Management of changes in the organization and innovations is the strategic goal of the development of any enterprise, this means updating (transformation) of the company, based on the implementation of optimal solutions. The need for this is due to the fact that it needs to adapt to the external or internal environment, as well as to master new technologies and knowledge. This is especially important in the conditions of a market Russian economy.
Innovation management in an organization is determined by a number of reasons - economic, ideological, organizational, informational, personnel and so on. The main areas of activity include the following:
- transformation of external situations and the conditions of competitors;
- development and application of advanced models and technologies for the application of management tasks;
- enhanced automation and computerization;
- increase in the amount of management expenses.
But change management in the organization must be carried out after a series of diagnostic signs appear that determine the feasibility of changes. They can be indirect and direct:
- deterioration of performance indicators of the organization;
- Losses and failures in competitive interaction;
- passive position of staff;
- the presence of unreasonable protest against any form of innovation;
- the use of ineffective decisions of the authorities;
- there is a gap between the specific activities of the staff and its formal responsibilities;
- the presence of a large number of punishments in a situation of lack of rewards.
Change management in an organization can be divided into three large groups:
1. Technological, which include the acquisition of new equipment, devices, technological schemes and so on.
2. Product changes relate to the focus on the release of new materials and products.
3. Social innovations include several large subgroups, which include the following:
- economic (a system of new material incentives, wage indicators);
- organizational and managerial (a set of new organizational structures in which decisions are made);
- social (we are talking about deliberate changes in intra-collective relationships - the election of masters, team leaders, leaders, and so on);
- legal, which mainly act as changes in the economic and labor legislation.
In general, the last subgroup reflects the management of changes in the enterprise in terms of control over employees and internal processes.
All innovations are inevitable, as they are mainly determined by a system of objective factors. But reorganization cannot be an end in itself, but only a means of implementing innovative tasks and activities. Therefore, the management of changes in the organization should be reasonable and thoughtful.
For example, reorganization is possible in several forms: merger, merger, separation, separation, reduction, transformation, reprofiling. But in any case, the necessary restructuring must take place in the management system, which will entail changes in itself in the structure, personnel, technologies, organizational culture and other parameters of the company’s functioning.
But in order to successfully carry out this process, it is necessary, first of all, to analyze the causes of the organization’s failures, the negative and positive sides, and clearly and specifically formulate goals. Only after carrying out such detailed and painstaking work should changes be introduced.