Innovative potential of the organization. Topic8. Problems of increasing innovative activity of organizations
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Topic8. Problems of increasing innovative activity of organizations
Innovation, like any other theory, has its own conceptual apparatus, including both its own system of concepts and; basic concepts for innovation in the fundamental branches of knowledge: theories of scientific and technological progress, organization of production functions (R&D, ideas, proposals, products, technologies), strategic management (mission and value guidelines, goals and environment, potential, basic and preferred strategies), management projects (mono-, multi- and megaprojects, programs, matrix structures), financial management (investments, financial flows, risks, discounting), marketing (competitive environment, competitive advantage, competitive forces), etc. The system of categories of innovation includes primarily the following categories: innovation/innovation and innovator, innovation and innovator, innovation process, innovation activity, innovation risks and, of course, innovation activity (IA).
Innovative activity - independent category. Its significance lies in the fact that with the help of IA the nature of innovative activity is assessed. Innovation activity, like any other activity (marketing, formation and implementation of strategy, etc.), is primarily characterized by the content, composition of specific actions performed using a certain technology and procedure. On this basis, one type of activity differs from another. For example, the activities involved in performing the marketing and production functions will be different.
Further, any activity of any subject is just part of a more general process. For example, the actions of an innovator who creates an innovation are just part of the overall innovation process (11P), reflecting the innovation life cycle (ICI). The generality of the process is due to the fact that, in addition to the innovator, the activities of other subjects of the innovation process are necessary, performing actions at other stages of the life cycle. Thus, the place of this innovative activity in the structure of the innovation process is clearly defined. It is necessary to know it for organizing both this activity and the entire individual entrepreneur. Therefore, to describe ID, it is necessary to use such a feature as its place in the structure of the IP. All types of activities, including innovation, must be oriented toward some result, that is, be characterized by a certain effectiveness and efficiency, since they require the expenditure of resources * and lead to some result.
Activity of the company- this is its characteristic that should show the connection between the intended content of the activity and its results. This connection is explained by the behavior of the company when implementing planned actions. In fact, on the one hand, a plan of certain actions has been developed to improve competitive positions. On the other hand, after performing these actions, you can get either a positive or negative result. With the same plans, strategies, goals, and potential, managers of different companies achieve different results, which is associated with their unequal activity. It is the differences in innovative activity that explain different innovative results given the same initial premises.
In this case, the sign “innovative activity” bears the following features of the company’s innovative activity. Firstly, ID must be strategic in nature and manageable in real time (since the instability of the external environment has sharply increased). A strategic approach ensures high quality ID.
Secondly, ID must be rational in the current time both in terms of the sequence of actions and their timeliness, which will ensure the dynamics of ID required by the situation and a certain pace of carrying out the necessary actions and changes. Otherwise, the ID will simply be unnecessary and will give Negative consequences(reserves of time and resources are ineffectively exhausted). In Fig. 8.1 and 8.2 reflect the diagram of such an approach.
In the strategic plan, IA is characterized by the following particular indicators:
quality innovation strategy organizations;
level of mobilization or use innovation potential;
Rice. 8.2. The role and content of the indicator “innovation activity”
In tactical terms, IA is determined by two particular indicators:
♦ compliance of the company's reaction with the nature of the competitive strategic situation;
♦ speed (tempo) of actions and implementation of strategic innovative changes.
8.2. I. Ansoff’s approaches to using the category “aggressiveness of strategy”
I. Ansoff's great contribution to the theory of strategic management; makes it useful to study his approaches to using the category “aggressiveness of strategy” as one of the characteristics of innovative activity.
Competitive status(KS) of a company in a strategic economic zone (SZH) is determined by the result of the interaction of three factors:
The relative level of strategic capital investments of a company in a particular economic zone, providing CS based on the effect of scale of output individual species products, as well as the effect of scale of the company’s activities as a whole;
Competitive strategy, which allows you to distinguish between the positions of the company and its rivals;
Mobilization capabilities or potential of the company. These capabilities include providing effective support for resource sourcing, resource acquisition, strategy planning and implementation. Thus, the competitive status of the company is calculated using the formula:
CSF = UI x CH x NV,
where KSF is the competitive status of the company; UI - level of investment; SN - strategic standard; NV - standard of capabilities.
Summarizing I. Ansoff’s ideas, we can say:
♦ that the level of capital investment is understood as the optimal (not a potentially possible level of investment, but already precisely defined and supported by certain actions, or even actually existing, i.e., practically mobilized as a result of a certain management activity) volume of investment in strategic projects, including innovative ones ;
a strategic standard is understood as the quality of the strategy itself (not a potentially possible strategy, which supposedly can be borrowed from other companies or can be taken from the list of basic/reference strategies, but an already designed and justified strategy - the result of the activity of specialists and the management of the company);
The capability standard refers to the mobilized (not existing in someone’s imagination, but already calculated or even actually obtained as a result of management activity) potential of the company to implement this strategy.
Thus, CSF can be represented as an integral real competitive advantage, real competitive strength or competitive status (KSr) of a company in a given zone for a given project, as a result of the simultaneous action of two factors - the potential competitive force of the company (KSp) and its activity (Ac) - and turning potential power into real power.
The level of capital investment (CI) is determined by the formula:
UK = UKp Ami,
where UKp is the potential level of investment attraction; Ami is the activity of the company demonstrated by the company in attracting the real (actual) volume of investments.
The strategic standard (SN) is determined by the formula:
SN - SNp Ars,
where SNP is a potential strategic standard; Ars - the company's activity in developing a quality strategy.
The standard of capabilities (resource, functional, managerial potentials) mobilized by the company (NV) is determined by the formula:
NV = NVp Amp,
where NVP is the potential standard of opportunity; Amp - the company's activity in mobilizing potential.
KSF = UK SN NV = (UKp Ami) (SNp Are) (NVp Amp),
KSFp = UKp SNp NVp,
A = Ami Are Amp,
KSF = KSFp A.
Potential status of the company in competitive environment in relation to a given SZH turns into a real one, into a real force only with a certain activity of the company. And this activity should be manifested in attracting investment, developing a strategy, and finding and mobilizing resources. The conclusion drawn is valid for all strategies in general, and it is also valid in the case of innovative strategies.
A firm's success in pursuing its preferred legislative strategy, as in many other areas and situations, is determined by a process of political negotiation with other groups in society that have the interest and power to impose restrictions on the firm's activities. It is therefore necessary to evaluate the goals that powerful social groups and institutions are likely to put forward during the negotiation process. The procedure for such an assessment is that the characteristics of the company's activities that are preferred from the point of view of each group are considered, and then the likely pressure in certain areas is determined.
It is advisable, according to I. Ansoff, to assess the relative potential strength of each group without taking into account the aggressiveness with which this force will be used. For example, in the United States, stockholders have a huge potential strength but their willingness to use it has always been very low. Such groups, with high potential power but low aggressiveness, are attractive partners in coalitions.
Thus, aggressiveness is the scale, the level of use of potential force.
