DEVELOPMENT AND INNOVATIONS IN SCIENCE
International scientific-online conference
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KEY ISSUES OF ORGANIZING INNOVATIVE MANAGEMENT
ACTIVITY OF THE ENTERPRISE
Bakhtiyor Tukhliyev
Samarkand State University named after Sharof Rashidov
https://doi.org/10.5281/zenodo.14550824
Annotation:
This article examines the importance of innovation and the
features of innovative management. Innovative processes and types are studied.
Based on the analysis, recommendations on the use of innovative management
are proposed.
Key words
:
innovative management, innovative processes, innovative
management, innovation strategy, innovation.
The large-scale socio-economic reforms being carried out in our republic
today require economic entities to improve their management system based on
modern mechanisms. This is due, on the one hand, to the need to democratize
economic activity and gradually transition to new modern methods of economic
management based on the principles of market relations at all levels of
management, and on the other hand, it is based on improving the system of state
regulation of the entire system of economic relations in accordance with market
conditions using economic methods. In the conditions of market relations, it is
necessary to foresee urgent problematic issues, changes that are taking place
and opportunities that may arise, to develop economic policy and strategy, and
to manage these changes using new methods, new techniques and technologies.
One of the means of achieving the goals of the enterprise is an innovative
strategy. It is characterized by the ability to influence changes in the internal and
external environment of the enterprise. From this point of view, the
development of an innovative strategy is a necessary measure when a crisis
situation arises in the enterprise. According to A.A. Belyaev and E.M. Korotkov,
innovation is a necessary element of anti-crisis management [4].
In the initial approaches, innovation was considered a process associated
with creative activity. It was understood as a "black box" that could find
expression in an irrational, unorganized model [5]. Over the years, as a result of
the development of scientific potential and technology, and the improvement of
technological processes, several models of innovation have emerged. These
models differ depending on the characteristics of the enterprise and the
macroeconomic environment.
According to A.V. Zubkov, innovations are divided into the following types:
– product innovation;
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– technological innovation;
– process innovation;
– organizational innovation [3].
Product innovation is related to the creation of new products or the
improvement of existing products. It is also carried out in conjunction with
technological innovation, since a new product requires new knowledge and
technology to produce it.
Process innovation aims to save resources and improve product quality,
resulting in increased production capacity.
Organizational innovation is aimed at improving the organizational
structure of an enterprise in order to bring it to a new level and achieve
efficiency. R. Gimush and F. Matmurodov distinguished the innovation process
into 2 types: leading (pioneer) and chasing.
The process of innovation of the pioneer type represents the threshold for
achieving world leadership (in the case of the USA).
The process of catch-up innovation is characterized by being cheap and
producing results quickly (for example, Japan).
According to J. Kambarov and N. Makhmudova, innovation management
consists of the processes of developing innovation projects aimed at
implementing the enterprise's established innovation strategy, supporting
initiatives, introducing technical and technological innovations, and expanding
production through the introduction of innovations in management, planning,
motivation, and control.
The use of innovations in enterprise management serves the efficient
operation of enterprises. These innovations can include:
– organization of business intelligence (innovative technologies that
combine the stability of business operations and the efficiency of all types of
enterprise activities in conditions of unlimited data);
– implementation of the concept of business continuity (Business
Continuity Management - innovative technologies that effectively affect
disruptions in business processes, reduce losses and reduce costs);
– application of a marketing strategy for management (reconstruction of
old or creation of new marketing tools, marketing research assets, creation of
brand capital.
Innovation management is a set of organizational economic, psychological,
social methods, methods of management of all stages of the innovation process.
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It is also about implementing changes in management. In our opinion, these
processes can be reflected as follows (Fig. 1.)
The technical sphere of management, based on innovation, includes labor
tools, equipment and devices, and means of communication. The technological
sphere includes technological processes, raw materials, personnel qualifications,
know-how, etc. The socio-economic sphere focuses on the organization of labor,
creative potential, organizational culture, and supply elements.
