Innovative business. Innovative methods of enterprise management
Currently, much attention is paid in the scientific literature to innovations and innovative management technologies. Various points of view have been put forward on this phenomenon.
The term “innovation” itself appeared in the 19th century. in cultural studies and was used in studies of the infiltration of European customs into African and Asian countries.
At present - during the change of eras, during the transition from a traditional society to an information society - the role of innovation, innovative social technologies in the management of large industrial groups is significantly increasing.
There are many interpretations of the term “innovation”. J. Schumpeter characterized innovation as part of the process “invention - innovation - diffusion”. P. Drucker distinguished between the concepts of “scientific discovery”, “novelty” and “innovation”. By scientific discovery he meant the addition of knowledge to the understanding of natural phenomena. P. Drucker's innovation is a new technical capability. Innovation is the result of the impact of innovation on people's lives. G. Rigs considered innovation as the conceptualization of new ideas, and innovation as the commercial development of a new idea. V. Hippel understood innovation New Product or process, under innovation - the application of a new product or process in practice. V. Kingston believed that a scientific discovery is an idea, innovation is a confirmation of an idea, innovation is the transformation of ideas into a specific object. S. Mendel, D. Enis understood innovation as a new idea, and innovation as new unique products, processes and services. P.N. Zavlin viewed innovation as the use of results scientific research and developments. A.I. Prigogine understood innovation as any element of innovation, and innovation as a “cell” of controlled development, targeted changes.
Analysis of the existing literature on innovation made it possible to identify two conceptual interpretations of this concept: economic and social. The economic interpretation of the concept of “innovation” implies the creation of a new product, new technology. Creating a new product requires investment or accumulated equity. According to leading economists, investment makes innovation more efficient and thanks to investment, innovation is implemented faster and more successfully. The combination of innovation and investment increases the competitiveness of a product or service and leads to changes in economic relations. Changes in economic relations affect management processes and the flow of economic communications.
When considering innovation sociologically, attention is paid to the process of innovation in society, in an organization, in a team. In the sociological interpretation of innovation, the emphasis is on considering conflicts and coordinating interests. According to this understanding, innovation is the transformation of knowledge into production, economic, and social technologies. In this case, innovation is the commercialization of knowledge and the extraction of profit from it. The author offers his own vision of the problem.
According to the author's point of view, the basis of all management (social) technologies is the process of social communication. That is, any managerial impact can be reduced to the communication process. As is known, social communication can occur in the following communication channels:
A person is a person;
Man is a machine;
Man is society;
Autocommunications.
Currently, thanks to the development of new information technologies Additional types of communication channels appear in the process of social technologies and communications. Their appearance became possible due to the widespread use of the Internet in many areas. human activity and in all areas related to the management of society, economic sectors, labor collectives. These include the following types of channels:
Man - machine - society;
Man - machine - man.
Under innovative social technologies understood...
1. New forms of electronic communication based on the use of the Internet: voice mail, sending video messages, IP telephony, etc.
2. Enterprise knowledge management, which is the process by which an individual's individual knowledge is transformed into corporate knowledge. In this case, the knowledge of an individual is alienated from its owner and becomes an intangible asset of the company. When designing an innovative knowledge management technology, the following factors should be taken into account: the type of business process, what information is needed when designing a particular business process. The next step should be to create a map of the flow of information when deploying a certain business process. When creating a map of information movement, it is necessary to take into account the degree of novelty and importance of information. This innovative technology can be implemented virtually in the process project work, during the work of project groups on a particular problem. An important stage in structuring this social technology is the identification of corporate knowledge carriers, which should include knowledge workers. The distinctive features of knowledge workers are:
Knowledge workers fully own their own means of production: intelligence, experience, skills, abilities;
A knowledge worker works best in a team. “A knowledge worker is not at all a lone scientist, not a unique creator, he is an ordinary participant in a common corporate business, the product of which is knowledge,” said P. Drucker;
The rapid increase in the volume of hidden knowledge.
