Table 1. Types of innovative strategies

Raspopova Valeria Romanovna

Student, Institute of Economics and Management,

Belgorod State National Research University, Belgorod, Russia

E-mail: [e-mail]

Scientific advisor:

Eschenko Irina Olegovna

PhD in Philology, Associate Professor of the Department of

Foreign Languages and Professional Communication,

Belgorod State National Research University, Belgorod, Russia

E-mail: [e-mail]

The article touches upon some innovative technologies and the application of them in the field of personnel management, highlights the relevance of innovations in the personnel management system. If the Manager competently builds the work of the staff, introduces timely changes that further develop the company and thereby increase profits, increase the status, then this is a multifunctional and effective organization.

Keywords: innovations, personnel management, innovative technologies, consumer, skills and abilities.

Today, the degree of well-being of an organization depends directly on the company's management. The Manager must have such competencies as: creativity, ability to solve complex problems, critical thinking, emotional intelligence, flexibility of thinking, and so on. In the 21st century, competition between "pumped" organizations is increasing every day. The trend of creating innovative approaches is very important, as it becomes a crucial factor for the company's success. That is why the topic of innovative changes in the field of personnel management is relevant and can become an example for many managers of those organizations who are afraid to introduce something new, do not take risks and lead an outdated, unclaimed organization.

The present article analyzes the term innovation in more detail. Innovation should be understood as an innovation that is in demand by the market and allows people to make their lives more comfortable, and their daily activities easier and more technologically advanced [5]. This is all because a person has become a consumer who needs something new every day. But in order to develop any innovations and successfully implement them, taking into account the conditions of an innovative economy, employees with certain knowledge, skills and abilities are needed. They need to understand, want, and be able to implement the changes that will benefit them in the future.

In today's society, innovative strategies play an important role in doing business. The way the manager will prove himself from the first days of work, defines the situation that is expected throughout the entire work activity. The types of innovative strategies are shown in table 1 [2].

Table 2. Kurt Levin’s Model

The winners of the changes	The Constraints change
Reducing sales	The culture of the organization does not welcome initiatives
The decline in the quality of products	Managers are not aware of alternatives
Staff turnover	Rigid centralization of authority
Increasing costs, etc.	Lack of incentives for employees to engage in entrepreneurship, etc.

 

Each company needs only those innovations that meet the requirements of the modern business world. But it is equally important that they should be related to the economy and management needs of the organization. To do this, a number of problems that require immediate solutions should be identified. Then the options are analyzed, and then – the most suitable ones are selected. If this implementation is successful, the innovation can be implemented in people's lives.

To conclude, it is necessary to mention that innovation is not only the use of high technologies, but also the policy of management decisions making. The main aspect required for the successful development of the organization is the attitude of employees and managers [1]. Innovative changes are very important for the organization. To take a leading position and not give competitors a chance, the company should make changes in a timely manner and improve every day. Highly professional staff and competent management is the key to the success of the organization.

References

1. Dolzhenko, R.A. (2015). Novovvedeniya v sisteme upravleniya personalom organizatsii [Innovations in the personnel management system of the organization] // Bulletin of the Altai State Agrarian University. – no.1. – P. 145. (In Russian)

2. Golyanich, V.M., Kudryavtseva, E.I. (2013). Innovatsionnyye tekhnologii v upravlenii personalom [Innovative technologies in personnel management] // Managerial consulting. – no. 2 (50). – P. 245. (In Russian)

3. Maksimov, N.N. (2013). Teoreticheskiye osnovy innovatsionnoy deyatel'nosti [Theoretical foundations of innovative activity] // Young scientist. – no.10. – P. 343. (In Russian)

4. Pavlova, Yu., Tomaily, D., Sineva, N.L. (2014). Formirovaniye innovatsionnykh i kreativnykh menedzherov [Formation of innovative and creative managers] // Proceedings of the National Conference “Innovative Management technologies”. – Pp. 29-31. (In Russian)

5. Vlasova, A.A. (2014). Osobennosti innovatsionnoy deyatel'nosti v upravlenii personalom [Features of innovative activity in personnel management] //

Management of Labor Resources. – no. 5. – P. 116. (In Russian)

Eschenko Irina Olegovna

PhD in Philology, Associate Professor of the Department of

Foreign Languages and Professional Communication,

Belgorod State National Research University, Belgorod, Russia

E-mail: [e-mail]

The article reveals the importance of management decisions for each organization, analyzes the objective laws of functioning of a control-based system, as well as the sources for using informal methods. The main advantage of the Delphi method is considered. Three large stages of the process of making managerial decisions are analyzed.