Figure 1. Scheme of areas of implementation of innovative
management
The management cycle includes factors such as new decision-making
methods, organizational structure, employee motivation, and personnel
management.
Resources and organizational structures that provide innovative processes
can be different. These include technopolises, laboratories of large corporations,
organizational forms of exhibition trade complexes, innovation centers,
management and organizational consulting firms. These resources are
developing as a result of the development of science and technology in the
market economy.
Stimulation of innovative activity by the state can be implemented in the
following forms:
– direct financing.
– providing interest-free bank loans to innovators;
– creation of innovative funds and giving them benefits;
Innovation
management
enterprise
strategy policy
application of
technologies
in production
organizational
structure
financial,
technical,
human
resources
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– reduction of patent payments to individual inventors;
– establishment of technopolis and technoparks;
– allocating targeted subsidies and subsidies to small innovative
businesses by the state;
– setting a preferential tax rate for profits from scientific developments;
The innovative potential of an enterprise is one of the characteristics that
indicate its competitiveness. At the same time, the innovative capabilities of an
enterprise also depend on the conditions created for it by the state, and the state
policy in the field of innovation. Therefore, developed countries in their state
programs set the goal of developing scientific and technological equipment,
innovation, and improving the infrastructure in this area.
In particular, the US has a developed institutional structure in science and
technology policy. The American Science Foundation and the American Science
Council determine the directions of fundamental research. They also implement
the scientific and technical interests of industry and universities. The peculiarity
of the American structure in the management of scientific and technological
development is reflected in the close interaction of the state with private
business [2].
These organizations are financed by public and private sources. Studies
conducted in the United States have shown that the money spent gives good
results. Technological transfers serve to increase the volume of supply and sales,
improve product quality, introduce new equipment and technologies, improve
production processes, and improve personnel skills.
The Council for Scientific Affairs describes the strategic direction of the
state for scientific and technological development and determines how much
money will be spent on them from the state budget. The Science and Technology
Administration is engaged in the development and implementation of major
national programs. The Japan Research and Development Corporation also
operates in this area and supports new scientific firms [1].
In our opinion, it is necessary to form a legal basis for the creation of
innovative management in our country. Also, during the implementation of the
innovation policy by the state, the following measures should be implemented:
– state support for fundamental research;
– freedom of scientific and technical creativity;
– integration of education, scientific and technical activities;
– support for competition within the framework of innovative activities,
creation of a favorable innovative environment;
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– development of a strategy for training personnel for new industries;
– development of international cooperation.
In addition, the introduction of new technologies in production, the
creation of scientific research centers for the practical application of innovations
aimed at increasing product competitiveness and increasing labor productivity
will create opportunities for sustainable development of our economy.
The use of innovations in the production process is reflected in the use of
innovations in working with partners in the external and internal environment
of the enterprise. In particular, it is necessary to pay attention to such factors as
the production of products that do not require initial investment in the
technological process, the introduction of innovations in working with suppliers,
and the saving of time and excess costs.
List Of Literature Used:
1. Anti-crisis management: Uchebnik / Pod ed. E.M. Korotkova. - M.: INFRA-M,
2003. - 432 p.- (Series "Vysshee obrazovanie"). S 244, 246-247.
2. Babushkina E.A., Biryukova O.Yu., Vereshchagina L.S. Antikrizisnoe
upravlenie. Izdatelstvo: Eksmo, 2008. 160-p. S-68-69.
3. Belous E.V., Petropavlova G.P., Antikrizisnoe upravlenie: zarubezhnyy opyt i
rossiyskaya praktika. Scientific journal NIU ITMO. Series "Economics and
ecological management". No. 3, 2014.UDK338.24. S-81.
4. Belyaev A.A, E.M. Korotkov. Antikrizisnoe upravlenie.uchebnik. M.: YUNITI,
2011, -311p. S-114.
5. Kambarov J.Kh., Makhmudova N.J. Improvement of the anti-crisis innovation
mechanism. Economics and finance. 2016, No. 4. Page 72. B-10.
