Дипломная работа: Economic bases of innovative activity in public health services
Whereas
in offered model a similar indicator 2209 + 14011 = 16220 c.u., where 2209
c.u.? Profit at the disposal of the organisation (a difference between net
profit and returned investments). A difference in the sum here that the offered
model in calculations uses the predicted size of a sales volume. It is the
forecast becomes on the basis of linear approximation which, as it is known,
yields approximate results. It is necessary to notice, what the divergence of
values of these factors makes all (1? 16200/17149,3) *100 % = 5,52 %. It allows
to draw a conclusion about enough split-hair accuracy of offered model in
general and the sales volume forecast in particular. 2) to an index of
profitability of investments (PI) from standard model there corresponds an indicator
of efficiency of capital investments: the Standard model gives value of factor
whereas the offered model gives Е = П / To = 8721 / 6512=1,34. A divergence? 4
%, i.e. accuracy of offered model it is high. 3) the Standard model assumes
calculation of internal norm of profitableness which for the considered project
is equal. The similar indicator in offered model is not present, however is
told that profitability of the project 0,166. In other words, the standard
technique says that that the project was profitable, value of internal norm of
profitableness a minimum whereas the offered model says is necessary that the
project has norm of profitableness 0,166. Here it is impossible to compare
accuracy of calculations, it is possible to tell only that conclusions of these
two models do not contradict each other. For more evident comparison of models
we will result the comparative table of values of the basic factors of models.
So,
having compared values of the basic indicators of two models, we will notice,
what definitive conclusions of their application to the considered project too
do not differ from each other? Both that and other model have drawn the
conclusion that in the considered project it is necessary to put up money.
4.
Management of the personnel of the scientific organizations
4.1
Personnel of the scientific organisations
In the
present point of degree work the personnel of the scientific organisations from
two points of view: from the point of view of motivation of work and from the
point of view of special subculture. The question on interrelation of these
points of view is interesting: on the one hand, the personnel of the scientific
organisations, as well as the personnel of other spheres of activity, has usual
human wants in food, habitation, etc., on the other hand, belong to closed
enough social class. The given theme mentions two interconnected variables: the
personnel and the organisation, in essence, the individual and group, also are
brought by an attention to the question on motivation of the personnel in
achievement of the purposes of the organisation, i.e. about influence on
behaviour of the individual according to problems and the group purposes. There
is a necessity of the analysis of motivation as systems of factors or the
motive forces influencing social behaviour of the individual, and the analysis
of the group affecting the individual. In details to list all? Forces?, which
движут our acts, hardly probably. Therefore the author considers expedient to
stop on the following approach:? Numerous evident displays of uniformity in
social behaviour speak at all orientation on what? Or considered? The
significant? Norm, but also not custom, and it is simple that fact, what the given
type of social behaviour, in essence, most of all on the average corresponds,
by an objective estimation of individuals, their natural interests, and what
they focus the behaviour on these interests?. (M.Veber) [11]. Thus, the basic
source of behaviour of the person is its interest. In this connection it is
necessary to understand with a number of the interconnected concepts?
Motivation components: requirement, interest, motive, the purpose, value. As
requirement we will understand a lack something necessary for existence and
development of the individual (group). Under interest? The realised
requirement. Under motive? The realised actual requirement inducing the person
to activity for the purpose of its satisfaction. The purpose? It something
realised as means of satisfaction of requirement and acting owing to it in the
form of value for the given subject. Value? It is the importance of this or
that subject or the phenomenon for satisfaction of requirement [176, with. 22].
Thus, the
person is not born with ready motivation, its formation is I many respects
caused by a situation, factors of social and economic character.
4.2 Motivation of the personnel in the scientific organisations
As
already it was told above, the motivation of the personnel of the scientific
organisations in a sense does not differ from motivation of representatives of
other trades. We will consider this motivation. Base of modern theories of
motivation of the personnel in the scientific organisations is the theory of
requirements developed by American psychologist A.Maslou (1908? 1970) [19].
A.Maslou has assumed that the person is based on satisfaction of a series of
the requirements built in hierarchy or a pyramid from five groups. In an
increasing order it: - physiological or base requirements (food, heat, a
refuge, safety, sex etc.) ; - Requirements of safety (protection, an order); -
social requirements (dialogue, an accessory to group); - requirements for
respect (self-esteem and respect of others; the status, prestige, glory); -
requirement for self-realisation (creative results, achievements, career) [16].
Маслоу has made the assumption that in the elementary case of requirement are
satisfied one for another i.e. as soon as one requirement is satisfied, it acts
as motivation for satisfaction of the following. But if at satisfaction of
group of requirements, arises what? Or the new base requirement, the person
will pay the attention first of all to it. From the point of view? Motivations
in work? The employer considering that the person lives only bread uniform,
will be nonplused, as its workers will be unfortunate and немотивированны.
According to A.Maslou, the person only there lives bread uniform where in
general there is no bread. It is necessary to remember three important
positions of the theory of Maslou: 1) the Hierarchy of requirements reminds
development of the person since the childhood till an old age: the baby
requires food and heat, safety and love; in process of growth there is a
gradual development of self-esteem and, at last, appears? Itself the motivated?