The first and most important stage of corporate knowledge management is the process of their alienation, i.e. written recording in the form of business processes, social technologies, instructions, regulations, recommendations. The alienation (fixation) of knowledge must be systematic, ethical, and motivated. Recording the knowledge of intellectual workers must be distinguished as new feature which must be planned, implemented and controlled. The knowledge worker does not always easily agree to the alienation of his knowledge. The process of capturing knowledge can be very conflictual, associated with the resistance of the knowledge worker. Resistance to the process of alienation on the part of the employee can be avoided through coercion, with the help of proper motivation employee to enrich his own intellectual capital. To create an optimal social technology for corporate knowledge management, the following recommendations can be offered:
When managing knowledge workers, it is necessary to take into account their increased degree of freedom;
Management style and organizational culture must correspond to the level of self-identification knowledge;
It is necessary to promptly clarify with knowledge workers their requirements and carefully consider these requests;
A knowledge worker must be respected in the company not only as a professional, but also as an individual.
3. Personnel assessment and analysis based on the use of computer expert systems. Expert systems are understood as special computer programs that simulate the action of a human expert when solving problems in any subject area based on compiling a database. Expert systems are software systems that accumulate the knowledge of specific specialists in specific subject areas and replicate them for less qualified users. The main difference between information retrieval and expert systems is that the former only search for the specified information available in the database, while the latter also logically process it in order to obtain new information. The structure of a typical expert system includes:
User interface;
Logical inference subsystem;
Knowledge base;
Explanation subsystem;
Intelligent database editor.
The core of the system is a database, which is a body of knowledge in a certain area, recorded on computer media. To create a knowledge base, it is necessary to involve experts, i.e. professional practitioners high level in your area. Modern knowledge bases use the practical experience of dozens and even several hundreds and thousands of experts, and these databases can be developed and supplemented.
Gaining knowledge from experts is a whole scientific direction in the field artificial intelligence,knowledge engineering. A specialist representing this area acts as a buffer between the expert and the knowledge base. Its main task is to obtain knowledge from an expert, highlight key concepts, relationships and characteristics, structure this knowledge and select a model for subsequent filling of the core of the system. If the subject area is large, then it must be divided into subproblems without violating the logical structure. In this case, the expert system will consist of several blocks. Most often, this is how personnel expert systems are built, since both the subject area of this field of activity and the range of tasks to be solved are very wide.
Thus, the core of an expert system is a knowledge base consisting of:
A set of empirical rules for the truth of expert statements on a given issue;
A collection of empirical data and descriptions of problems and options for their solution.
Expert computer systems began to be developed in the middle of the 20th century. in USA. Scientists B. Sawyer and D. Foster can rightfully be considered the developers of these systems. Currently, there is already a fifth generation of computer expert systems. They have proven themselves remarkably useful in assessing the personal and professional potential of personnel, the level of conflict and stress resistance of employees, and in other personnel technologies. Over the last decade, the fifth generation has been created - the so-called precedent expert systems, which allow one to compare the personal, professional and psychophysiological qualities of an object of social technologies with similar parameters the best specialists. Such systems are based on a rich base of real economic and management situations. As a result of the use of such expert systems, the decision is made on the basis of real observations, on the basis of real situations that took place at a particular enterprise, in the management practice of a particular manager. Precedential expert systems use human logic along with mathematical algorithms. In the field of enterprise personnel management, these systems can be used for:
Optimization of the enterprise structure based on a multidimensional analysis of positive or negative trends in the development and condition of personnel, analysis of the image of the manager, the nature of his relationship with the team;
Definitions for each employee of professional, psychological, physiological parameters, to identify and evaluate his negative manifestations, behavioral characteristics in conflict situation, compatibility, self-esteem, potential, socio-psychological competence, formation of various text characteristics for the employee;
For general and targeted career guidance, professional selection, hiring, staff reduction, certification, assessing the professional suitability of an employee and his learning abilities, obtaining recommendations on the most effective use each employee in the specific conditions of the enterprise, creating profiles of professions, positions, “negative” profiles.
Experience in work and management consulting allows the author to give several recommendations HR services enterprises using expert precedent systems. First, these systems must allow the export and import of information through a standard text file or clipboard. This will allow us to comply with the principle of a single information space. Secondly, the system must be reliably protected from unauthorized access to data, since most information about personnel is closed and protected by law. Thirdly, it is important that the expert system is focused on the specific field of activity of the organization (industry, trade, banking, etc.), on work experience, character, education. Fourthly, it is recommended to use domestic products, since they take into account national culture and the national uniqueness of management systems.
Special Internet technologies for electronic search and personnel selection, presented on the websites: Hotjobs.com, Headhunter.ru, currently operate similar to expert systems. The candidate submits his resume, which is subject to electronic peer review, then e-mail Recommendations are being received to change and improve some of its parts.