The influence of a group is assessed, firstly, by some “potential strength,” which still needs to be established, that is, one must learn to measure it, and secondly, by “readiness to use it.” Moreover, “willingness to use” is directly compared with the concept of “aggressiveness,” or more precisely, with the “level of aggressiveness” if “low” or “high” levels are used as an assessment. Aggressiveness, understood as the use of potential strength, is a readiness for action, for active activity, i.e. the “level of aggressiveness” is understood as the “level of activity” or “activity” of the group.
The concepts of strategic, innovative, and marketing activity should be considered, including the concept of aggressiveness as a synonym for the concept of activity. Nevertheless, the word “aggressiveness” more accurately reflects the direction of strategies and actions, as if characterizing their effectiveness.
Since the relationships “potential strength” (Sp) and “level of activity” (A) are conjunctive, to determine the real strength of the troupe (Cp) you can use the product:
Managing Strategic Opportunities(strategic potential of the company) simultaneously covers both strategy and development of the company's capabilities (potential). In a changing environment, when new capabilities are created, additional flexibility must be provided to ensure effective and timely response to unexpected events.
I. Ansoff offers a practical mechanism for adapting a company to sudden changes. He explains the outcome (success or failure) of a strategic response to sudden changes by the established correspondence or inconsistency of three variables:
level of environmental variability;
aggressiveness of the organization's strategy;
the organization's internal readiness for change.
The variability of the external environment is measured by classifying the state of instability of the constituent components (microenvironment and macroenvironment), for example, into five levels on a five-point scale.
If we take an innovation strategy, then the aggressiveness of a corporate strategy refers to the level of innovative strategic changes of a fundamental nature that a company makes in successive generations of its products, technology and marketing concepts. According to I. Ansoff, a firm’s aggressiveness in competition within the SZH is determined by joint innovation activity and marketing activity.
The aggressiveness of the strategy is determined by the concept of choosing a place among competitors. A competitive strategy of rapid growth, product differentiation, market differentiation, and capital allocation defines the approach by which a firm hopes to succeed in its SBA. Aggressive strategy this level, in turn, describes the class competitive strategies having the same behavioral activity. At the same time, readiness for change refers to the degree of severity of changes in environmental conditions that the company's managers are able to comprehend, accept and overcome.
Indicators of environmental variability, aggressiveness of strategy and readiness for change are interrelated. The aggressiveness of the strategy (in other words, “strategic activity” and its special case- “innovative activity”) should be in accordance with the variability of the environment (a general external factor influencing the level of activity) and the level of the company’s readiness for change (a general internal factor influencing the level of activity).
To characterize the strategy, marketing, and overall behavior of a company in the market, the definitions “aggressiveness” and “aggressive” are often used in the literature and in practice. This emphasizes the effectiveness of the steps taken and the company’s activities in this area. Moreover, we mean both the dynamism (intensity) of actions, measured by the time required for the process, or the pace, rate of change, expressed by an integral assessment of effectiveness (i.e., the ratio of the result to the duration of the process, for example, the volume of changes over a calendar period of time), and the qualitative side of actions, reflecting their ability to approach the goal, to the result, for example, to create the potential of the company, load-bearing reinforcement or weakening it competitive position, create a real threat or opportunity, if we evaluate the activities of a competitor, characterize the effectiveness of support from the authorities.
The main factor for success in crisis management is?€
Development strategic management.
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Manager's personality, determination and will.
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Special training for a manager in the field of management in crisis situations.
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Social and psychological qualities of personnel.
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A management mechanism focused on mitigating the crisis.
6.
Is crisis-free economic development possible?
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Crises reflect the cyclical development of the economy.
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Professional management can increase the duration of a crisis-free period as long as desired.
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Yes, it is possible with good planning.
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A crisis is an objective phenomenon. The task is to mitigate its course and consequences.
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On a macro scale economic development impossible in managing a company - possible.
7.
The following set of reasons most likely causes a crisis in the development of a company:
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Unsuccessful marketing, insufficient attention to quality, low professionalism of staff.
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Lack of timeliness of management decisions, general economic situation, poor execution discipline.
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Imperfect management system, scientific and technological progress, ineffective motivation system.
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Lack of strategy, unqualified personnel, insufficient attention to technological development.
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Cyclical development, competition, management errors.
137 8.
The main reason for common economic crises is:
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Trends in socio-psychological development.
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Banking activities lending investment.
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Innovations in the processes of scientific and technological progress.
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Disproportional development caused by competition.
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Disharmony of interests of producers and owners.
9.
The following most significant changes occur in general crises as economies develop?
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Crises are becoming more protracted and persistent.
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Crises contribute to a greater extent to the acceleration of scientific and technological progress.
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The severity of crises is decreasing.
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Local crises are becoming international.
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There is an opportunity to significantly mitigate the crisis and manage its processes.
10.
Delegation of authority means:
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Adjusting the relationship between management functions and powers.
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Strengthening the human factor of management.
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Changing the distribution of powers in the management system.
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Reducing the degree of centralization of management.
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Alignment of powers and responsibilities for their implementation.
11.
The formation of financial industrial groups is based on the following integration mechanism:
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Directive association of enterprises.
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Financing common projects.
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Agreed disposal of consolidated property.
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Mutual ownership of shares.
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Mutual supplies of products.
12.
The following type of organization has the most dangerous signs of a possible crisis:
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Component.
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Patient.
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Committent.
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Vialent.
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Letalent.
13.
The choice of research object is determined by:
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Typical nature of the problem.
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Priorities in the managerial activities of a manager.
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The area of manifestation and existence of the problem being studied.
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Features of the problem being studied.
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Purpose and functions of management.
14.
The following set of signs of an impending crisis is the most dangerous:
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Exacerbation of problems in the field of social partnership.
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Significant deterioration in the financial condition of the company.
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Strategic miscalculations in management.
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Increased competition in the main product market.
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Deterioration of the general economic situation.
15.
The key factor in a company’s recovery from the crisis is:
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Reduction in the number of employees.
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Development of a company development strategy.
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Introduction of external control.
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Investment in production through the sale of shares.
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The type of crisis determines the choice key factor.
16.
The main factor in overcoming the negative consequences of the crisis is:
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Effectiveness of crisis management.
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Type and nature of the crisis.
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The art of the manager.
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The moment and duration of the crisis.
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General socio-economic situation.
17.
The main factor in improving product quality in modern conditions of Russian management is:
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Product manufacturing technology.
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Management information technologies.
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Personnel qualifications.
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Professionalism and quality of management.
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Motivating quality.
18.
The concept of quality is formulated as follows:
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Quality is a set of properties that correspond to human values.
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Quality is perfect performance about a non-existent product.
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Quality means a high price for a product that is in demand.
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Quality is a goal that we would like to achieve.
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Quality is the conformity of product properties to the established standard.
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A goal factor that plays a decisive role in management processes.
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Depends on the availability and nature of resource use.
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High degree reliance on the human factor.
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Focus on comprehensive solution major problem.