Keywords: management decisions, adoption process, the Delphi method, internal component.

A managerial decision is any creative action of a manager based on the knowledge and understanding of the objective laws of functioning of a controlled system and analysis of information about its activities, consisting in choosing a goal, program and methods of the team's activities to resolve an existing problem or to change a goal.

The external component of the organization can affect the organization directly or indirectly, and this impact is dynamic and uncertain, which seriously complicates decision-making; the internal component includes various resources, the organizational structure of the organization's management and communication. It is more or less manageable compared to the external one.

Managerial decision making has been viewed as a rational process, i.e. a certain number of steps and stages through which the manager must go sequentially from the first stage to the last, in order to eliminate the problem. However, in real conditions, everything does not happen quite like that, because there are some limitations of the "real world" that prevent the use of a rational model in the process of making management decisions. These include:

Lack of awareness of the manager in the existence of the problem, due to their overload, or if the problem is well hidden; very often time constraints force us to make less effective decisions; sometimes there is the inaccessibility of all information about the problem for various reasons.

Nevertheless, the general mechanisms of decision-making in real life remain.

The process of making managerial decisions includes three large stages, which, in turn, also have some sub-points:

1) Preparation. At this stage, the problem is detected and analyzed; decision goals are formed; absolutely all information related to the existing problem is analyzed; alternatives to achieve the goal are developed; and finally, acceptable alternatives are chosen and the best one is chosen;

2) Acceptance. The second stage is a pilot assessment of alternatives; the only solution is chosen; then the decision is agreed with the performers; the decision is finally approved;

3) Implementation. At the final stage, the implementation of the decision is organized; work is provided to implement the decision; the decision is carried out.

Nowadays, at the stage of development of management as an economic science, the entire methodology for making managerial decisions can be subdivided into a number of methods. Three main classifications can be attributed to this kind of classifications, the whole essence of which boils down to the following.

1) Methods based on the intuition of a manager, which is due to the presence of acquired skills and sufficient knowledge in a certain area of activity, which helps to choose and make an economically profitable and effective decision.

2) Methods based on the concept of "common sense", when a manager, making decisions, substantiates them with evidence, the content of which is based on his accumulated practical experience.

3) Methods based on a scientific-practical approach, involving the choice of optimal solutions based on processing a large amount of information, and helping to justify decisions.

There are also three groups of methods for making management decisions:

– informal methods (also called heuristic methods);

– collective methods;

– quantitative methods.

Sources for using informal methods:

1) Verbal (oral) information. Sources include radio and television broadcasts, consumers, suppliers and competitors of the organization, meetings.

2) Written information. Sources are newspapers and magazines, newsletters, professional magazines, annual reports.

Brainstorming is the most common method of collective decision making. With this method, new ideas are jointly generated and subsequent decisions are made. It is used in cases where there is a minimum of information about the problem being solved and a short time frame for its solution is set.

Also, the Delphi method has proven its effectiveness in practice. The main advantage of the Delphi method is that it takes into account the opinion of all persons who are related to the issue in question, and this method is also very convenient to use.

Currently, it has already been proven that the efficiency of the activities of enterprises and organizations and the possibility of competitiveness of the company's products on the market directly depend on the quality of the decisions made by the manager. Therefore, knowledge and understanding of the processes and methods of making management decisions become an integral part and one of the main aspects of improving the professionalism of managers, managers of all ranks and levels of management.

References

    1. Batourina, E. V. (2020). Motivatsiya kadrovogo innovatsionnogo povedeniya [Motivation of personnel innovation behavior] // Public administration. Electronic bulletin. – no.81. – Pp. 4-6. (In Russian)

2. Webber, R. A. (1979). Management: Basic Elements of managing Organizations. – Homewod, Illinois: Richard D. Irwin, Inc. – Pp. 134-136.