Thus, innovative social technologies should be understood as technologies that are based on the use of a new channel of social communication - the “man-machine-person” channel. Innovative technologies, their use in real management activities still poorly studied, poorly applied in real life, and their theoretical understanding is still awaiting its researcher.
- Leadership, Management, Company Management
is a set of technological, scientific, financial and commercial actions aimed at commercializing acquired knowledge, skills, acquired equipment and technologies. This will improve the quality of products or services provided and establish the production of new types of goods.
Innovative activities of a business can also be aimed at the development, mastery and implementation of various innovations. These issues are the subject of a separate area of management, which is called innovation.
3) The range of goods is expanding due to the release of new products for of this enterprise, but already presented on the market.
Rosstat also clarified which products are classified as both industrial and innovative. This category includes products that have been constantly changing technologically over the past three years. These include:
- products that have undergone significant changes and are released again in a fundamentally new form;
- products that have been improved or modified;
- other innovative products.
Genre: Economy
Publisher:"Unity-Dana"
Format: DjVu
Quality: Scanned pages
Number of pages: 343
Description: Innovative business is projects for the commercial implementation of new technologies that can be carried out in various forms Oh.
The problem of commercial implementation of new technologies usually faces companies that have created their own backlog of research and development results, or whose staff employs employees who are ready to transfer the rights to the corresponding know-how to the company, or the authors of developments who want to make a profit from their industrial use. The problem of innovation can be considered both from the point of view of the company financing the development, and based on the interests of the author of the technology. This work develops an approach that is to some extent universal. It can be applied from the perspective of both the investor company and the developers themselves, despite the fact that the authors of new technologies often perceive the further promotion of their innovations as an end in themselves, strive to initiate innovations, and also bear their risks. At the same time, these people, not being businessmen either in their life experience or in their way of thinking, especially need certain business consulting and methodological literature.
The content of the book is divided into three parts. The first provides an overview of various forms of commercialization of new technologies, the second examines in detail the conditions for organizing your own innovative business based on the developed technology, and the third analyzes business opportunities for selling new technologies (perhaps not yet brought to the stage of industrial readiness) and the rights to them.
The second part of the work is the most voluminous. It highlights global and domestic practice of ways to organize your own innovative business, including using franchising (franchising), acquiring other businesses, and relying on venture entrepreneurship. The design, features and algorithms for business planning of innovative enterprises are covered in detail. Much attention is paid to the calculations of planned profits and losses, starting balances, and especially the optimal planning of combinations of price and output and sales volumes new products. The latter was done in connection with the analysis of the conditions for maintaining break-even and solvency when developing a new product (new technology).
Textbook "Management" innovative business"consists of ten chapters. To consolidate the material covered, each chapter ends with a part that includes questions for repetition, multiple choice tests for repetition (with explanations of the correct answer options), control tests (for self-control and subsequent discussion). Those chapters that contain material on numerical calculations are accompanied by tasks for repetition (with solutions commented in detail) and test problems of the same type.
The book "Innovative Business Management" can be used as tutorial at the rate " Innovation management", provided for by state educational standards in the specialty 06.08.00 “Economics and management in an enterprise”, as well as in the direction of “Management” in the preparation of masters in business administration(first and second higher education), including for organizing distance learning programs. It can also be recommended to students in short-term economic retraining courses for scientific, engineering and technical workers - for example, within the framework of educational programs employment services. Contents of the manual
"Management of innovative business
»
Forms of commercial implementation of new technologies
- Types of new technologies being implemented and areas of “technological transfers”
- “Horizontal” commercial technology transfer
- Purchasing a franchise based on the innovation being developed
- Acquisition of an existing specialized enterprise for a new business
- Organization of a venture enterprise from scratch
- Requirements for a business plan for an innovative venture
- Contents of the business plan
- Algorithm for drawing up a business plan
- Analysis of break-even conditions in relation to an established market (“classic” version)
- Analysis of solvency conditions when entering an established market
- Analysis of break-even conditions in relation to an unstable market
- Analysis of solvency conditions in an unstable market
Planning the starting balances of an enterprise created to develop an innovation
Algorithm for simplified selection of a close to optimal combination of planned prices, output volume and current cost structure for a new product
Project Risk Management
- Project risks
- Risk analysis
- Project risk management algorithm
- Methods for minimizing and insuring project risks
- Contract risks and ways to reduce them
- Ensuring the commercial effectiveness of contracts
- Planning price compromises with counterparties
- Legal prerequisites for the sale of licenses for inventions and know-how
- Contents of commercially attractive licenses for inventions and know-how
- Price of licenses for inventions and know-how
- Strategic goals for selling licenses for new technologies
Topic 7. Fundamentals of innovative business management.