23.
Crisis management is characterized by the following features (select the most important):
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Special types of marketing that allow you to monitor market conditions.
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Assessing situations regarding the possibility of a crisis.
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Formation and availability of a risk fund.
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Manager's ability to anticipate and development strategy.
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Motivation for sustainable development.
24.
The definition of strategic management is the following formulation:
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This is program-target control.
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This is future-oriented management, foresight and forecasts.
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It is management that ensures unity of mission and purpose.
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This is management based on the criteria and factors of the development strategy.
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This is management in which planning for the future is a priority.
25.
Of all the factors in developing a company's strategy, the first place should be given to:
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Analysis of the external environment.
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Competition.
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Company development potential.
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Time factor.
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Diversification of activities.
26.
The concept of strategic management defines the concept of management goals in this way:
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Please mark one answer:
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This is management that takes into account the possibility and reality of a crisis in its various forms of manifestation.
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This is an innovative type of management.
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This is management capable of anticipating a crisis and taking measures to counter its onset.
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This is management in times of crisis.
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This is management that excludes the very possibility of a crisis.
31.
The main factor determining the features of crisis management is:
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Financial activities - searching for investments, obtaining loans, etc.
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Change of management organization
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Updating production technology and switching to a new type of product.
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Manager's personality.
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Human capital.
32.
Crisis management is:
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This is management of stable development without sharp downturns and upswings.
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Management that, due to its characteristics, is capable of mitigating crises and successfully emerging from them.
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Management built on anticipation of the crisis and efforts to prevent it.
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The art of maneuvering in the elements of competition.
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Management in times of crisis.
33.
Main advantage innovation management manifests itself in the fact that it:
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Motivates the improvement of educational and professional level personnel.
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Promotes clearer organization of work.
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Creates a favorable social and psychological work atmosphere.
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Improves work quality.
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Ensures development and creates competitive advantages.
34.
The main problem of innovation management today is:
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External socio-economic situation. Conditions of the crisis.
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Human factor, quality of personnel.
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Economic difficulties of motivating innovation.
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Forecasting development in market conditions.
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Lack of management professionalism.
35.
What new category was introduced into scientific circulation by J. A. Schumpeter?
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Invention
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Opening
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Innovation (innovation)
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Novation (innovation)
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Competition
36.
What did J. A. Schumpeter understand by innovation?
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Inventions
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New types of products
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New combinations of factors of production
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Scientific knowledge
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Discoveries
37.
What is the main practical goal of innovation management?
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Managing innovative transformations
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Growth of the organization's creative potential
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Creation competitive advantages through the development of new products and technologies
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Technological leadership in meeting the urgent needs of people and society as a whole.
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Increasing the organization's innovative activity
38.
What knowledge forms the basis of innovation management?
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Knowledge of engineering and technology
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Knowledge of personnel management on overcoming personnel resistance
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Knowledge of rational thinking
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Knowledge financial management
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Knowledge of the theory of innovation and modern management on methods for creating and the effectiveness of knowledge-intensive innovations
39.
What refers to alternative areas of innovation activity carried out in whole system innovation management?
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Innovations - products and modifications of products (including services)
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Innovations-processes
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Exploratory R&D
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Diffusion of innovations
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Commercialization of innovations
40.
What strategies ensure a gradual increase or stabilization of the organization's innovative potential?
Please mark one answer:
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€
€
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Diversification Strategies
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What strategies provide the opportunity to dramatically increase the innovative potential of an organization?
Please mark one answer:
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Strategies for innovative development
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Intensive development strategies
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Diversification Strategies
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Personnel development strategies
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Integration development strategies
42.
What strategies provide the opportunity to bridge an organization's accumulating technology gap?
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Diversification Strategies
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Intensive development strategies
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R&D development strategies
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Integration development strategies
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Strategies for innovative development
43.
What strategies provide the opportunity to acquire a new quality of the organization's innovative potential?
Please mark one answer:
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Diversification Strategies
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Strategies for innovative development
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Intensive development strategies
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Integration development strategies
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Product development strategies
44.
What elements are not necessarily included in an organization's innovation goal statement?
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Time frame for achieving results
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Incentive procedure
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Resources to support the innovation process
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Qualitative definition and quantitative parameters of the desired result of the innovation process
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Responsible executor
45.
The desired result of an organization’s activities, achieved on the basis of implemented innovation in a limited time frame and with limited resources, is...
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…innovation process
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...the innovative goal of the organization... innovation strategy of the organization
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… the innovative mission of the organization
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… innovation implementation plan
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...an innovative project
46.
Quantitative and qualitative determination of the results of an organization’s development in the form of acquiring new qualities of its activities, products of labor and its condition, as a rule, is expressed...
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... in the form of an innovation implementation plan
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... in the form of an innovative mission of the organization
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... in the form of an organization's innovation strategy
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... in the form of an organization's innovation goal.
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... in the form of an innovative project
47.
The resources and organizational mechanism planned or already mobilized to achieve an innovative goal or strategy form...
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…the project potential of the organization
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…comprehensive potential of the organization
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… resource potential of the organization
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… the strategic potential of the organization
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...innovative potential of the organization
148 48.
Project innovation potential is...
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…opportunities that can be realized within the framework of an innovative project
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…knowledge and experience of innovative activities that contribute to the development of the project
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... resources acting as restrictions on an innovative project
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…potential concentrated within one individual project
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…resources available to the organization at the time of the start of the innovation project
49.
In what sequence is the chain of transformations from the goal to the innovation strategy carried out?
Please mark one answer:
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Strategic plan for implementing innovation – Overall goal of the organization –
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Innovation goal of the organization – Innovation strategy of the organization –
Overall goal – Strategic plan for implementing innovation
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Overall goal of the organization – Innovation strategy of the organization –
Innovation goal – Strategic plan for implementing innovation
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Overall goal of the organization – Strategic plan for implementing innovation –
Innovation strategy of the organization - Innovation goal
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General goal of the organization – Innovation goal – Innovation strategy of the organization – Strategic plan for implementing innovation
50.
The development of I1111 is determined, first of all, by the effectiveness of the organizational structure that ensures innovative activity. Such a structure includes two complexes: one that forms and implements innovation and a management complex,
connected by procedures that determine the interaction of these complexes within the enterprise.
Part of the complex that forms the IPP. includes structural divisions of the enterprise responsible for development, marketing and sales activities of the enterprise and R&D. The complex that implements innovation consists of production and technical services, personnel services, services responsible for development, R&D and marketing and sales activities of the enterprise. The complex of innovation activity management includes the top management of the enterprise and heads of all levels of structural divisions that carry out operational management.
Development of the development strategy I1111 includes the following stages: drawing up a list of general requirements for the organizational structure of the formation and implementation of innovations; creating a list of requirements and creating tools for managing innovation activities.
A certain numerical expression I1111 can be spoken of as a value equal to the maximum of the pure real values of existing investment projects. It's about the maximum of pure maximums real value enterprise projects to produce the most commercially promising products that would be achievable for a particular enterprise.
