Purpose of the lecture: Study the issues of introducing innovations in an organization, as well as the typology of innovations

Questions:

1. Issues of introducing innovations in organizations

2. Typology of innovations

Basic concepts: innovation, organization, team relationships, typology of innovations

Issues of introducing innovations in organizations

IN modern conditions economic instability and transformation public relations Of particular relevance are issues related to the aggravation of conflict in the team during the introduction and use of innovations in economic practice.

Innovation is the process of creating, disseminating and using a new practical means (innovation itself) for a new or better satisfaction of an existing social need; This is a process of changes associated with a given innovation in the social and material environment in which its life cycle occurs.

However, innovation is not something new that causes a change in the old in a natural, natural way. The numerous improvements that every person constantly introduces into his life, but which do not have significant novelty, cannot be considered innovations. A potential innovation is new idea, which has not yet been implemented.

Innovations are controversial because, as a rule, there is no absolute certainty that they will be justified. Sometimes the delayed negative consequences of an innovation completely cover it positive effect. Therefore, innovation often acts as an object of conflict.

The likelihood of conflict during the introduction of innovation increases for such reasons. Large-scale innovations involve a large number of people with different interests in the innovation process, which often causes conflicts. Radical innovation increases the likelihood and severity of innovation conflicts. Fast process innovation is usually accompanied by conflicts. Social-psychological, informational and other support for the implementation process has a noticeable impact on innovation conflicts, rational organization which helps prevent conflicts.

Innovation conflict can be interpreted as opposition between supporters of innovation (innovators and opponents (conservatives), which is accompanied by experiences of negative emotions towards each other. The causes of innovation conflicts are divided into five groups.

The objective reasons lie in the natural clash of interests of innovators and conservatives. Supporters and opponents of innovations have always been, are and will be independent of any factors. The spirit of innovation and the spirit of conservatism are inherent in man, social group, to humanity as a whole. In addition, large-scale reforms that are being carried out in society, industry, and organizations objectively give rise to many innovative conflicts.

Organizational and managerial reasons lie in the poor functioning of political, social, and management mechanisms for the conflict-free assessment, implementation and dissemination of innovations. If there was an effective organization of the procedure for timely identification, objective assessment and implementation, most innovations would be applied without conflicts. The commitment of managers to a positive perception of the new, their participation in innovation processes would help reduce the number of conflicts.

Innovative reasons are related to the characteristics of the innovation itself. Various innovations give rise to conflicts of varying numbers and severity. Personal reasons lie in the individual psychological characteristics of the participants in the innovation process.

Situational reasons lie in the specific features of a single innovation situation. Each innovation is carried out under specific socio-economic, social, material, technical and other circumstances. These circumstances can lead to innovation conflicts.

During the implementation of innovations, contradictions arise between its supporters and opponents. Innovators expect improvements in organizational performance and personal functioning as a result of implementing an innovation. Conservatives fear that life and work will get worse. The position of each of these parties may be quite justified. In the struggle between innovators and conservatives, both may be right.

The majority of conflicts between innovators and conservatives (66.4%) occur during the implementation of management innovations, every sixth - pedagogical, and every tenth - material and technical innovations. Most often (65.1%) these conflicts arise at the stage of innovation implementation. The likelihood of conflicts arising during the implementation of innovations by their initiators is twice as high as in the case of innovations being introduced by team leaders.

It has been proven that innovation conflict has a multi-motivational character. The motives of opponents are different. As an innovator they are more socially oriented, while as a conservative they are more individually oriented. The main motives for an innovator to enter into conflict are: the desire to increase the efficiency of the team - 82%; desire to improve relationships in the team - 42%; reluctance to work in the old way - 53%; desire to realize their capabilities - 37%; desire to increase your authority - 28% conflict situations. A conservative is characterized by the following motives for entering into conflict: reluctance to work in a new way, change the style of behavior and activity - 72%; reaction to criticism - 46%; desire to insist on one's own - 42%; struggle for power - 21%; desire to preserve material and social benefits - 17%.

The initiator of innovative conflicts is predominantly the innovator (68.7% of the total number of conflicts). As a rule, he is a subordinate of his opponent (59% of situations from the total number of conflicts). An innovator is either a supporter of a new idea, or a creator or implementer of an innovation (64% of situations).

In the process of innovation conflict, opponents use more than 30 in various ways and fighting techniques. An innovator more often tries to influence an opponent through persuasion (74%), seeking help from others (83%), criticism (44%), appeals to positive experience introducing innovations and informing everyone around about innovations (50%). A conservative more often uses the following methods of influencing an opponent: criticism (49%); rudeness (36%); beliefs (23%); increased workload if he is the opponent’s boss (19%); threats (18%).

If during the process of conflict interaction opponents experience weak negative emotions, then only 25% of conflicts end with an unfavorable result for them and the team. If opponents feel strong negative emotions towards each other, then only 30% of such conflicts are resolved constructively.

Innovators are provided with support in conflicts much more often (95% of situations) than conservatives (58%). The motivation for supporting an innovator is predominantly of a business nature; a conservative is supported more often for personal reasons. Open and unambiguous support for the right-wing opponent in most cases allows the conflict to be resolved constructively. In the case of a high level of rightness (80-100%) of the opponent in the conflict and the presence of support from other people, the innovator is 17 times more likely (the Conservative is 3.6 times) more likely to win the conflict than to lose. The less the relations between opponents deteriorate, the more constructively the innovation process develops.