3. Williamson, A. D. (1993). Field Guide to Business Terms: A Glossary of Essential Tools and Concepts for Today's Manager. – Boston: Harvard Business School Press. – 277 p.

Lysenko Anna Sergeevna

Master-Student of Institute of Pharmacy, Chemistry and Biology,

Belgorod State National Research University, Belgorod, Russia,

E-mail: [e-mail]

Scientific advisor:

References

1. Bahuguna, A. (2017). MTT assay to evaluate the cytotoxic potential of a drug. Bangladesh Journal of Pharmacology, 12. – Pp. 115-118.

2. Berridge, M.V., Tan, A.S. (1993). Characterization of the cellular reduction of 3-(4,5-dimethylthiazol-2-yl)-2,5-diphenyltetrazolium bromide (MTT): subcellular localization, substrate dependence, and involvement of mitochondrial electron transport in MTT reduction. Archives of Biochemistry and Biophysics, 303/2. – Pp. 474-482.

3. Morgan, D.M. (1998). Tetrazolium (MTT) Assay for Cellular Viability and Activity. Methods in Molecular Biology, 79. – Pp. 179-183.

4. Mosmann, T. (1983). Rapid Colorimetric Assay for Cellular Growth and Survival: Application to Proliferation and Cytotoxicity Assays. Journal of lmmunological Methods, 65. – Pp. 55-63.

5. Riss, T.L. et al. (2016). Cell Viability Assays. Assay Guidance Manual. – [online]. Available at: https://www.ncbi.nlm.nih.gov/books/NBK144065. (Accessed: 13.01.2021)

6. Stockert, J.C. (2018). Tetrazolium salts and formazan products in Cell Biology: Viability assessment, fluorescence imaging, and labeling perspectives. Acta Histochemica, 120/3. – Pp. 159-167.

7. Tominaga, H. et al. (1999). A water-soluble tetrazolium salt useful for colorimetric cell viability assay. Analytical Communications, 36. – Pp. 47-50.

8. Van Meerloo, J., Kaspers, G.J., Cloos, J. (2011). Cell Sensitivity Assays: The MTT Assay. Cancer Cell Culture: Methods and Protocols, Second Edition, Methods in Molecular Biology, 731. – Pp. 237-245.

 

References

1. Barbosynova, Yu.B., Ruzaeva, E.M. (2018). Pensii osuzhdennyh // Nauchnyj forum: innovacionnaya nauka: sbornik statej po materialam XIII mezhdunarodnaoj nauchno-prakticheskoj konferencii [Pensions for convicted defendants// Proceedings of International XIII conference “Scientific forum: innovative science” ]. – no. 4 (13). – Moscow: "MCNO". – 120 p. (In Russian)

2. Konstituciya Rossijskoj Federacii (prinyata vsenarodnym golosovaniem 12.12.1993). (V redakcii zakonov Rossijskoj Federacii ot 30.12.2008 №6-FKZ, ot 30.12.2008 №7-FKZ, ot 05.02.2014 №2-FKZ, ot 21.07.2014 №11-FKZ) [The Constitution of the Russian Federation (adopted by vote 12.12.1993) (as amended laws of the Russian Federation: 30.12.2008 no. 6-FKZ, 30.12.2008 no. 7-FKZ, 05.02.2014 no. 2-FKZ, 21.07.2014 no. 11-FKZ)]. (In Russian)

3. Opredelenie Konstitucionnogo Suda Rossijskoj Federacii ot 17 iyunya 2008 goda N 552-O-P "Po zhalobe grazhdanina Alekseya Vital'evicha Rozenkova na narushenie ego konstitucionnyh prav polozheniyami statej 99 i 107 Ugolovno-ispolnitel'nogo kodeksa Rossijskoj Federacii i statej 208 i 217 Nalogovogo kodeksa Rossijskoj Federacii" [The Constitutional Court of the Russian Federation no 552-O-P, 17 June 2008 "On the complaint of the citizen Alexey Vitalievich Rozenkov on the violation of his constitutional rights by the provisions of articles 99 and 107 of the Criminal Executive code of the Russian Federation and articles 208 and 217 of the Tax code of the Russian Federation"]. (In Russian)