The assessment of the IPP can be carried out: by enumerating the element of property or categories of non-dismissed employees of the enterprise (taking into account the types of operations and products that can be produced using them and relying on other own and purchased resources); by sorting through the positions of the enterprise’s existing product program (taking into account the available property necessary to produce a specific product, and the property that needs to be additionally purchased).
Both approaches, which can be applied independently of each other, make it possible to include a variety of mutually non-exclusive innovative projects in the set of projects being considered and summarized. I1111 as a whole will represent the maximum of the amounts of net present value of innovative projects.
As part of the formation of strategy I1111, the organization of each complex must meet the requirements:
centralization/decentralization; proportionality between
complexes; completeness of functionality coverage; no duplication of functions; continuity of management; ensuring effective information flows and feedback.
Innovation management consists of: setting goals; planning innovation activities; organization of innovation activities, control over innovation activities.
Requirements for organizing innovative activities: centralization; completeness of coverage of functions, absence of duplication of functions; continuity of management; ensuring effective information flows; availability of feedback, sensitivity: compliance with market needs and the enterprise’s goals arising from them; compliance with the range of manufactured and innovative products; continuity; accumulation of all types of information; availability of feedback from the market.
The implementation of the organizational structure for managing the formation and implementation of innovations can take place in two directions, based on different approaches to managing innovation processes: an enterprise, based on its development strategy, creates or buys a subsidiary that organizes the process of implementing innovations or part of it; creation of a complex composite organizational structure within the enterprise itself.
The tools for managing the formation and implementation of innovations are built taking into account the requirements: no blocking of creative decision-making and initiative; versatility; adaptability (flexibility); focus on the final result; mandatory determination of the procedure for action at the intersection of interests of structural units.
The following are accepted as mechanisms for developing innovation management tools: rules defining the order of interaction between various structural divisions and project teams; rules for determining project team leaders; rules defining the chain of command in temporary project teams; rules for the formation and use of databases; rules and indicators for monitoring the implementation of plans at various levels; procedures for forming temporary project teams; mechanism for economic incentives for workers employed in
process of innovation activity; a mechanism for social and administrative stimulation of workers engaged in the process of innovation; mechanism for ensuring the efficiency of information flows; plan for the production of commercial products, including innovation projects; plans for innovative projects; action plans for the implementation of innovative projects; department budgets; project budgets.
The concept of intra-company innovation management as a type of enterprise activity consists of: fixing the mission of the enterprise; awareness of the long-, medium- and short-term goals of the enterprise; determining the objectives of the enterprise: developing an innovation policy based on comparing and balancing the goals of the enterprise, the existing proportions of its development and the requirements of a dynamically changing external environment; developing an innovation plan, which includes developing plan indicators and their quantitative assessment over time; bringing the organizational structure of the enterprise in line with its goals, making personnel decisions. Personnel issues in the development and implementation of innovations are key.
The innovative potential of an organization is a set of characteristics of an enterprise that determine the company’s ability to carry out activities to create and practically use innovations.
The concept of potential is closely related to the structure of goals and is usually defined as the “totality of capabilities” of an enterprise. The potential of an enterprise is usually understood as a set of resources that characterize its strength, sources, capabilities, means, reserves, abilities, resources and other production reserves that can be used in economic activity.
The elements of an organization's innovative potential include:
- - material and technical resources;
- - financial resources;
- - organizational resources;
- - human resources;
- - socio-psychological factors.
The overall potential of an organization can be structured from production and technological potential, scientific and technical potential, financial and economic potential, human resources potential and innovation potential itself, which forms the core of the entire potential, organically entering into every part of it.
There are complex dialectical connections between innovative potential and other components of the overall potential of an enterprise.
Innovation potential is understood as the ability of an enterprise to create new value by attracting all its existing tangible and intangible assets for the purpose of its innovative development. In market conditions, innovative potential is formed by all resources that ensure the achievement of competitive advantages of an enterprise through the development and introduction of innovations. Along with production, financial, marketing, labor, management and communication potentials, innovation potential plays significant role in the economic growth of subjects economic activity.
Innovative potential is formed from two main material and intangible components: innovative potential of material resources; intellectual potential. Each of the elements of innovative potential has specific uses and development, is subject to the influence of various factors and, depending on the level of development, can be counted among the strengths or weaknesses of the enterprise.
To carry out innovative processes, the organization must have: free funds sufficient to finance development; appropriate material and technical base for the creation and mass production of a new product; employees capable of generating extraordinary solutions. The company's intellectual resources provide the ability to develop original ideas underlying any innovation process. The level of an organization's intellectual potential determines the capacity of the “portfolio of innovative ideas.” The concept of “innovation potential” is interconnected with the concept of “innovation activity”. Innovative activity refers to the intensity of innovative transformations at an enterprise. The innovative activity of a company depends not only on the availability of resources. It is largely determined by the organizational culture, which includes the principles and commitments on the basis of which the company’s development strategy is developed and implemented. Organizational culture reflects the features of the management system at the enterprise, which must be adapted for the implementation of innovative activities. The main factor reflecting the innovative activity of a company and influencing the intensity of innovative processes in an enterprise is the receptivity of management to innovation. Innovativeness of management means readiness to implement changes in the economic mechanism of the enterprise and an appetite for risk. Due to the uncertainty that always accompanies the introduction of innovations, the manager must be prepared to incur losses and be able to minimize them.
An organization's receptivity to innovation depends on the size of the company. It falls as the enterprise grows, the organizational structure of management becomes more complex and activities become routinized.
To assess the innovative potential of a company, the following indicators can be used:
- - scientific and technical potential (number of employees with an academic degree; number of rational proposals per employee; number of patents, etc.);
- - commercialization indicators (share of new products in the total volume of manufactured products; number of licensing agreements, etc.);
- - duration of work performed (innovation lag value);
- - characteristics of the innovativeness of the management system (forms of stimulating innovative activity at the enterprise; participation in the implementation of innovative projects by top management; level of freedom provided to participants in innovative activity).
Innovative potential depends on the parameters of organizational management structures, professional and qualification composition of industrial production personnel, external conditions of economic activity, and the like. Therefore, assessing innovation potential is a necessary component of the strategy development process.
The structure of innovation potential covers those elements of the organization that determine its readiness for change: decentralization in decision-making, low level of formalization and regulation of management work, the ability of organizational structures to flexibly restructure in accordance with changes in tasks and operating conditions. Centralized hierarchical structures have a negative impact on innovation potential. organizational structures, which contradict the creative nature of innovation: stable relationships and management procedures provide active resistance to any innovation.
The organization's readiness for change involves a detailed assessment of innovation potential using the “resources - functions - projects” scheme. This scheme is used at the stage of justification of an innovative project.