Efficiency individual activities opponents during an innovation conflict decreases somewhat. After the conflict is resolved, the quality of the activity of the opponent-innovator improves in 31.9% of situations compared to the pre-conflict period, remains unchanged in 47.6% and worsens in 20.5%. For a conservative opponent, these figures are respectively 26.5%; 54.6% and 19.9%.

Features of the influence of innovations on relationships and perceptions of innovation conflict in the work team: The introduction of any innovations is, to a large extent, not a technical, but a social and psychological process.

Innovations that are introduced hastily cause more resistance than innovations that are introduced gradually.

The stronger the negative emotions experienced by each other’s opponents, the less constructive the conflict is.

A conservative is less nervous in innovative conflicts compared to an innovator.

The more constructive the opponent’s position, the greater the likelihood of his victory in the conflict.

If the opponent manages to enlist the support of his colleagues, then the likelihood of resolving the conflict in his favor increases.

The better the team members are informed about the essence and features of the innovation, the less likely and acute the innovation conflicts.

An important feature of innovation conflicts is their significant impact on the success of the organization. The most innovation processes influence organizations that operate in conditions of uncertainty, organizations that are rapidly developing, producing new products or services. About 90% of all bankruptcies of American companies in the 70s were caused by poor management systems and failures to implement management innovations. Therefore, deviations from innovations and their poor thoughtfulness are not as insignificant as they might seem at first glance.

Typology of innovations

The features of innovation processes are determined by the predominant type of innovations that form these processes. In turn, the classification of innovations allows the organization implementing them to:

· ensure a more accurate identification of each innovation, determining its place among others, as well as opportunities and limitations;

Ensure effective communication between specific type innovations and innovation strategy of the organization;

· provide program planning and system management of innovations at all stages of its life cycle;

· develop an appropriate organizational and economic mechanism for implementing the innovation and replacing it with a new one in order to ensure implementation strategic objectives organizations;

· develop an appropriate compensation mechanism (overcoming anti-innovation barriers) to reduce the impact of innovation on the stability and balance of the system.

The main criteria for classifying innovations are: the complexity of the set of classification characteristics taken into account for analysis and coding; the possibility of quantitative (qualitative) determination of the criterion; scientific novelty and practical value of the proposed classification feature.

Based on the composition of innovations, a number of the most common types are distinguished.

1. By type of innovation, they distinguish between material, technical and social.

From the point of view influence on achieving the economic goals of the organization, material and technical innovations include product innovations (product innovations) and process innovations (technological innovations). Product innovations make it possible to ensure profit growth both by increasing the price of new products or modifying existing ones (in the short term), and by increasing sales volume (in the long term).

Process innovation improves economic indicators due to:

· improving the preparation of starting materials and process parameters, which ultimately leads to a reduction in production costs, as well as an increase in product quality;

· increase in sales volume due to productive use of existing production capacity;

· the possibility of mastering the production of new products that are promising from a commercial point of view, which could not be obtained due to the imperfection of the production cycle of the old technology.

Technological innovations appear either as a result of a single innovation process, i.e. close relationship between R&D to create a product and its manufacturing technology, or as a product of independent special technological research. In the first case, innovation depends on constructive and technical features new product and its subsequent modifications. In the second case, the object of innovation is not a specific new product, but a basic technology that undergoes evolutionary or revolutionary transformations in the process of technological research.

The development of each basic technology is characterized, as a rule, by an S-shaped logical curve. The slope of the curve and the turning points of development in each period of time reflect the effectiveness of technology and the degree to which technological potential is used. As you approach the limit, further improvement of this technology becomes economically impractical.

Knowing the limits of the technology used avoids extra costs and prepare for the new in a timely manner technological solution. When moving from basic technology to a new one, a technological gap or shift occurs, which entails a serious reorganization of production. Each organization develops its own strategy for transition to new technology.

There is a certain pattern in the sequence of application of the types of innovations under consideration when ensuring the profitability of the organization: first, as a rule, product innovations bring the greatest effect, then technological innovations, and the final cycle - product modifications. After some time, the cycle repeats with the transition to a new generation of products.

The relationship between product and technological innovations can be traced from the graphs of Ansoff I. He identifies three possible levels of technology variability relative to the life cycle of demand: stable, fruitful and changeable technologies.

A stable technology remains largely unchanged throughout the demand life cycle. The products created on its basis and offered to the market by many competing organizations are similar and differ only in quality and price. As market saturation is achieved, the organization modifies products by improving individual parameters and product design. However, there are no radical changes in technology.

The fruitful technology also remains unchanged for a long time. But progress in its development ensures the creation of a wide range of successive generations of products with better performance and a wider range of applications. The short life cycle of the product and the need to maintain the achieved market positions determine the organization’s constant focus on mastering innovation.

Changing technology implies the emergence during the life cycle of demand not only of new generations of products, but also of successive basic technologies. A change in technology has deeper consequences than the creation and development new products, since it nullifies all previous investments in Scientific research and development, scientific, technical and production personnel, equipment.

Experience shows that when new technology radically different from the old one, organizations are often forced to abandon the area of ​​​​activity in which they occupied a leading position.

Currently, any historically stable industry can instantly turn into a volatile one through the diversification of related technologies. The probability of such an event in any part of the demand life cycle increases the requirements for acceptance management decision based on a real assessment of the consequences of using new technology.

Social innovations include: economic (new methods of labor assessment, incentives, motivation, etc.), organizational and managerial (forms of labor organization, methods of decision-making and control over execution, etc.), legal and pedagogical innovations, innovations human activity(changes in intra-collective relations, conflict resolution, etc.).