7.1.
7.2. Types of communications in innovation management.
7.3. Typical structures and organizational forms innovative enterprises.
7.4. Personnel management of an innovative organization.
7.5. Quality management of innovative products.
7.6. Problems of the initial stage of production of an innovative product.
7.7. Innovative methods of business management (outsourcing, outstaffing, benchmarking, parallel engineering developments)
7.8. Structure of a business plan for an innovative project.
7.1. Features of innovative business methods. Goals and functions of innovation management in an enterprise.
Organization – it is a group of people whose activities are consciously coordinated to achieve a common goal or goals. A formal organization is an organization that has a legal structure. Informal organizations and groups arise spontaneously, but they also have goals for which they are created.
Organizational structure innovation process management is a set of jobs, positions, production units and bodies that manage the processes of creating and mastering the production of new products.
Managment structure innovation processes is a set of management bodies and forms of coordination of their activities.
Updating any economic entity means expanding opportunities for maximizing profits, penetrating new industries and expanding into new markets.
The high risk of innovative entrepreneurship, shortened product life cycles, and the abandonment of large-scale production impose special obligations on the innovation manager.
This position is repeatedly confirmed by examples of outstanding innovative managers, such as A. Morita, Lee Iacocca, B. Gates, etc. The work of such a manager is dominated by methods of social psychology, heuristic search, intuitive comprehension, establishing trust and highest solidarity in the company.
In innovation management, the type of behavior of the employee, the innovation team and the innovative enterprise itself changes. The main component of behavior becomes not so much goal-oriented rational action, How many value-oriented rational action.
1.1. Goals and functions of innovation management in an enterprise.
Goals innovation activity enterprises are
1) competitive product
2) cost reduction, reduction of the research and production cycle.
3) the image of an innovative enterprise and other social goals.
In general - increasing production efficiency by updating all production systems, increasing the competitive advantages of the enterprise based on the effective use of scientific, scientific-technical, intellectual and economic potentials.
General classification of innovation management goals carried out according to the following main criteria:
level (strategic and tactical); types of environment (external and internal);
priorities (priority, permanent, traditional, one-time);
period of validity (long-term, medium-term, short-term);
functional structures (production, R&D, personnel, finance, marketing, management);
stages of the organization's life cycle (emergence, growth, maturity, decline and end of the life cycle).
In large organizations, as a rule, it is possible to trace the presence goal tree. In this case, the hierarchy of goals is important, since the goals of the lower level are subordinate to the goals of the higher level.
Functions of innovation management. Planning. Communications. Coordination. Control.
Planning.Planning is a special function of innovation management, consisting of managing a system of measures to analyze external and internal environment, forecasting the organization’s activities and planning: implementing the company’s strategies and achieving the set goal.
The planning process is divided according to the timing of work (short-, medium- and long-term), according to goals (strategic and operational planning), according to objects (planning R&D, production, supply, sales, etc.), according to production factors (modernization of equipment, improvement of technology, renewal of fixed production assets, provision of raw materials, etc.).
The planning process consists from
1) analysis : external and internal environmental factors, production capabilities and the state of the production apparatus, R&D, new technologies, new product designs, financial condition and financial capabilities, etc.
2) The next step is drawing up plans events in such areas as:
carrying out research work to develop the idea of innovation, laboratory research, production of laboratory samples of new products, types of new equipment and new products;
organization and conduct of development work;
selection of necessary types of raw materials and supplies for the manufacture of new types of products;
development technological processes manufacturing new products;
design, manufacture, testing and development of new tools: machines, mechanisms, instruments, equipment, etc.;
technological preparation of production and implementation new technology and technology;
development and application of new organizational structures and management solutions;
application or acquisition of necessary information devices and resources;
preparation, training, retraining and use of special methods of recruiting personnel for innovative activities;
organizing and conducting market research to introduce innovations;
organization marketing activities, formation of sales channels and positioning of innovations in the market.
3) The next stage of planning is communicating plans to employees and organizing conditions for the implementation of plans.
An integral part of planning is search for reserves further updating and improvement production.