It covers:
- - description of the problem of enterprise development and definition of the task that is included in the program for solving the problem;
- - description of the problem solving environment (state internal environment, environmental factors that influence innovation activities);
- - assessment resource potential regarding a specific innovation task (providing the project with the resources necessary for its implementation);
- - assessing the ability of personnel to achieve certain performance results (resource support for management functions);
- - assessing the level of provision of the project with the functions necessary for its implementation (functional support of the project);
- - definition integral assessment the organization’s potential, its readiness to solve an innovative task;
- - determination of the main activities necessary to achieve a certain potential regarding the implementation of an innovative project (Lapin E.V. Economic, 2002).
Another way to assess the innovative potential of an organization is SWOT analysis, which makes it possible not only to assess the organization’s ability to implement innovations, but also to determine how the innovative climate of the external environment influences this ability. The standard SWOT analysis methodology is conceptualized in terms of the innovative opportunities that the business environment and the potential of the organization itself can provide. During the analysis the following is recorded:
- - strengths the potential of the company, which will ensure its use of opportunities that have appeared in the external environment; this helps determine the appropriate strategy for their use;
- - weak sides potential of the company, which deprive it of the chance to take advantage of new opportunities or create threats to its existence.
Thanks to its high innovative potential, an organization can quickly respond to changes in the external environment, conduct innovative searches and implement organizational changes. Low potential does not provide such an opportunity; Innovations under these conditions are rarely introduced and only when the company begins to experience difficulties in selling its products. However, developing innovative solutions in response to a problem is ineffective. The innovation policy of a mass enterprise should be the result of in-depth market research, constant monitoring of the actions of competitors, should be responsive to modern scientific and technical achievements in the relevant industry and efficient use intellectual and creative potential of employees. This will enable top management to develop optimal innovative strategies that will form the strategic advantages of the enterprise in long term(Lapin E.V. Economic, 2002).
Managing an organization requires a variety of approaches and ways to use the total potential of the organization. The potential of an organization consists of the resources and sources of their replenishment that it has, its connections, position and the organizational system as a whole. The potential of the organization itself represents the source of the formation of the competitive advantage of the organization and that is why it needs constant development and improvement. The potential of an organization is a strategic resource of the organization, which ensures its stability in inadequate macro-environmental conditions and allows it to neutralize the negative impact external factors. The potential of any organization has the greatest impact not only on the final results of any of its activities, but also on the limits of growth and structural development of the entire organization.
innovation potential competitive advantage
Examination test of the discipline “Innovation Management”
2010
Teacher: Ph.D., prof. Bortnik Elena Moiseevna
Issue 50 tests in total
Each test – 1 point
80 - 100 % - 5
60 – 79 % - 4
36 – 59 % - 3
0 – 35 % - 2
1. Choose a definition of “innovation”:
1) invention
2) innovation
3) innovation
4) opening
5) patent
2. Choose the correct answer characterizing the set of phases life cycle technological structure:
1) origin, growth, extinction
2) origin, monopoly, growth, extinction
3) fading, revival, rise, growth
4) revival, rise, growth, monopoly, extinction
5) origin, revival, growth, extinction
^ 3. Select a logical sequence of stages of the life cycle and content of the innovation cycle:
1) scientific activity, investment, implementation, development, decline
2) scientific and technical activities, implementation, growth, decline
3) fundamental research, applied research, development work, implementation, decline
4) R&D, development, implementation, growth, slowdown, decline
5) introduction, growth, revival, decline
^ 4. Select a list of main areas of innovation activity :
1) scientific knowledge, marketing, personnel, transport, communications
2) new products, new services, new markets, new quality of work,
new suppliers
3) new knowledge, new products, new technologies, new markets, new services, changes in management
^
5. Name the documents confirming the right of a scientist (creator of scientific knowledge) to intellectual property
:
.
1) “know-how”
2) invention
5) patent, license
^ 6. A licensing agreement for the sale of an unpatented invention, know-how or other technical or industrial achievement is called...
1) patent-free license
3) license
4) agreement
5) franchise
^ 7. NOT related to intellectual property:
1) multi-operation machining center
2) accounting program for a computer
3) patented new gasoline composition
4) registered trademark "Fiesta"
^ 8. Patent purity of the product:
1) the presence in manufactured products, as well as in the technologies and equipment used, of technical solutions protected by foreign patents
2) the presence in the manufactured products, as well as in the technologies and equipment used, of technical solutions protected by their own patents
3) the absence of technical solutions in the manufactured products, as well as in the technologies and equipment used, that are protected by foreign patents
4) the absence of technical solutions protected by our own patents in the manufactured products, as well as in the technologies and equipment used
^ 9. The emergence of the theory of innovation is due to:
1) historical development of social production
2) development of inventive activity
3) regulatory and legislative acts of industrialized countries
4) development of the methodological basis of the study
5) accelerated growth in the number of inventions
^ 10. The name of the cyclical economic changes discovered by N.D. Kondratiev:
1) long waves, or large cycles of market conditions
2) middle cycles
3) industrial-capitalist cycles
4) industrial cycles (waves)
5) short cycles (waves)
^ 11. Under innovations (innovations) Y.A. Schumpeter understood:
1) new combinations of production factors
2) new types of products
3) inventions
4) discoveries
5) scientific knowledge
^ 12. The main practical goal of innovation management:
1) increasing the innovative activity of the organization
2) technological leadership in meeting the urgent needs of people and society as a whole
3) growth of the organization’s creative potential
4) creating competitive advantages through the development of new products and technologies
5) management of innovative transformations
^ 13. The theory of multicyclicality underlying modern innovation Y.A. Schumpeter developed based on research...
1) changes in factors of production
2) large cycles of market conditions
3) the pace of economic development of countries
4) innovative potential
5) innovation climate
^ 14. The correct definition of an exclusive license to use industrial property:
1) the patent holder can assign, i.e. transfer the received patent under an agreement to any person, while losing the right to use it
4) a license under which the licensee is transferred the right to use an object of industrial property within the limits specified by the agreement, while the licensor retains the right to use it to the extent not transferred to the licensee
^ 15. The correct definition of a full license to use industrial property:
1) the patent holder can assign, i.e. transfer the received patent under an agreement to any person, while losing the right to use it
2) a license in which the licensor, granting the licensee the right to use an object of industrial property, retains all rights confirmed by the patent, including the provision of licenses to third parties
3) license provided by the licensee
4) a license under which the licensee is transferred the right to use an object of industrial property within the limits specified by the agreement, with the licensor retaining the right to use it to the extent not transferred to the licensee
^ 16. The correct definition of a simple (non-exclusive) license to use industrial property:
1) a license in which the licensor, granting the licensee the right to use an object of industrial property, retains all rights confirmed by the patent, including the provision of licenses to third parties
2) license provided by the licensee
3) a license under which the licensee is transferred the right to use an object of industrial property within the limits specified by the agreement, with the licensor retaining the right to use it to the extent not transferred to the licensee
4) the patent owner can assign, i.e. transfer the received patent under an agreement to any person, while losing the right to use it
1) computer programs
2) databases
3) ideas
4) audiovisual works
18. A patent is...
1) a new, inventive step, industrially applicable creative solution to a technical problem
2) a technical solution that is relatively new for a specific organization
3) the main idea, a thought that determines the content of something
4) a document recognizing the invention as such, the priority of the invention, authorship of the invention and the exclusive right of the patent holder to use the invention
^ 19. A license to use intellectual property is...