Features of social innovations compared to material and technical ones are that:

· they have a closer connection with specific social relations and the business environment;

· they have a wide range of applications, because the implementation of technical innovations is often accompanied by the necessary managerial and economic innovations, while social innovations themselves do not require new technical equipment;

· their implementation is characterized by less visibility of the benefits and complexity of calculating efficiency;

· during their implementation there is no manufacturing stage (it is combined with design), which speeds up the innovation process;

2. According to innovative potential, radical (basic), improving (modified) and combinatorial (using various combinations) innovations are distinguished.

Radical innovations include the creation of fundamentally new types of products, technologies, and new management methods. The potential results of radical innovation are to provide long-term advantages over competitors and, on this basis, significantly strengthen market positions. In the future, they are the source of all subsequent improvements, enhancements, adaptations to the interests of individual consumer groups and other product upgrades. The creation of radical innovations is associated with a high level of risks and uncertainties: technical and commercial. This group of innovations is not common, but the returns from them are disproportionately significant.

Improving innovations lead to the addition of original designs, principles, and forms. It is these innovations (with a relatively low degree of novelty contained in them) that are the most common type. Each of the improvements promises a risk-free increase in the consumer value of the product, a reduction in the costs of its production, and therefore is necessarily implemented.

Combinatorial (innovations with predictable risk) are ideas that are relatively high degree novelties that, as a rule, are not radical in nature (for example, the development of a new generation of goods). These include all significant new products and market reactions that are easy to predict. The difference from radical (fundamentally unpredictable) innovations is that the development of a new generation of a particular product (including through the use of various combinations of design elements) due to the concentration of enormous resources necessarily ends in success.

3. Based on the principle of relation to its predecessor, innovations are divided into:

· replacement (imply the complete replacement of an obsolete product with a new one and thereby ensure more efficient performance of the corresponding functions);

· canceling (excludes the performance of any operation or the release of any product, but does not offer anything in return);

· returnable (imply a return to some initial state in the event of failure or non-compliance of the innovation with the new conditions of application);

· discoverers (create means or products that do not have comparable analogues or functional predecessors);

· retro-introductions (they reproduce at the modern level methods, forms and methods that have long since exhausted themselves).

4. According to the mechanism of implementation, the following are distinguished: single, implemented at one object, and diffuse, distributed over many objects, innovations; completed and unfinished innovations; successful and unsuccessful innovations.

5. According to the characteristics of the innovation process, innovation is distinguished into intra-organizational innovation, when the developer, manufacturer, and organizer of the innovation are in the same structure, and inter-organizational, when all these roles are distributed between organizations specializing in performing individual stages of the process.

6. Depending on the source of initiative or origin, innovation ideas are divided into author’s (own, independent) and custom-made (portable, borrowed).

7. Based on the scope of application, innovations can be targeted, systemic and strategic.

Conclusions: In conditions of economic instability, issues related to the aggravation of conflict in the team during the introduction and use of innovations in economic practice become particularly relevant. Innovations are controversial because, as a rule, there is no absolute certainty that they will be justified. The features of innovation processes are determined by the predominant type of innovations that form these processes.

Literature:

1. Babosov E.M. Sociology of management: Tutorial for university students. - 4th ed. - Mn.: TetraSystems, 2011. – 365 p.

2. Zakharov N.L., Kuznetsov A.L. Management of social development of an organization - M.: Infra-M, 2006. – 452 p.

3. Basics scientific management socio-economic processes: textbook / Ed. Belousova R. - M., 2008. – 365 s.

Topic 9. New management strategies: concepts and realities of management

By human resourses

Purpose of the lecture: Consider the concept and essence of management strategy, types of strategies, management strategies for the formation of new labor values ​​in modern enterprises

Questions:

1. The concept and essence of management strategy

2. Types of strategies

3. Management strategies for the formation of new labor values ​​at enterprises

Basic concepts: strategy, management strategy, human resources, management labor resources, labor potential, labor values

Book: Conflictology / Emelianenko L. M

11.2. Innovations and their impact on relationships in the workforce

In modern conditions of economic instability and transformation of social relations, issues related to the aggravation of conflict in the team during the introduction and use of innovations in economic practice become particularly relevant.

Innovation is the process of creating, disseminating and using a new practical means (innovation) to satisfy an existing social need in a new or better way; This is a process of changes associated with a given innovation in the social and material environment in which its life cycle takes place.

However, innovation is not something new that causes a change in the old in a natural, natural way. Innovations can also be considered numerous improvements that every person constantly introduces into his life, but which do not have significant novelty. A potential innovation is a new idea that has not yet been implemented.

Innovations are controversial because, as a rule, there is no absolute certainty that they will be justified. Sometimes the delayed negative consequences of an innovation completely cover its positive effect. Therefore, innovation often acts as an object of conflict.

The likelihood of conflict during the introduction of innovation increases for the following reasons. Large-scale innovations involve a large number of people with different interests in the innovation process, which often causes conflicts. Radical innovation increases the likelihood and severity of innovation conflicts. The rapid process of innovation is usually accompanied by conflicts. Social-psychological, informational and other support for the implementation process, the rational organization of which helps to prevent conflicts, has a noticeable impact on innovation conflicts.

Innovation conflict can be interpreted as opposition between supporters of innovation (innovators) and opponents (conservatives), which is accompanied by experiences of negative emotions towards each other.

The causes of innovation conflicts are divided into five groups.