Further development of forecasting growth and renewal of production is associated with selection of alternative development options. In this case they use design or program approaches. A mandatory stage of forecasting is the assessment of opportunities R&D, technologies, investments, personnel, as well as the problem of finding resources.
In forecasting, quantitative methods based on situational and simulation modeling.
The manager is faced with the task of giving innovative processes and production such properties as continuity, rhythm, wastelessness, proportionality, consistency and parallelism.
Integral indicator of technical and organizational level of production consists of indicators of scientific and technical level, level of organization, technology and engineering.
Innovation, multifaceted, heterogeneous and labor-intensive in nature, require a redistribution of powers between higher and lower levels of the hierarchy, changing the ratio centralization And decentralization management. One of the modern trends in the development of a large corporation is its transformation into Union various profit centers. Along with increasing decentralization, the success of innovation requires a process to compensate for fragmentation and fragmentation. This is reflected in the improvement of mechanisms integration And consolidation divisions. The optimal combination of centralization and decentralization of management is observed when senior managers delegate authority to units at the lower level of the hierarchy within the framework of their specialization.
Small divisions themselves determine the product range, prices, suppliers, sales volumes and capital investments. The narrowing remit of top-level managers provides greater freedom for strategic planning and forecasting. Delegation of authority allows you to speed up the decision-making process, increase the responsibility and interest of an ordinary employee.
The author assigns an extremely important role to the innovative component of management (namely, innovations in the field of information technology), considering it the main tool for effectively controlling team interactions at all levels organizational structure. At the same time, the author emphasizes that the essence of optimization of this structure is the transition from administrative management to team interaction.
Anatoly Levichev
Innovative component of business process management in an enterprise
"Economic Strategies", No. 05-06-2007, pp. 180-183
Successful operation of a construction enterprise in conditions of rapid growth of investments and continuous transformation external environment, variety of processes market economy requires constant adaptation to changes, reorientation to customer needs, which, in turn, creates the need to improve management.
In the process of market transformations, construction enterprises focused on mass production, lost stable sales markets, which led to a reduction in the volume of products produced and a search for ways to compensate for losses.
As a result, there is an expansion of the range construction projects, and consequently, the complication of intra-economic relations, which, within the framework of the existing management system, makes it impossible effective management the enterprise as a whole.
To overcome the situation that has arisen, it is necessary to formulate the goals and objectives of the enterprise, determine the management structure, create a system for organizing jobs and processes, and introduce a mechanism for assessing and motivating work.
Organizational management structure of any production system includes a set of functional units that are in certain connections with each other, as well as a set of goals, functions and tasks, rights and responsibilities established for the units of the enterprise. The development of a rational organizational structure and its continuous improvement is one of effective methods enterprise management in a market economy.
Management improvement includes measures aimed at improving the management subsystem or its individual elements (organizational structures, business processes, technologies, etc.) to achieve effective results of the production system as a whole based on improving management efficiency. Optimization of the management system involves carrying out a set of organizational, technical, socio-economic, information and communication, sanitary, hygienic and psychological measures.
At an enterprise where there is a need to optimize management, as a rule, there are typical problems:
- divisions in their activities are primarily guided by their own interests, and not by the interests of the enterprise;
- the internal environment of functional units is not determined by the environment of the enterprise as a whole and does not correspond to its development strategy;
- there is no interaction between departments or is determined by outdated regulations;
- there are practically no horizontal connections.
Optimizing the organizational structure of any enterprise includes systematization of information about activities, research and diagnosis of the situation, development and implementation of measures and consists of four elements:
- goal formation;
- analysis of the existing situation;
- identifying problems;
- development of a set of measures.
Any structural change must be preceded by the development of the goal and concept of the planned transformations. Then an analysis is carried out of the compliance of existing organizational structures with the set goals and their ability to achieve the set goals. After identifying the problems, it is necessary to develop and implement a set of measures to improve the organizational structure that facilitates the implementation strategic goal enterprises.
As a rule, there are three main ways of forming organizational structures for enterprise management: functional, system-targeted and informational. However, recently more and more attention has been paid to the process method of forming management structures (for business processes).
The distinctive features of a functional organizational system are: functional specialization of the management apparatus, functional isolation of management technology, centralization of management functions, regulation of the activities of the management apparatus. At functional method As a rule, there is no connection between management functions and the technical and economic parameters of production; the formation of a management structure is determined by the volume of work by function, which does not give the desired result. In addition, in conditions of dynamism and variability of the external environment, structures built according to a functional method do not have the necessary ability to adapt to changes.