^ 20. Identification of risks of innovation activity is carried out on the basis of...
1) comparison of actual and normative values the most important indicators
2) comparisons with indicators of similar organizations
3) identifying the most significant signs characterizing the unfavorability of the situation or its consequences
4) classification table
^ 21. Time period covering the life cycle of innovation:
1) from the creation of an innovation to its consumption
2) from the beginning of the design of an innovation to the moment it is mastered in production
3) from the origin of an idea from an innovator to the development and use of innovation from a consumer-innovator
4) from fundamental scientific research until the end of the operating period
5) from the beginning of scientific research to the end of the mass production period
^ 22. First stage of the innovation life cycle:
1) development (implementation) of innovation
2) consumption of innovation (including updating of other products or technology)
3) creation of innovation
4) commercialization of innovation (introduction to the market)
5) acquisition of innovation by the consumer
^ 23. The fourth stage of the product innovation life cycle:
1) R&D to create a product
2) technological preparation and organization of mass production of the product
3) large-scale product release
4) reduction in output volumes and cessation of product production
5) product dominance on the market
^ 24. An invention is...
1) the main idea, the thought that determines the content of something
2) a new, inventive step, industrially applicable creative solution to a technical problem
3) new and feasible industrially artistic and graphic solution that determines appearance products
4) a technical solution that is relatively new for a specific organization
^ 25. A license to use intellectual property is...
1) an agreement under which the owner of an intellectual property right allows another person to use this right
2) a new, inventive step, industrially applicable creative solution to a technical problem
3) a document recognizing the invention as such, the priority of the invention, authorship of the invention and the exclusive right of the patent holder to use the invention
4) a technical solution that is relatively new for a specific organization
^ 26. An industrial design is...
1) a document recognizing the industrial design as such, its priority, authorship and the exclusive right of the patent holder to use the industrial design
2) a new, inventive, industrially applicable creative solution to a technical problem
3) a new, industrially applicable technical solution that resembles an invention in its external features, but is less significant from the point of view of the state of the art
4) a new and industrially suitable artistic and graphic solution that determines the appearance of the product
^ 27. The basis for the organization of innovative activity of all subjects of the innovation process is:
1) cluster analysis
2) simulation
3) quantification of factors influencing the innovation process
4) structuring the innovation goal in the form of a “goal tree”
5) structural-logical approach
^ 28. A qualitative leap from theoretical knowledge to practice is carried out through:
1) conducting a practical experiment
2) putting forward a scientific hypothesis
3) development of a simulation model
4) publication of research results
5) formulating a conceptual assumption about the nature of phenomena and events
^ 29. Diffusion of innovations is...
1) dissemination and replication of innovations
2) receptivity to innovations
3) exchange of best practices
4) sale of intellectual property
5) commercialization of innovations
^ 30. Diffusion of innovations is carried out as...
1) dissemination of innovations in the business cycles of scientific, technical, production and organizational and economic activities
2) large-scale development of innovations in the business cycles of scientific, technical, industrial and organizational-economic activities
3) equilibrium dissemination of innovations in business cycles of scientific, technical, production and organizational and economic activities
4) limited spread of innovations in the business cycles of scientific, technical, production and organizational and economic activities
5) dissemination of innovations in scientific and technical activities
^ 31. Uncertainty in an innovation project increases, the risk...
1) increases
2) decreases
3) does not change
4) may increase or decrease depending on the situation
5) varies depending on the stage of the project life cycle
^ 32. Commercialization of innovations is called:
1) mediation in the intellectual property market
2) transaction for the sale of intellectual property
4) a set of marketing and organizational activities that ensure the dissemination of innovations in the scientific and technical field
5) the process of ensuring the commercial use of innovations in the market
^ 33. The process of routinization of technology includes:
1) widespread use of process innovations in stable functioning departments of organizations
2) automation and mechanization of operations of the main technological process
3) automation and mechanization of operations of auxiliary and servicing technological processes
4) automation and mechanization of operations of the main, auxiliary and servicing technological processes
5) training a large number of qualified workers who are able to put into practice the developed new technologies and are proficient in operating techniques new technology
^ 34. Select the parameters that characterize the “innovative marketing strategy" using the Ansoff matrix :
famous products - famous markets
new products and technologies - old market
new products and technologies - new market
old goods and technologies - new market
1) violents (lions, elephants)
2) violents (hippos)
3) patients (foxes)
4) explerents (swallows)
5) switches (mice)
36. A comprehensive characteristic of innovation activity, including the degree of intensity of the actions taken and their timeliness, as well as the ability to mobilize the organization’s potential:
1) innovative activity
2) innovation activity
3) innovative potential
4) organizational and technical level of production
5) innovative culture
^ 37. NOT components of the innovative macroenvironment (distant environment):
1) resource support for the innovation process
2) legal regulation of innovation activities
3) investment climate
4) demographic situation
^ 38. NOT components of the innovative microenvironment (close environment):
1) organizational innovative culture
2) pressure from suppliers and consumers
3) conditions of industry competition
4) locking technologies
5) investors and cooperation partners
^ 39. NOT components of an innovative internal environment:
1) infrastructure of innovation activities
2) innovative potential
3) organizational innovative culture
4) organization personnel
5) production technology
^ 40. The components of which of the innovative environments are strategic management zones in an organization:
1) innovative microenvironment
2) innovative macroenvironment
3) external microenvironment
4) environment
5) innovative macro environment, micro environment, internal environment
^ 41. Legal regulation of innovation activity in the innovative macroenvironment is a component of the organization...
1) external microenvironment
2) innovative microenvironment
4) mesoenvironment
5) innovative macroenvironment
^ 42. Strategies that ensure a gradual increase or stabilization of the organization’s innovative potential:
1) intensive development
2) diversification
3) integration development
4) personnel development
5) innovative development
^ 43. Strategies that provide the ability to overcome an organization's accumulating technology gap:
1) innovative development
2) intensive development
3) diversification
4) integration development
5) R&D development
^ 44. Strategies that provide the opportunity to dramatically increase the innovative potential of an organization:
1) innovative development
2) intensive development
3) diversification
4) integration development
5) personnel development
^ 45. Strategies that provide the opportunity to acquire a new quality of the organization’s innovative potential:
1) innovative development
2) intensive development
3) diversification
4) integration development
5) product development
^ 46. Project innovative potential is...