The objective reasons lie in the natural clash of interests of innovators and conservatives. Supporters and opponents of innovations have always been, are and will be independent of any factors. The spirit of innovation and the spirit of conservatism are inherent in a person, a social group, and humanity as a whole. In addition, large-scale reforms carried out in society, industry, and organizations objectively give rise to many innovative conflicts.

Organizational and managerial reasons lie in the poor functioning of political, social, and management mechanisms for conflict-free assessment, implementation and dissemination of innovations. If there was an effective organization of the procedure for timely identification, objective assessment and implementation, most innovations would be applied without conflicts. The commitment of managers to a positive perception of the new, their participation in innovation processes would help reduce the number of conflicts.

Innovative reasons are associated with the characteristics of the innovation itself. Various innovations give rise to conflicts of varying number and severity.

Personal reasons lie in the individual psychological characteristics of the participants in the innovation process.

Situational reasons lie in the specific features of a single innovation situation. Each innovation is carried out under specific socio-economic, social, material, technical and other circumstances. These circumstances can give rise to innovation conflicts.

During the implementation of innovations, contradictions arise between its supporters and opponents. Innovators expect improvements in organizational performance and personal functioning as a result of implementing an innovation. Conservatives fear that life and work will get worse. The position of each of these parties may be quite justified. In the struggle between innovators and conservatives, both may be right.

The majority of conflicts between innovators and conservatives (66.4%) occur during the implementation of management innovations, every sixth - pedagogical, and every tenth - material and technical innovations. Most often (65.1%) these conflicts arise at the stage of innovation implementation. The likelihood of conflicts arising when innovations are introduced by their initiators is twice as high as when innovations are introduced by team leaders.

It has been proven that innovation conflict has a multi-motivational character. The motives of opponents are different. For an innovator they are more socially oriented, while for a conservative they are individually oriented. The main motives for an innovator to enter into conflict are: the desire to increase the efficiency of the team - 82%; desire to improve relationships in the team - 42%; reluctance to work in the old way - 53%; desire to realize their capabilities - 37%; desire to increase your authority - 28% of conflict situations. A conservative is characterized by the following motives for entering into conflict: reluctance to work in a new way, change the style of behavior and activity - 72%; reaction to criticism - 46%; the desire to insist on one's own - 42%; struggle for power - 21%; desire to preserve material and social benefits - 17%.

The initiator of innovative conflicts is predominantly the innovator (68.7% of the total number of conflicts). As a rule, he is a subordinate of his opponent (59% of situations from the total number of conflicts). An innovator is either a supporter of a new idea, or a creator or implementer of an innovation (64% of situations).

In the process of innovative conflict, opponents use more than 30 different methods and techniques of struggle. An innovator more often tries to influence an opponent through persuasion (74%), seeking help from others (83%), criticism (44%), appealing to the positive experience of innovation and informing everyone around about innovations (50%). A conservative more often uses the following methods of influencing an opponent: criticism (49%); rudeness (36%); belief (23%); increased workload if he is the opponent’s boss (19%); threats (18%).

If during the process of conflict interaction opponents experience weak negative emotions, then only 25% of conflicts end with an unfavorable result for them and the team. If opponents experience strong negative emotions towards each other, then only 30% of such conflicts are resolved constructively.

Innovators are provided with support in conflicts much more often (95% of situations) than conservatives (58%). The motivation for supporting an innovator is predominantly of a business nature; a conservative is supported more often for personal reasons. Open and unambiguous support for the right-wing opponent in most cases allows the conflict to be resolved constructively. In the case of a high level of rightness (80-100%) of the opponent in the conflict and the presence of support from other people, the innovator is 17 times more likely (the conservative is 3.6 times) to win the conflict than to lose. The less the relationship between opponents deteriorates, the more constructively the innovation process develops.

The effectiveness of individual activities of opponents during an innovation conflict is somewhat reduced. After the conflict is resolved, the quality of the opponent-innovator’s activity, compared to the pre-conflict period, improves in 31.9% of situations, remains unchanged in 47.6% and worsens in 20.5%. For a conservative opponent, these figures are respectively 26.5%; 54.6% and 19.9%.

Features of the influence of innovations on relationships and perceptions of innovative conflict in the workforce:

The introduction of any innovation is to a large extent not a technical, but a social and psychological process.

Innovations that are introduced hastily generate more resistance than innovations that are introduced gradually.

The stronger the negative emotions experienced by opponents towards each other, the less constructive the conflict is.

A conservative is less nervous in innovative conflicts compared to an innovator.

The more constructive the opponent’s position, the greater the likelihood of his victory in the conflict.

If the opponent manages to gain support from his colleagues, then the likelihood of resolving the conflict in his favor increases.

The better the team members are informed about the essence and features of the innovation, the less likely and acute the innovation conflicts.

An important feature of innovation conflicts is their significant impact on the success of the organization. Innovation processes most noticeably affect organizations that operate in conditions of uncertainty, organizations that are rapidly developing, developing new products or services. About 90% of all American company bankruptcies in the 70s were caused by poor management systems and failures to implement management innovations. Therefore, deviations from innovations and their poor thoughtfulness are not as harmless as they might seem at first glance.