The system-target approach is based on a focus on the development of not individual elements of an object, but the system as a whole. This approach involves defining a system of enterprise goals in accordance with which management functions are implemented. A unit is created to achieve each goal. When designing an organizational management structure within the framework of this approach, the main problem is the formation of the composition of the divisions of the management apparatus, the determination of their subordination, connections and relationships, as well as the functions performed.
The design of organizational structures using the information method is carried out in accordance with the patterns of information flows in the current management system. The relationship between the information system and the management system is that the composition and interaction structural divisions determined by the volume and nature of the information flow. Improperly organized information flows lead to duplication of functions, reduced responsibility of managers and performers, and disruption of the functioning of the system. Due to the large amount of information when examining control systems and the impossibility of processing it, a specific task is often solved without taking into account its relationship with other tasks and analyzing the reliability of the information. With the information method, solving the assigned problems comes down to improving document flow and ensuring automation of the management process without changing the management structure and management processes.
The process method of forming organizational structures during business reorganization involves the transformation of functional departments into process teams focused on the production of a specific product and a specific consumer, which makes it possible to significantly reduce the vertical and expand the horizontal management (see Fig. 1).
Figure 1. Formation of an organizational structure for business process management
The practical implementation of the concept of process management of construction was carried out using the example of a road construction project. construction department. In Fig. Figure 2 presents a construction management structure focused on business processes.
Figure 2. Business process-oriented management structure of the road construction department
It should be noted that the above organizational structure does not take into account the characteristics of a particular enterprise, and therefore only indicates some schematic features of optimizing the management structure.
The distribution of management functions between elements, the scheme of their interaction at the level of personal responsibility in the above structure is determined by the main goal of optimization - the unification of several chains of commands (functions, processes) into a single structure.
The proposed business model does not contain functional units and is formed from process teams united by a single communication network. Information Center provides process commands necessary information, making maximum use of available technical means. The processed information is presented to specialists in accordance with the tasks they solve.
The product of the information and analytical center is information, analytical, legal and financial support. The center's activities are carried out on the principles of self-sufficiency through deductions from the income of process teams. The business process team is an autonomous interdisciplinary working group, the activities of which become multifaceted and require staff initiative and the ability to make independent decisions. As a result, the work performed by ordinary managers is reduced, its nature changes, therefore, the number of managers decreases, and the structure of the enterprise becomes more “flat”. Team members are viewed as network nodes that understand the goals of the system and develop intelligent interaction with other network nodes. There is a transformation of knowledge - a transition from highly specialized and function-oriented to more multidimensional. Personnel who previously acted in accordance with instructions now independently select an option from available alternatives and make a decision. The conveyor principle of operation disappears.
Each process team is headed by a manager (head of a section), who is responsible for the work of the department and communicates with the information and analytical center. He is responsible for coordinating the work of the team and making decisions at the level of the led process.
It is envisaged that a team member of one process, depending on the level of competence, can participate in the activities of teams of other processes.
The implementation of investment policy and coordination of the work of process teams is entrusted to the board of managers, which includes managers of all business processes operating in the organization.
The head of the construction department holds two positions: the head of the information and analytical center and the chairman of the board of managers and is simultaneously a participant in two processes. His responsibilities include coordinating the activities of the entire department as a whole, monitoring financial flows, appointing and removing process managers, redistributing the share of costs and income in the structure of business processes, personnel management and the strategic and tactical policy of the branch.
Chief Engineer(he is also the first deputy head of the branch) participates in the work of the board of managers as a process manager. The chief engineer is responsible for coordinating the functioning of processes production activities plots.
The use of an organizational structure focused on business processes allows you to achieve the following results:
- reorganization and merger of functional units;
- reduction in the number of employees in the formed process teams;
- self-sufficiency of the work of the process team becomes prerequisite its functioning;
- process team members have maximum freedom of activity;
- team members receive all information about the results of the process;
- collective responsibility for the results of the process increases.
Thus, the essence of optimizing the organizational structure, aimed at eliminating problems associated with the “human factor” in production activities, is the transition from administrative management to team interaction. The main tool that allows you to effectively manage and control team interactions at all levels of the organizational structure in modern conditions, are innovations in the field of information technology.
PES 185/21.09.2007
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