1) potential concentrated within one individual project
2) opportunities that can be realized within the framework of an innovation project
3) resources available to the organization at the time of the start of the innovation project
^ 47. The process of creating a team can occur:
1) only spontaneously, under the influence of traditions and relationships established in the team
2) only purposefully, under the guidance of an authoritative leader
3) only purposefully, under the influence of an external trainer
4) by any of the indicated methods
5) answers 2 and 3 are correct
^ 48. The concept of “group”, “team”, “team”:
1) absolutely identical
2) do not match at all
3) partially overlap, the concept of “group” is broader than the other two (both team and collective are specific groups)
4) are different definitions of the same phenomenon
5) answers 2 and 3 are correct
6) partially overlap, the concept of “team” is broader than the other two (both the group and the team are specific teams)
^ 49. Indicate what is not a characteristic of the group:
1) interaction of members
2) the work efficiency of each member is proportional to the salary
3) the presence of group goals
4) formation of norms of interaction in the group
5) synergistic effect from interaction in the group
^ 50. Conceptual design is carried out at... the stage of the life cycle of a product or technological innovation
1) terms of reference
2) pre-project study
3) preliminary design
4) detailed design
5) tests
^ 51. “Team innovation” is an organizational form of innovation aimed at...
1) development of collective creative activity to create innovations in the form of a process constantly carried out in the organization
2) collective implementation of a unique project
3) creative development of personnel
4) solving problems arising during production activities
5) collective solution of problems arising during the implementation of a unique project
^ 52. The main advantage of team innovation as an organizational form of innovation:
1) productivity growth as a result of the functional division of labor
2) synergistic effect of combining knowledge, skills and abilities
3) combining the knowledge and competencies of specialists in related functional areas in a single creative process
4) high material interest in the results of innovation activities
5) informality of the processes of planning and regulation of innovation activities
^ 53. Organizations created on the basis of large US universities with financial support governments to stimulate the development of new technologies:
1) engineering centers
2) technology parks
3) technopolises
4) business incubators
5) venture centers
^ 54. Research function assigned to engineering centers as organizational forms of innovation activity:
1) searching for opportunities to use discoveries and inventions in the production
2) study of the fundamental laws underlying the engineering design of fundamentally new engineering systems
4) conducting a wide range of scientific research
^ 55. Educational function assigned to engineering centers as organizational forms of innovative activity:
1) dissemination of progressive experience in the industry
2) development and replication educational materials based on the latest achievements of science and technology
3) development of technology for training and advanced training of engineers to ensure their broad scientific and technical horizons
4) study of the fundamental laws underlying the engineering design of fundamentally new engineering systems
5) training a new generation of engineers with required level qualifications and a broad scientific and technical outlook
^ 56. The main purpose of operating a business incubator:
1) growing new enterprises
2) providing new enterprises with advantages in the market
3) assistance to the enterprise in conducting planning and accounting activities
4) promoting the products of new enterprises to the market
5) advanced training of enterprise employees
^ 57. Individual innovative projects in innovation programs are interconnected:
1) functional
2) according to deadlines
3) according to resource limitations
4) by goals
5) projects do not have to be interconnected
^ 58. Areas along which individual innovation projects in innovation programs must be coordinated:
1) by timing, performers and resources
2) according to project goals
3) by resources
4) according to the composition of performers
5) project coordination is not required
^ 59. Financial costs for the implementation of an innovative project:
1) R&D costs
2) costs of pilot production
3) capital costs for production
4) initial market costs
5) project implementation costs
6) costs of repaying current long-term debt
7) entertainment expenses
^ 60. Sources of short-term financing:
1) funds from insurance companies
2) retained earnings
3) trade credit
4) bank loan up to one year
5) funds from financial companies
6) factoring operations
^ 61. Direct investments:
1) cash and their equivalents
2) investments in fixed capital
3) investments in intangible assets
4) portfolio investments
5) bonds
6) collateral obligations
^ 62. Sources of financing related to the organization’s borrowed funds:
1) net profit
2) loans received
3) balance outside of operating income and expenses
4) debt to the budget
5) accounts payable
6) loans
^ 63. The borrowed capital of a company, if assets are 100 thousand rubles, equity capital is 70 thousand rubles, equals... thousand rubles.
4) 30
^ 64. The equity capital of a company, if assets amount to 170 thousand rubles, borrowed capital - 100 thousand rubles is equal to... thousand rubles.
2) 70
^ 65. Business investments (or capital-forming investments) are...
1) any investment of funds for the purpose of generating income
2) investing in real assets for the production of goods and provision of services in order to generate income
3) long-term investment for the purpose of saving money
4) this is the acquisition of assets in the form valuable papers in order to generate income for this type of investment risk
5) investing in art objects
^ 66. When making financial investments, the investor acquires the right...
1) management of real assets
2) for financial resources
3) for future income
4) to receive a loan
^ 67. Financial costs associated with attracting borrowed money include:
1) interest on loans received
2) interest on loans received
3) fines paid for late repayment of obligations
4) dividends paid on own ordinary shares
5) dividends paid on own preferred shares
6) fines received from borrowers
^ 68. Select the most appropriate set of sources of financing the innovation process at the stage of mastering the production of new products and commercialization of innovations:
1) state budget
2) customer funds, bank loans, own funds of innovating enterprises, issue of securities
3) innovation funds, customer funds, state budget
4) own funds of the innovating enterprise, funds of customers, state budget
5) customer funds, state budget
^ 69. Select the definition of commercial effectiveness of an innovative project:
1) reflects the gains and losses of the industry
2) reflects the benefits and losses of the region
3) reflects changes in items of income and expenditure of the state budget
4) reflects shareholder income
5) reflects the financial results of project participants
^ 70. Economic profitability is an indicator of efficiency:
1) use of equity capital
2) capital invested in assets
3) use of immobilized assets
4) use of working capital
5) use of borrowed capital
^ 71. Profitability of the organization:
1) profitability of sales
2) fixed capital turnover
3) capital turnover
4) return on equity
^ 72. The issue of bonds by an organization will lead to a change in the composition...
1) equity
2) current assets
3) long-term obligations
4) short-term liabilities
5) working capital
^ 73. The external growth rate of an organization is the growth rate...
1) assets
2) sales volumes
3) equity
4) working capital
5) fixed assets
^ 74. The internal growth rate of an organization is the growth rate ...
1) assets
2) sales volumes
3) equity
4) borrowed capital
^ 75. Additional issue of shares:
1) increases the company's assets
2) will reduce fixed capital
3) increases borrowed capital
4) will increase equity
5) will reduce debt capital
^ 76. Risk that is internal to enterprises and organizations when implementing innovative projects:
1) decrease in company capitalization
2) a drop in the company’s current liquidity
3) reduction in the company's innovative potential
4) changes in market conditions
5) increased resistance of the organization’s personnel to innovation
^ 77. The risk management method cannot be applied when managing the risks of a local innovation project:
1) risk distribution
2) risk insurance
3) limiting
4) self-insurance
5) reservation
^ 78. The indicator that best characterizes the effectiveness of the innovation risk management system:
1) growth of labor and production discipline
2) reduction of defects in production
3) reducing losses in production and economic activities
4) reducing the resistance of the organization’s personnel to innovation
5) increasing the company’s balance sheet currency
^ 79. Risk management is a set of measures that allows...