1.	Conflictology / Emelyanenko L. M.
2.	1. THE ESSENCE OF THE CONFLICT AND ITS CHARACTERISTIC FEATURES 1. THE ESSENCE OF THE CONFLICT AND ITS CHARACTERISTIC FEATURES 1.1. Final and intermediate goals
3.	1.2 Definition of conflict
4.	1.3 Conflict situation and incident as prerequisites for conflict
5.	1.4. Characteristic signs of conflict
6.	1.5. Objective and subjective components of conflict interaction
7.	1.6. Limits of the conflict
8.	1.7. Types and types of conflicts
9.	1.8. Conclusions, practical recommendations and tools for managers to use in a professional situation
10.	2. CAUSES AND CONSEQUENCES OF CONFLICTS IN AN ORGANIZATION 2. CAUSES AND CONSEQUENCES OF CONFLICTS IN AN ORGANIZATION 2.1. Final and intermediate goals
11.	2.2. Typical causes of conflicts in an organization
12.	2.3. Functions of conflicts and their direction
13.	2.4. The impact of conflict on the social environment and its participants
14.	2.5. Positive consequences of conflicts
15.	2.6. Negative consequences of conflicts
16.	2.7. Conclusions, practical recommendations and tools for managers to use in a professional situation
17.	3. CONFLICT MANAGEMENT SYSTEM IN THE ORGANIZATION 3. CONFLICT MANAGEMENT SYSTEM IN THE ORGANIZATION 3.1. Final and intermediate goals
18.	3.2. Rules for handling conflicts in an organization
19.	3.3. The essence of a conflict management system
20.	3.4. Model of organizational mechanism for conflict management
21.	3.5. General principles of conflict management
22.	3.6. Conflict Management Techniques
23.	3.7. The role of the manager in the conflict management process
24.	3.8. The objective need to regulate conflicts in production conditions
25.	3.9. Conclusions, practical recommendations and tools for a manager in a professional situation
26.	4. PREVENTION AND PREVENTION OF CONFLICTS 4. PREVENTION AND PREVENTION OF CONFLICTS 4.1. Final and intermediate goals
27.	4.2. The essence and significance of prevention processes and preventing the occurrence of conflicts
28.	4.3. Prerequisites for success, difficulties in preventing conflicts
29.	4.4. Technology of conflict prevention and prevention
30.	4.5. Tools for conflict prevention and prevention
31.	4.6. Tools for managing emotions in conflict prevention and prevention
32.	4.7 Conclusions, practical recommendations and tools for managers to use in a professional situation
33.	5. DIAGNOSIS OF THE CONFLICT AND ADJUSTMENT OF THE BEHAVIOR OF ITS PARTICIPANTS 5. DIAGNOSIS OF THE CONFLICT AND ADJUSTMENT OF THE BEHAVIOR OF ITS PARTICIPANTS 5.1. Final and intermediate goals
34.	5.2. The logic of timely diagnosis of conflict
35.	5.3. Conflict diagnostic technology
36.	5.4. Conflict diagnostic technology tools
37.	5.5. Positions and styles of behavior of conflict participants
38.	5.6. Conclusions, practical recommendations and tools for managers to use in a professional situation
39.	6. FORECASTING THE DEVELOPMENT OF CONFLICTS 6. FORECASTING THE DEVELOPMENT OF CONFLICTS 6.1. Final and intermediate goals
40.	6.2. Features of conflict forecasting
41.	6.3. Main periods and stages of conflict development
42.	6.4. Conflict escalation
43.	6.5. Conflict reversal
44.	6.6. Forms, results and criteria for ending conflicts
45.	6.7. Dynamics of the conflict, taking into account the deformation of the relationships between its participants
46.	6.8. Conditions and factors for productive resolution of conflicts
47.	6.9. Actions of the leader in the process of conflict development
48.	6.10. Conclusions, practical recommendations and tools for managers to use in a professional situation
49.	7. CONFLICT RESOLUTION 7. CONFLICT RESOLUTION 7.1. Final and intermediate goals
50.	7.2. The essence of the conflict resolution process
51.	7.4. Common mistakes when resolving conflicts
52.	7.5. Conflict resolution technology
53.	7.6. Constructive tools for conflict resolution
54.	7.7. Conclusions, practical recommendations and tools for managers to use in a professional situation
55.	8. STRESS MANAGEMENT IN A CONFLICT SITUATION 8. STRESS MANAGEMENT IN A CONFLICT SITUATION 8.1. Final and intermediate goals
56.	8.2. Classification of stressors and their consequences
57.	8.3. Essence, factors and types of stress
58.	8.4. Dynamics of development of internal tension during stress
59.	8.5. Levels and methods of stress management
60.	8.6. Conditions for preventing stress
61.	8.7. Psychological readiness of work team members to withstand stress
62.	8.8. Techniques for coping with stressful situations
63.	8.9. Techniques for neutralizing stress
64.	8.10. Conclusions, practical recommendations and tools for managers to use in a professional situation
65.

11.2. Innovations and their impact
on relationships in the workforce

In modern conditions of economic instability and transformation of social relations, issues related to the aggravation of conflict in the team during the introduction and use of innovations in economic practice become particularly relevant.

Innovation is the process of creating, disseminating and using a new practical means (innovation) to satisfy an existing social need in a new or better way; This is a process of changes associated with a given innovation in the social and material environment in which its life cycle takes place.

However, innovation is not something new that replaces the old in a natural, natural way. The numerous improvements that every person constantly introduces into his life, but which do not have significant novelty, cannot be considered innovations. A potential innovation is a new idea that has not yet been implemented.

Innovations are controversial because, as a rule, there is no absolute certainty that they will be justified. Sometimes the delayed negative consequences of an innovation completely cover its positive effect. Therefore, innovation often acts as an object of conflict.

The likelihood of conflict during the introduction of innovation increases for the following reasons. Large-scale innovations involve a large number of people with different interests in the innovation process, which often causes conflicts. The radical nature of innovation increases the likelihood and severity of innovation conflicts. The rapid process of innovation is usually accompanied by conflicts. Social-psychological, informational and other support for the implementation process, the rational organization of which contributes to the prevention of conflicts, has a noticeable impact on innovation conflicts.