4. Reshenie Zavolzhskogo rajonnogo suda goroda Ul'yanovska (Ul'yanovskaya oblast') №2-1053/2011 ot 25 maya 2011 goda po delu №2-1053/2011 [Decision of the Zavolzhsky district court of the city of Ulyanovsk (Ulyanovsk region) no. 2­­-1053/2011, 25 May 2011, case no. 2-1053 /2011]. (In Russian)

5. Sobranie zakonodatel'stva RF №52 (gl.I), St. 6989 (2013). Federal'nyj zakon ot 28 dekabrya 2013 goda №400-FZ "O strahovyh pensiyah" (v red. ot 07.03.2018) [Collection of Legislation of the Russian Federation №52 (Ch. I) art. 6989 (2013). Federal Law, 28 December 2013, no. 400-FZ "On Insurance Pensions" (amended: 07.03.2018)]. (In Russian)

6. Yablokova, O.B. (2013). Pensionnoe obespechenie osuzhdennyh // Aktual'nye voprosy trudovogo prava i prava social'nogo obespecheniya,
materialy Internet-konferencii Omskoj yuridicheskoj akademii [Pension provision for convicts // Proceedings of the Internet conference of
Omsk Law Academy “Actual issues of labor law and social security
law” ], Omsk. – Pp. 50-57. (In Russian)

 

Raspopova Valeria Romanovna

Student, Institute of Economics and Management,

Belgorod State National Research University, Belgorod, Russia

E-mail: [e-mail]

Scientific advisor:

Eschenko Irina Olegovna

PhD in Philology, Associate Professor of the Department of

Foreign Languages and Professional Communication,

Belgorod State National Research University, Belgorod, Russia

E-mail: [e-mail]

The article touches upon some innovative technologies and the application of them in the field of personnel management, highlights the relevance of innovations in the personnel management system. If the Manager competently builds the work of the staff, introduces timely changes that further develop the company and thereby increase profits, increase the status, then this is a multifunctional and effective organization.

Keywords: innovations, personnel management, innovative technologies, consumer, skills and abilities.

Today, the degree of well-being of an organization depends directly on the company's management. The Manager must have such competencies as: creativity, ability to solve complex problems, critical thinking, emotional intelligence, flexibility of thinking, and so on. In the 21st century, competition between "pumped" organizations is increasing every day. The trend of creating innovative approaches is very important, as it becomes a crucial factor for the company's success. That is why the topic of innovative changes in the field of personnel management is relevant and can become an example for many managers of those organizations who are afraid to introduce something new, do not take risks and lead an outdated, unclaimed organization.

The present article analyzes the term innovation in more detail. Innovation should be understood as an innovation that is in demand by the market and allows people to make their lives more comfortable, and their daily activities easier and more technologically advanced [5]. This is all because a person has become a consumer who needs something new every day. But in order to develop any innovations and successfully implement them, taking into account the conditions of an innovative economy, employees with certain knowledge, skills and abilities are needed. They need to understand, want, and be able to implement the changes that will benefit them in the future.

In today's society, innovative strategies play an important role in doing business. The way the manager will prove himself from the first days of work, defines the situation that is expected throughout the entire work activity. The types of innovative strategies are shown in table 1 [2].

Table 1. Types of innovative strategies

Strategy	Competitive position of the enterprise	Characteristics strategy
Offensive	High level of risk and effectiveness; Focus on research (even basic research) combined with the use of the latest technologies	Development of high-tech innovations
Protective (defensive)	Low level of risk; High level of technical (design and technological) developments; A certain stable market share	Expanding the product range in order to maintain market positions
Intermediate	A small fraction of the market; The lack of direct confrontation with competitors	modification of basic models
Absorbing (licensing)	A certain market share; Free resources for purchasing and implementing new technologies	Use of innovative developments made by other organizations
Simulation	High production standards; Significant organizational and technological potential; Knowledge of market requirements	Copying innovations released to the market by other organizations with some improvements and upgrades
Predatory	Businesses that are just beginning to gain a share in an established market	Release to the market a large number of familiar products with the use of innovations that will extend technical and operational parameters

