Kompetentnost' 8/129/2015
ISSN 1993-8780
MANAGEMENT 15
Restructuring Management as the Basis
of the Transition to a Sustainable Development of Industrial Enterprises in Russia
L.V. Sergienko, Associate Professor, Financial University at the Government of Russian Federation, General Management
Department, Moscow, Russia, sergilub@yandex.ru
key words
innovation, innovation potential, innovation factors, innovative development, reorganization
of companies, human capital, cartoonist, commercialization
of innovations, innovation transfers
Referenсes
Problems of the innovations’ strategic management development at the present stage are considered in this article. Some aspects of efficiency approaches to innovations’ management are investigated. There are such as efficiency analysis of various organizational structures of innovative activity management and application options of innovative strategy of the enterprises’ development. Formation conditions of innovation-active company in the industry of Russia are investigated. Major factors which define them are allocated in this work. The analysis of procedures of radical restructuring is carried out. The aspects of management defining transition to functioning on an innovative basis of the modern companies such as: positive approach, role functions of the head in the processes of innovative management, the nature of involvement of the personnel in innovative processes, a benchmarking, methods of carrying out organizational changes are investigated. The comparative analysis of the features of positive approach and traditionally sensible approaches is carried out. Differences of innovative management at the present stage: the traditional manager and the innovative manager are investigated. Main areas of the modern manager’s work, such as the motivation of the personnel and application of a command method of the activity organization are analyzed. The benchmarking as the instrument of organizational restructuring is investigated. Efficiency of the method of carrying out organizational changes — cultivation as an alternative of organizational surgery is analyzed.
1. Goldstein G. Innovatsionnyy menedzhment: uchebnoe posobie [Innovative management, manual], TSRU, 2006.
2. Innovatsionnyy menedzhment [Innovative management], Moscow, Economy, 2010.
3. Innovatsionnyy menedzhment, uchebnoe posobie dlya vuzov, pod red. S.D. Il’enkovoy [Innovative management: The manual for higher education institutions, under the editorship of S. Ilyenkovoy], Moscow, Yuniti-Dana, 2007, 335 p.
4. Konovalov V.M. Innovatsionnaya saga [Innovative saga], Moscow, Williams, 2010.
innovation/innovation.httm.
6. Dagayev A.Kh. Rychagi innovatsionnogo rosta [Levers of innovative growth], Problemy teorii i praktiki upravleniya, 2009, no. 5.
7. Sheko P. Innovatsionnyy khozyaistvennyy mekhanizm [Innovative economic mechanism], Problemy teorii i praktiki upravleniya, 2009, no. 2.
8. Khotyasheva O. Organizatsionnye formy upravleniya innovatsionnoy deyatel’nost’yu amerikanskikh kompaniy [The management innovative activity organizational forms of the American companies’ management innovative activity], Problemy teorii i praktiki upravleniya,
2007, no. 6.