Innovation conflict can be interpreted as opposition between supporters of innovation (innovators) and opponents (conservatives), which is accompanied by experiences of negative emotions towards each other.

The causes of innovation conflicts are divided into five groups
.

The objective reasons lie in the natural clash of interests of innovators and conservatives. Supporters and opponents of innovations have always been, are and will be independent of any factors. The spirit of innovation and the spirit of conservatism are pre-inherent in a person, a social group, and humanity as a whole. In addition, large-scale reforms carried out in society, industry, and organizations objectively give rise to many innovative conflicts.

Organizational and managerial reasons consist in the poor functioning of political, social, and management mechanisms for conflict-free assessment, implementation and dissemination of innovations. If there was an effective organization of the procedure for timely identification, objective assessment and implementation, most innovations would be applied without conflicts. The commitment of managers to a positive perception of the new, their participation in innovation processes would help reduce the number of conflicts.

Innovative reasons are associated with the characteristics of the innovation itself. Various innovations give rise to conflicts of varying number and severity.

Personal reasons lie in the individual psychological characteristics of the participants in the innovation process.

Situational reasons consist in the specific features of a single innovation situation. Each innovation is carried out under specific socio-economic, social, material, technical and other circumstances. These circumstances can cause innovation conflicts to arise.

During the implementation of innovations, contradictions arise between its supporters and opponents. Innovators expect improvements in organizational performance and personal functioning as a result of the introduction of innovation. Conservatives fear that life and work will get worse. The position of each of these parties may be quite justified. In the struggle between innovators and conservatives, both may be right.

The majority of conflicts between innovators and conservatives (66.4%) occur during the implementation of management innovations, every sixth - pedagogical, and every tenth - material and technical innovations. Most often (65.1%) these conflicts arise at the stage of introducing innovations. The likelihood of conflicts arising during the implementation of innovations by their initiators is twice as high as in the case of innovations being introduced by team leaders.

It has been proven that innovation conflict has a multi-motivational character. The motives of opponents are different. For an innovator they are more socially oriented, while for a conservative they are individually oriented. The main motives for an innovator to enter into conflict are: the desire to increase the efficiency of the team - 82%; desire to improve relationships in the team - 42%; reluctance to work in the old way - 53%; desire to realize their capabilities - 37%; desire to increase your authority - 28% of conflict situations. A conservative is characterized by the following motives for entering into conflict: reluctance to work in a new way, change the style of behavior and activity - 72%; reaction to criticism - 46%; the desire to insist on one's own - 42%; struggle for power - 21%; desire to preserve material and social benefits - 17%.

The initiator of innovative conflicts is predominantly the innovator (68.7% of the total number of conflicts). As a rule, he is a subordinate of his opponent (59% of situations from the total number of conflicts). An innovator is either a supporter of a new idea, or a creator or implementer of an innovation (64% of situations).

In the process of innovative conflict, opponents use more than 30 different methods and techniques of struggle. An innovator more often tries to influence an opponent through persuasion (74%), seeking help from others (83%), criticism (44%), appealing to the positive experience of innovation and informing everyone around about innovations (50%). A conservative more often uses the following methods of influencing an opponent: criticism (49%); rudeness (36%); belief (23%); increased workload if he is the opponent’s boss (19%); threats (18%).

If during the process of conflict interaction opponents experience weak negative emotions, then only 25% of conflicts end with an unfavorable result for them and the team. If opponents experience strong negative emotions towards each other, then only 30% of such conflicts are resolved constructively.

Innovators are provided with support in conflicts much more often (95% of situations) than conservatives (58%). The motivation for supporting an innovator is predominantly of a business nature; a conservative is supported more often for personal reasons. Open and unambiguous support for the right-wing opponent in most cases allows the conflict to be resolved constructively. In the case of a high level of rightness (80-100%) of the opponent in the conflict and the presence of support from other people, the innovator is 17 times more likely (the conservative is 3.6 times) to win the conflict than to lose. The less the relationship between opponents deteriorates, the more constructively the innovation process develops.

The effectiveness of individual activities of opponents during an innovation conflict is somewhat reduced. After the conflict is resolved, the quality of the opponent-innovator’s activity, compared to the pre-conflict period, improves in 31.9% of situations, remains unchanged in 47.6% and worsens in 20.5%. For a conservative opponent, these figures are respectively 26.5%; 54.6% and 19.9%.

Features of the influence of innovations on relationships and perceptions of innovative conflict in the workforce:

The introduction of any innovation is to a large extent not a technical, but a social and psychological process.

Innovations that are introduced hastily cause more resistance than innovations that are introduced gradually.

The stronger the negative emotions experienced by opponents towards each other, the less constructive the conflict is.

A conservative is less nervous in innovative conflicts compared to an innovator.

The more constructive the opponent’s position, the greater the likelihood of his victory in the conflict.

If the opponent manages to gain support from his colleagues, then the likelihood of resolving the conflict in his favor increases.

The better the team members are informed about the essence and features of the innovation, the less likely and acute the innovation conflicts.

An important feature of innovation conflicts is their significant impact on the success of the organization. Innovation processes most noticeably affect organizations that operate in conditions of uncertainty; organizations are rapidly developing, developing new products or services. About 90% of all American company bankruptcies in the 70s were caused by poor management systems and failures to implement management innovations. Therefore, deviations from innovations and their poor thoughtfulness are not as harmless as they might seem at first glance.

