary to reveal the features of innovation activity and work aimed at creating innovations. Innovations have a number unique features which makes managing them different from managing other areas human activity.

Peculiarities:

innovation developers are characterized by a pronounced individuality, initiative, and their attitude to discipline is fundamentally different from that traditionally required in organizations (enterprises);

Most of the work on the creation and implementation of innovations is relatively short-term. Given this, the organization must have works (projects) of correctly selected complexity in order to constantly retain its core qualified personnel;

in units working to create innovations (innovations), the recognition of professional competence is clearly manifested, regardless of the official status of employees;

it is difficult to correctly establish the criteria and indicators for evaluating the effectiveness of the activities of individual developers of innovations.

Role functions of specialists in the innovation process

Entrepreneur - an entrepreneur who supports and promotes new ideas, does not avoid increased risk and uncertainty, is capable of active search non-standard solutions and overcoming difficulties. Specific Features personalities of the entrepreneur: intuition, devotion to the idea, initiative, ability to take risks and overcome bureaucratic obstacles. The Entrepreneur is focused on external tasks to ensure the interaction of innovators, innovators and investors.

An intrapreneur is a specialist and leader focused on internal innovative problems, on internal innovative entrepreneurship. Its tasks include organizing brainstorming sessions, organizing the initial search for new ideas, creating an atmosphere of employee involvement in the innovation process and ensuring a “critical mass” of innovators.

Idea generator - an innovator capable of developing in short time a large number of original proposals, change the field of activity and the subject of research, the desire to solve complex problems, independence in judgments.

Information gatekeepers are located at the key points of communication networks, accumulate and transfer specialized information, control the flow of scientific, technical, commercial and other messages. They accumulate and disseminate the latest knowledge and best practices, "feed" creative search with information at different stages of creation. new products or carrying out organizational and economic changes in the company.

"Free employee" - an employee who, according to his official status, should be engaged in innovation. For example, IBM's Freelancer program provides for approximately 45 such employees, these "dreamers, heretics, troublemakers, eccentrics and geniuses." A freelancer receives, in essence, complete freedom of action for five years. He has a very simple role: to shake up the organization of the company.

"Golden Collars" - highly qualified scientists and professionals with an entrepreneurial approach to the use of their professional knowledge. They mostly work for hire - in corporations, universities, consulting firms. Some specialists combine employment with entrepreneurial activity. Sometimes they work under a contract in several firms at once.

"Scientific and technical gatekeepers", or "information stars", who belong to the category of key specialists in R&D laboratories and differ from their counterparts in their orientation to external information sources. They read much more than others, including more "difficult" literature.

"Alternative staff" are non-staff temporary workers who are called upon when there is a shortage of their own staff, thus avoiding significant staff reductions during periods of downturn.

Innovation project

The concept of an innovation project in a broader sense implies not only a set of documents, but also the activity or event itself, which involves the implementation of any actions in a certain period of time to achieve certain results of the innovation process.

The main stages in the formation and implementation of innovative projects include the systematization of incoming ideas;

selection of identified ideas for a new product or service;

analysis economic efficiency new product or service, development of a marketing program;

creation of a new product or service;

market testing;

introduction of a new product or service into production based on a marketing program for a product or service.

Types of innovative projects

Types of projects according to the level of scientific and technical significance Types of projects according to the scale of the tasks to be solved Modernization - the design of the prototype or the basic technology does not change dramatically; distinguished by the setting of an unambiguous innovative goal, carried out within a strict time and financial framework - the design is based on advanced technical solutions; Megaprojects are multi-purpose integrated programs that combine a number of multi-projects interconnected by one goal. Pioneer - previously non-existent designs and technologies appear that perform the same or new functions

Team of project participants

The main participants of the innovation project. The implementation of the idea of an innovative project is provided by the project participants. Depending on the type of project, from one to several tens (sometimes hundreds) organizations can take part in its implementation. Each of them has its own functions, the degree of participation in the project and the degree of responsibility for its fate. At the same time, all these organizations, depending on the functions they perform, are usually combined into specific groups (categories) of project participants.

The main participants of the project

The customer is the future owner and user of the project results. The customer can be either an individual or a legal entity.

Investor - individuals or legal entities investing in the project. An investor can also be a customer. If this is not the same person, then the investor concludes an agreement with the customer, controls the implementation of contracts and makes settlements with other project participants. Investors in the Russian Federation can be: bodies authorized to manage state and municipal property; organizations, business associations, public organizations and other legal entities of all forms of ownership; international organizations, foreign legal entities; individuals- citizens of the Russian Federation, Foreign citizens. One of the main investors providing financing for the project is the bank.

Designer - specialized design organizations that develop design and estimate documentation. Responsible for the implementation of the entire complex of these works is usually one organization, called the general designer. It is represented abroad by an architect and an engineer. An architect is a person or organization that has the right to professionally, on the basis of a properly executed license, to carry out work on the creation of design estimates. An engineer is a person or organization licensed to practice engineering, i.e. a range of services related to the process of production and sale of project products.