 

       After the company's management had weighed all the pros and cons of introducing innovations, provided for the solution of difficult tasks at the management level, then the most important aspect, the human factor, should be worked at. When the leader of the company, and most often the HR manager is in charge of proposing any innovations, develops a new project, along with this project, the employees of this organization also change [3]. It is necessary to observe how this happens:

1) People working there should always learn something new, because fashion does not stand still, every day they come up with different concepts, structures that can be used to "lure" those customers. Every company can achieve this if they make an effort and do not sit still.

2) Another Option is to eliminate old work habits. In order for employees to work more and get less tired, you can introduce such a concept as a coffee break into the company. Do you think this requires a lot of financial investment? This question can be answered right away with a short "NO". Select a small room and make it a recreation room, put there a small coffee machine, several sofas, a microwave oven, a refrigerator and a table. If you spend about 100 thousand rubles on this, then in the future this amount will multiply your capital by at least 5 times. Employees will not take lunch breaks, because they will bring food with them, and will be able to eat and work at the same time. But during this hour, which they would spend in cafes or restaurants, each employee can write several articles or shoot a cool mini-video about the company.

3) The Values and attitudes to the company's Affairs should be the same for both employees and management. They should want to make their company cool and "pumped" in all areas. The leader encourages his employees, both financially and morally. And they, in turn, provide very good results of their activities.

This is not all that can be done internally. Each Manager has their own views on their company and their own approaches to innovation.

The theory of changes in human behavior was developed by sociologist Kurt Levin. It includes three consecutive stages – "Defrosting", "Movement" and "Freezing", which are presented in table 2 [4].

Table 2. Kurt Levin’s Model

The winners of the changes	The Constraints change
Reducing sales	The culture of the organization does not welcome initiatives
The decline in the quality of products	Managers are not aware of alternatives
Staff turnover	Rigid centralization of authority
Increasing costs, etc.	Lack of incentives for employees to engage in entrepreneurship, etc.

 

Each company needs only those innovations that meet the requirements of the modern business world. But it is equally important that they should be related to the economy and management needs of the organization. To do this, a number of problems that require immediate solutions should be identified. Then the options are analyzed, and then – the most suitable ones are selected. If this implementation is successful, the innovation can be implemented in people's lives.

To conclude, it is necessary to mention that innovation is not only the use of high technologies, but also the policy of management decisions making. The main aspect required for the successful development of the organization is the attitude of employees and managers [1]. Innovative changes are very important for the organization. To take a leading position and not give competitors a chance, the company should make changes in a timely manner and improve every day. Highly professional staff and competent management is the key to the success of the organization.

References

1. Dolzhenko, R.A. (2015). Novovvedeniya v sisteme upravleniya personalom organizatsii [Innovations in the personnel management system of the organization] // Bulletin of the Altai State Agrarian University. – no.1. – P. 145. (In Russian)

2. Golyanich, V.M., Kudryavtseva, E.I. (2013). Innovatsionnyye tekhnologii v upravlenii personalom [Innovative technologies in personnel management] // Managerial consulting. – no. 2 (50). – P. 245. (In Russian)

3. Maksimov, N.N. (2013). Teoreticheskiye osnovy innovatsionnoy deyatel'nosti [Theoretical foundations of innovative activity] // Young scientist. – no.10. – P. 343. (In Russian)

4. Pavlova, Yu., Tomaily, D., Sineva, N.L. (2014). Formirovaniye innovatsionnykh i kreativnykh menedzherov [Formation of innovative and creative managers] // Proceedings of the National Conference “Innovative Management technologies”. – Pp. 29-31. (In Russian)

5. Vlasova, A.A. (2014). Osobennosti innovatsionnoy deyatel'nosti v upravlenii personalom [Features of innovative activity in personnel management] //

Management of Labor Resources. – no. 5. – P. 116. (In Russian)