An organization concentrates its efforts on change if new strategies are developed, the efficiency of its activities decreases, it is in a state of crisis, or management pursues its own personal goals. One of the components of introducing innovation is development of a new idea by an organization. The author of the idea needs:

1) Identify the group's interest in the idea, including the implications of the innovation for the group, the size of the group, the range of opinions within the group, etc.;

2) Develop a strategy to achieve the goal;

3) Identify alternative strategies;

4) Finally choose a strategy of action;

5) Determine a specific detailed action plan.

People tend to have a wary negative attitude towards all changes, since innovation usually poses a potential threat to habits, way of thinking, status, etc. Highlight 3 types of potential threats when implementing innovations:

a) Economic (decrease in income or its decrease in the future);

b) Psychological (feeling of uncertainty when changing requirements, responsibilities, work methods);

c) Social and psychological (loss of prestige, loss of status, etc.).

A specially designed program for overcoming resistance to change is required. In some cases when introducing innovations it is necessary:

a) Provide a guarantee that this will not be associated with a decrease in employee income;

b) Invite employees to participate in decision-making during changes;

c) Identify in advance possible concerns of workers and develop compromise options taking into account their interests;

d) Implement innovations gradually, on an experimental basis.

The basic principles of organizing work with people during innovation are:

1. The principle of informing about the essence of the problem;

2. The principle of preliminary assessment (informing at the preparatory stage about the necessary efforts, predicted difficulties, problems);

3. The principle of initiative from below (it is necessary to distribute responsibility for the success of implementation at all levels);

4. The principle of individual compensation (retraining, psychological training etc.);

5. The principle of typological features of perception and innovation by different people.

The following are distinguished: types of people in their attitude to innovation:

1. Innovators– people who are characterized by a constant search for opportunities to improve something;

2. Enthusiasts– people who accept new things regardless of the degree of its elaboration and validity;

3. Rationalists– accept new ideas only after a thorough analysis of their usefulness, assessment of the difficulty and possibility of using innovations;

4. Neutrals– people who are not inclined to take a word or a single useful sentence;

5. Skeptics– these people can become good controllers of projects and proposals, but they slow down innovation;

6. Conservatives– people who are critical of everything that has not been tested by experience, their motto is “no new products, no changes, no risks”;

7. Retrogrades– people who automatically deny everything new (“the old is obviously better than the new”).

Types of possible consequences when changing the organizational structure:

a) Potentially real conflicts in connection with the reorganization of old ones and the formation of new ones structural divisions;

b) The occurrence of workplace conflict, that is, it arises after an unclear definition of rights and responsibilities, distribution of power and responsibility;

c) Creating uncertainty among members of the organization about tomorrow, the correctness of the chosen course;

d) Changes in communications within the organization lead to disruption of information flows, in some cases associated with the concealment of information by a number of managers and employees.

Organizational culture.

Organizational climate and organizational culture are two terms that serve to describe a set of characteristics that are inherent in a particular organization and distinguish it from other organizations.

Organizational climate includes less stable characteristics, more susceptible to external and internal influences. Given the general organizational culture of an enterprise organization, the organizational climate in its two departments can vary greatly (depending on the leadership style). Under the influence of organizational culture, the causes of contradictions between managers and subordinates can be eliminated.

The main components of the organizational climate are:

1. Managerial values ​​(the values ​​of managers and the characteristics of the perception of these values ​​by employees are important for the organizational climate, both within formal and informal groups);

2. Economic conditions(here it is very important to have a fair distribution of relations within the group, whether the team participates in the distribution of bonuses and incentives for employees);

3. Organizational structure (its change leads to a significant change in the organizational climate in the organization);

4. Characteristics of the organization's members;

5. Size of the organization (in large organizations there is greater rigidity and more bureaucracy than in small ones, the creative, innovative climate is more high level cohesion is achieved in small organizations);

7. Management style.

IN modern organizations a lot of effort is put into shaping and studying organizational climate. There are special methods for studying it. It is necessary in the organization to form among employees the judgment that the work is difficult but interesting. In some organizations, the principles of interaction between the manager and staff were defined and enshrined in writing, often increasing the level of team cohesion by organizing joint leisure activities for employees and their family members.

Organizational culture- this is a complex of the most stable and long-lasting characteristics of an organization. Organizational culture combines the values ​​and norms characteristic of the organization, styles of management procedures, concepts of technological social development. Organizational culture sets the limits within which confident decision-making is possible at each level of management, opportunities rational use resources of the organization, determines responsibility, gives direction for development, regulates management activities, promotes employee identification with the organization. The behavior of individual employees is influenced by organizational culture. Organizational culture has a significant impact on the effectiveness of an organization.

Basic parameters of organizational culture:

1. Emphasis on external (customer service, focus on consumer needs) or internal tasks. Organizations are focused on meeting consumer needs and have significant advantages in market economy, is competitive;

2. The focus of activity on solving organizational problems or on the social aspects of the functioning of the organization;

3. Measures of risk preparedness and innovation;

4. The degree of preference for group or individual forms of decision-making, that is, with a team or individually;

5. The degree of subordination of activities to pre-drawn plans;

6. Expressed cooperation or competition between individual members and groups in the organization;

7. The degree of simplicity or complexity of organizational procedures;

8. A measure of employee loyalty in the organization;

9. The degree of awareness of employees about their role in achieving the goal in the organization

Properties of organizational culture:

1. Collaboration forms the team’s ideas about organizational values ​​and ways to follow these values;

2. Community means that all knowledge, values, attitudes, customs are used by a group or labor collective to satisfy;

3. Hierarchy and priority, any culture represents a ranking of values, often the absolute values ​​of society are considered the most important for the team;

4. Systematicity, organizational culture is a complex system that combines individual elements into a single whole.

The influence of organizational culture on the activities of the organization manifests itself in the following forms:

a) Employees’ identification of their own goals with the goals of the organization through the acceptance of its norms and values;

b) Implementation of norms prescribing the desire to achieve the goal;

c) Formation of the organization’s development strategy;

d) The unity of the process of implementing strategy and the evolution of organizational culture under the influence external environment(the structure changes, therefore the organizational culture changes).