Supplier - organizations that provide material and technical support for the project (purchases, deliveries). Contractor (executing organization, contractor, subcontractor) - legal entities responsible for the performance of work under the contract. These include IP manufacturing enterprises, universities, etc.

Scientific and Technical Councils (STC) - leading experts in thematic areas project, responsible for the choice of scientific and technical solutions, the level of their implementation, the completeness and complexity of activities to achieve project goals; organizing the competitive selection of performers and the examination of the results obtained.

Project manager (in the terminology adopted in the West "project manager") - a legal entity to which the customer delegates the authority to manage the work on the project: planning, monitoring and coordinating the work of the project participants. The specific composition of the powers of the project manager is determined by the contract with the customer. The project team is a specific organizational structure headed by the project manager and created for the duration of the project in order to effectively achieve its goals. The composition and functions of the project team depend on the scope, complexity and other characteristics of the project. The project team, together with the project manager, is the project developer. To perform part of its functions, the developer may involve specialized organizations.

The supporting structures of the project are organizations various forms property, assisting the main participants of the project in fulfilling the tasks of the project and forming together with them the infrastructure of innovative entrepreneurship. Support structures include: innovation centers; funds to support programs and projects; consulting firms; bodies of independent expertise; patent-licensing firms; audit firms; exhibition centers, etc.

Conclusion

Management of innovation activity is a set of principles, methods and forms of management of innovation processes, organizational structures engaged in this activity and their personnel.

Innovation project management is the art of managing and coordinating labor, material and other resources throughout life cycle project by applying the system modern methods and management techniques to achieve the results defined in the project in terms of the scope and scope of work, cost, time, quality of the project.

Innovation as such is a compensating factor for increasing needs as society develops, because provide an opportunity, subject to the use of all the same limited resources produce more and better products and services.

The quantity and quality of development of innovative activity in each individual country is one of the most important factors in the prosperity of society.

Like any direction in the sphere of human activity, innovation needs control, which has realized itself as the management of the innovation process, which is a combination of various functions (marketing, planning, organization, control), each of which is aimed at solving specific and diverse issues.

Bibliography

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Vodachek L., Vodachkova O. Innovation management strategy at the enterprise: - M.: Economics. -2009.

Kruglova N.Yu. Innovation management. - M.: Publishing house "RDL", 2001.

Kruglikov V.V., Goncharov V.I., Vishnyakov V.A. Innovative activity at the enterprise. - Mn., MIU, 2003 Medynsky V.G.

Innovation management - M.: Publishing house "INFRA-M", 2004.

Shaborkina L. Project management as an element of innovation management. - Russian Economic Journal, 1996, No. 1, p. 56-59.

Tags: Management of innovative activity in the organization: subjects, features of the organization Abstract Management

The basis of innovation management methods that ensure the process of transition to new technological levels is the concept of project management (Project Management), the essence of which lies in the fact that an innovative project (similar to an investment project) is considered as a system of interconnected and coordinated processes in terms of time, performers and resources. directed towards common goals, on the basis of existing legislation and through a system of treaties and agreements. All project participants: customers, investors, executors of an innovative project, suppliers of material and financial resources are the subjects of innovation. Depending on the complexity of the project, hundreds of enterprises may be involved in it, having certain functions, relying on profit from innovations and therefore taking on part of the overall risk or having market relations of sale and purchase to provide the project with goods, works and services. Often, joint activities are carried out by creating various economic associations on the basis of cooperation or consortium agreements. In the first case, no legal entity is created, and the cooperation agreement determines organizational structure project management and the authority of independent participants who specialize in certain aspects of the project. Innovation consortium as an association
legal entities with the obligatory participation of an investor (customer) is a temporary grouping of independent firms, organizations and the state, created to pool resources and experience when working on a project, there may not be legal entity, but is based on the division of risks and profits, taking into account the degree of participation in the project. Innovative Enterprise(IP) participating in the project aims to create new knowledge and innovation that can find its place in the market, based on the implementation of design, research and technological work and transfer their results to potential investors (consumers) and innovation customers who are its future owners and users.
The object of management of the innovative IP manager is the research process, the main resource of which is scientific information and intellectual potential. Innovative, like no other manager, requires, in addition to professional knowledge, the ability to negotiate with many people and justify decisions in front of numerous participants investment project. There is important rule innovation management that helps the manager in this work - the acquired innovation should determine the solution to the root problem of the buyer's business development. Therefore, innovation management is closely related to strategic planning and evaluating business ideas, including innovative ones, in terms of their attractiveness for the future of both their company and the acquiring company. In the communications industry, chains are becoming effective: communication equipment manufacturers - operators - customers and their needs. Today, effective communications for an equipment manufacturer means being able to convince operators that an innovation will find application in the market. And, perhaps, it is the equipment manufacturer who should attend to marketing research in the end-user markets to evaluate new technical ideas before he offers new equipment (technology) to the operator.
The implementation of innovative projects requires venture (risk) capital, i.e. share capital (loan) provided to the firm financial institutions(e.g. risk capital branches of commercial banks and insurance companies) at a high interest rate, because due to their novelty they are projects with a particularly a high degree risk.

Innovation management. Management of innovative activity of the enterprise

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