1) reduce the uncertainty of innovation results
2) increase the usefulness of the innovation implementation
3) reduce the cost of achieving an innovative goal
4) make it easier for management to choose one of various options project
5) increase the company's capitalization
^ 80. "Venture" is...
1) type of investment companies carrying out financial investments V investment projects with increased risk and receiving correspondingly higher income
2) the way the organization finances the development of new products
3) financing of any innovative projects
4) type of investment companies making financial investments in investment projects to obtain higher incomes by increasing production volumes
5) the form of organization of risk enterprises testing or implementing an innovative idea
^ 81. Risks that can be classified as commercial risks of an innovative project:
1) opportunistic
2) marketing
3) scientific and technical
4) environmental
5) managerial
^ 82. Pure risks of an innovation project - risks, ...:
1) the occurrence of which does not depend on the actions of decision makers
2) expressed in the possibility of obtaining both positive and negative results
3) the occurrence of which depends only on the state of the organization’s innovative potential
4) the occurrence of which depends on the state of the organization’s fixed assets
5) the occurrence of which depends only on the state of the organization’s external environment
^ 83. Speculative risks of an innovation project - risks, ...
1) risks, the occurrence of which depends only on the state of the organization’s external environment
2) characterizing the possible financial losses of the organization
3) the occurrence of which depends on the actions of decision makers
4) expressed in the possibility of obtaining a negative and zero result
5) the occurrence of which depends only on the state of the organization’s innovative potential
^ 84. Functions of the state that are implemented in the implementation of state innovation policy:
1) creating a favorable investment climate
2) creation of favorable economic conditions for innovation activities, financing basic research and exploratory research, organization of support for priority areas of development of science, engineering and technology
3) establishment of most favored nation treatment for foreign trade
4) development of infrastructure for innovation activities
^ 85. The structure of the organization’s human resources, ensuring the achievement of development goals (changes):
1) managers, specialists, employees, workers
2) distribution of workers based on professional division of labor
3) leadership potential, potential personnel service, potential of production personnel
4) payroll, number of people actually working
5) permanent workers, temporary workers, part-time workers, full-time workers
^ 86. Stages of innovative development of the organization’s human resources:
1) selection and hiring of personnel, adaptation, training, development of competencies, motivation
2) mentoring, certification, rotation, motivation, formation of organizational culture
3) determination of the goals of innovative development of human resources, analysis of the compliance of human resources with the goals of its development, selection of methods and means of development, training, certification
4) setting goals for innovative development of personnel potential, identifying tasks for the development of personnel potential, choosing means to solve problems, preparing and carrying out work to create a management system for innovative development of personnel, analyzing the compliance of personnel potential with the development goals of the organization, developing and implementing measures to implement personnel potential in compliance with the goals of innovative development of the organization
5) creation of a personnel management service, determination of goals for innovative development of human resources, development of an organization development strategy, identification of tactical tasks, personnel motivation
87. Strategies that provide the opportunity to take advantage of the advantages of partners (competitors), suppliers and customers, allowing to get rid of the weaknesses of the organization’s innovative potential:
1) innovative development
2) intensive development
3) diversification
4) integration development
5) personnel development
^ 88. The state and capabilities of the labor market for regulating innovation activities is a component for the organization...:
1) external microenvironment
2) innovative microenvironment
3) internal innovation environment
4) mesoenvironment
5) innovative macroenvironment
^ 89. Strategies that provide the opportunity to update the product block of the organization’s innovative potential:
1) intensive development
2) integration development
3) diversification
4) personnel development
5) abbreviations
^ 90. Is not a component of the human resources potential of the organization’s innovative activities:
1) senior management (top management) of the organization
2) the potential of the organization’s personnel service
3) employees opposing the innovative idea and activities of the organization
4) production personnel of the organization’s traditional activities
5) “team” of project activities within the framework of the organization’s innovation strategy
^ 91. The innovative receptivity of personnel does not depend on:
1) economic factors
2) organizational factors
3) psychological factors
4) legal factors
5) technical factors
^ 92. The idea of which method of searching for innovation ideas consists of a collective attack on a problem that has arisen in order to select the most successful proposed idea?
1) trial and error
2) method of hierarchies
3) test question method
4) method of exchanging experiences and opinions
5) brainstorming method
^ 93. The subjects of management of the development of the innovative potential of personnel are:
1) owners and managers of corporations
2) personnel service of the organization
3) new organizational form - innovation resource center (IRC)
4) students, IRC employees, managers, corporation owners
5) managers, IRC employees, personnel service
^ 94. Organizational form of effective management of the development of innovative potential of personnel:
1) professional education system
2) corporate university
3) personnel service of the organization
4) corporate university, higher school, publishing house, professional retraining - alliance of organizations
5) innovation resource center (IRC)
^ 95. Functions of the innovation resource center:
1) search, structuring of information; development of training programs
2) monitoring the process of developing the innovative potential of personnel
3) staff training
4) subject analysis in areas, preparation of a systemic information base for decision making
5) all points together 1,2,3,4
^ 96. Efficient technology management of the development of the innovative potential of personnel on the basis of the innovation resource center (IRC):
1) obtaining new knowledge about the object, subject and process of innovative changes
2) obtaining and transferring new knowledge to managers and staff, creating opportunities to unlock a person’s professional potential
3) formation, development and correction of skills
4) all answers 1,2,3 are correct
5) individual development of the student, support and correction of the individual’s activities by the teacher
^ 97. A set of indicators for assessing the work results of the head of the organization:
1) reduction of production costs, profit, enterprise share in the market, dynamics of production volumes
2) profit, profit growth rate, capital turnover, enterprise share in the market
3) labor productivity and its dynamics, fulfillment of planned targets for volume and assortment, the number of complaints and their dynamics, staff turnover rate
4) dynamics of production volumes, dynamics of labor productivity, reduction of production costs
5) answers 1 and 3 are correct
^ 98. List of indicators for assessing the performance of the head of the personnel management service:
1) labor productivity and its dynamics, the level of wages per unit of production and its dynamics, staff turnover rate, number of vacancies, number of applicants for one vacancy
2) profit, turnover working capital, level of excess working capital reserves
3) profit, profit growth rate, capital turnover, enterprise share in the market
4) fulfillment of planned targets for volume and nomenclature, dynamics of production volumes, dynamics of labor productivity, reduction of production costs, staff turnover rate
5) personnel costs in production costs, indicators for training and advanced training of personnel, the amount of downtime, losses from downtime, the number of complaints and their dynamics, staff turnover rate
99. The strategy of creating a new organizational culture that ensures staff commitment to a new innovative idea is not acceptable in the context of the company’s basic strategy:
1) intensive growth
2) integration growth
3) innovative development
4) cost reduction, elimination of structural links and personnel reduction
5) personnel development
100. The strategy of democratization in personnel management based on the transfer of powers and resources to line management is acceptable in the context of the basic strategy of the corporation:
1) intensive development
2) diversification
3) formation of a network structure for business management
4) innovative development
5) integration development