IN short term the introduction of innovations worsens economic performance, increases the costs of the prize, requires additional capital investments in R&D, intensive innovations, including implementation new technology and technology disrupts stability, increases uncertainty and increases the risk of production. activities Moreover, innovations do not allow full implementation. production resources reduce production load. power may lead to incomplete use of personnel, to the masses. layoffs For rent and financial indicators. Stand before I am new. Techniques in more than half of the cases unwanted In science-intensive progressive. In industries, the situation is the other way around, technologist. innovations sharply increase the competitiveness of the enterprise and lead to max. long-term profit period. When implementing the principle. new technologist. the decision may not matter. unprofitability of production activities not only in the short term, but in the long term. period.

Foreign economic activity of the company- this is one of its areas economic activity related to entering foreign markets and functioning in foreign markets.
Directions, forms, methods foreign economic activity depend on the type of entrepreneurship of the company - production, commercial, financial or a combination of types of entrepreneurship.
Foreign economic activity includes the following main areas:
*exit to foreign market;
*export-import supplies of goods, services and capital;
*monetary, financial and credit operations;
*creation and participation in joint ventures;
*international marketing;
* monitoring of national economic policy and economics of micro-economic relations.
The foreign economic activity strategy implies careful consideration of all alternative options in the field of foreign economic activity related to long-term goals and their rationale for making certain decisions.
A strategy that establishes the general framework for foreign economic activity is always necessary, even if difficulties arise in its implementation. Success in achieving the long-term goals of a company's foreign economic activity depends on the influence of both external and internal factors, which must be carefully considered when developing a strategy.
External factors can be represented by three blocks of factors that influence the long-term goals of a company’s foreign economic activity and, therefore, require their consideration when choosing a strategy. They are as follows:
1) National foreign economic policy;
2) International economic relations and trends in global economic relations;
3) Factors of the country's markets - the strategic field of activity of the company internal factors relate:
* organizational structure firms;
* flexibility of the foreign economic activity management system;
* organization international marketing;
* principles of activity of managers in the field of foreign economic activity;
* quality and speed of obtaining information related to foreign economic activity;
* creation of incentives for personnel engaged in the field of foreign economic activity of the company

Forecasting- the process of developing forecasts. Under forecast is understood as a scientifically based judgment about the possible states of an object in the future, about alternative paths and periods of its existence. Forecast in the control system. pre-planned development of multivariate models for the development of a managed object. To the basics methods for forecasting management decisions include: normative, experimental, parametric, extrapolation, index, expert, assessment of technical strategies, functional, combined, etc. Forecasting tasks: analysis and identification of fundamentals. development trends in this area, selection of indicators that have a significant impact on the value being studied; choice of forecast method and forecast lead time; forecast of object quality indicators; forecast of parameters of the organizational and technical level of production and other elements affecting the forecast indicators.

Organization of forecasting work is a set of interrelated activities aimed at creating conditions for predicting the beneficial effect and elements of total costs for products in order to prepare information for making operational and strategic decisions. The objectives of organizing forecasting work are:

Collection and systematization of necessary information for forecasting;

Training of specialists proficient in basic techniques and methods of forecasting;

Formation and organization of the functioning of working programming bodies integrated with existing management services

Principles of organizing forecasting work. The rational organization of forecasting work should ensure the prompt receipt of options for the development of the quality characteristics of the object under study, the conditions of its production and consumption, the trend of changes in the beneficial effect and cost elements at the stages of the object’s life cycle and the reduction of costs and time to carry out the forecast. Fulfillment of these requirements is possible subject to the following principles of organizing forecasting work: targeting, parallelism, continuity, direct flow, automaticity, adequacy, controllability, alternativeness, adaptability, etc.

Targeting principle consists in making forecasts for a strictly defined research or design organization, as well as the pre-manufacturer of the object.

Parallel principle Carrying out work on the forecast by various services is used to reduce the time for collecting and processing the outcome. information and fulfillment of the forecast itself.

Continuity principle consists of the systematic collection and processing of incoming additional information after completing the forecast and making necessary adjustments to the forecast as needed.

Direct flow principle provides for the expedient transfer of information from one performer to another along the shortest path.

Automatic principle I'm in. one of the fundamentals. to reduce time and labor costs for collecting and processing initial data and performing forecasts.

Principle of adequacy helps to more accurately assess the likelihood of realizing the identified trend of changes in the beneficial effect and the costs of obtaining it.

Controllability principle it is necessary to apply quantitative assessments of quality and cost indicators, economic and mathematical methods and management models.

The principle of alternativeness the forecast is associated with the possibility of developing an object, its individual components and manufacturing technology along different trajectories, with different costs depending on the use of certain principles embedded in the design or technology.

The principle of adaptability forecasting consists in studying and maximizing the use of factors of the external and internal environment of an object as a system, in adapting forecasting methods and parameters to these factors, to a specific situation.