The adult. 2) disappearance of the satisfied requirements and occurrence of
others in the form of motivation is not realised process: as soon as you have
got a job, you will forget at once all last hardship and will start to think of
career, etc. if it does not occur, you will feel unfortunate as though and at
all have no work. 3) Maslou notices that five steps are not something
independent. There is a certain degree of interaction between them. The theory
of Maslou is under construction on the assumption that while necessity for
satisfaction of base requirements for hierarchy as is important, as, for
example, requirement of a human body for the vitamins, the healthy person will
be guided, basically, requirement of self-realisation of the potential. If with
the person interfere in satisfaction of requirements of lower level,
requirements of higher level cannot arise. A.Maslou's theory has brought the
all-important contribution to understanding of that underlies aspirations of
people to work. The head should understand that to motivate the person it
should give the chance to it to satisfy its major requirements by means of that
line of action which promotes achievement of the purposes of the organisation.
It is necessary for head to investigate carefully requirements of the
subordinates for the purpose of satisfaction in interests of business and group
[21, with. 218].
4.3 Problem of a choice of the optimum schedule (mode) of work in
the scientific organisations
The
structure of workers of the innovative enterprises is not homogeneous. So,
along with science officers in these organisations engineers, and also
technicians and laboratorians work. Besides, and work of scientists is not
homogeneous for the maintenance. It can include original and typical works, and
also the works of organizational character connected with the coordination and
the control over activity of experts. Certainly, as the work schedule cannot be
universal for all categories of workers of scientific division and even for
experts of one category. At introduction of new types of operating schedules it
is necessary to pay attention not only to a kind of work of experts, but also
on economic gains (expenses on heating, illumination, rent of premises, a food
of workers, payment of parking places etc.) and technical possibilities
(presence of phones, faxes, personal computers etc.) . Besides, new types of
operating schedules can be considered and as original not monetary methods of
stimulation of productivity. So, for example, according to German researchers,
about 20 % of workers a flexible operating schedule consider as a primary
factor of positive motivation. As a whole the work schedule is characterised by
stability. Usually people work 5 days in a week, 40 hours per week, from 9
o'clock in the morning to 6 o'clock in the evening, have standard lunch time.
Along with obvious advantages, such mode has also lacks: traffic jams, turns at
lifts are created. Besides, people often have stresses because are late for
work, they have conflicts to the chief. As new types of an operating schedule
usually name: the flexible hours, the compressed working week (the summarised
working day), a partial employment. The flexible operating schedule is
understood as the work schedule at which the worker can choose time of
arrival-leaving in certain limits which are established by a management. The
compressed working week represents the work schedule in which there is an
exchange between quantity of the hours fulfilled daily, and quantity of the
working days within a week. So, the usual number of hours can be fulfilled not
for five days, and for four (for ten hours daily) or for three days (for twelve
hours daily). The Partial employment (partial hiring)? It is work with
performance of the same duties, but during smaller time. The greatest
distribution to the scientific organisations the flexible hours (have got
flexible time, flexible working hours). It is under construction in the
different ways: and #61485; the Daily choice of time of the beginning and the
work termination; and #61485; Variable duration of the working day; and #61485;
Allocation of the general (присутственного) time (i.e. Time established by the
head when all employees should be on work). Depending on flexibility degree, it
is possible to allocate various types of schedules. We will consider them in a
direction from least to the most flexible. All of them are used in practice.
The flexible cycle demands from workers of a choice of certain time of the
beginning and the work termination, and also work under this schedule during
the certain period (for example, weeks). The sliding schedule allows to change
time of the beginning and the work termination, but thus it is necessary to
work a full time? 8 hours. Variable day allows to change duration of the
working day (for example to work one day of 10 hours, and another? 6 hours but
so that as a result in a weekend it has turned out only 40 hours or for a month
of 160 hours). The sliding schedule and variable day are most effective in a
branch science. Abroad analogue it are laboratories of industrial firms and a
private small-scale business. Very much the flexible hours demand presence of
workers during the general time (for example, from 10 o'clock in the morning to
2 o'clock in the afternoon, but only on Monday and Friday). Flexible placing
allows to change not only hours, but also a work arrangement? It is possible to
work at home, in branches, etc. The flexible hours cannot be used in the event
that the work period depends on work of any equipment, for example, for the
workers performing skilled and experimental works. The great value, along with
a choice of an optimum operating mode for the scientist has time effective utilisation.
It is possible to allocate three reasons aggravating congestion: and #61485;
Small degree of delegation of responsibility; and #61485; incorrectly selected
priorities; and #61485; too big absorption in daily efforts. For optimisation
of use of time principles of Pareto and Eisenhower have great value. In 1897
The Italian economist Pareto has invented the formula showing that all
blessings are distributed non-uniformly. In most cases the greatest share of
incomes or the blessings belongs to a small number of people. M.S.Lorentz (the
American economist) has illustrated this theory with the diagramme. The doctor
D. M.Dzhuran has applied the diagramme to classification of problems of quality
on not numerous essentially important and numerous insignificant and named this
method the analysis of Pareto. Application of a principle of Pareto is
expedient and at working hours planning. In this case means that concentration
of attention on the vital activity most of all influences achievement of
desirable results. The rule 20/80 from here follows: concentration of 20 % of
time on the most important problems can lead to reception of 80 % of results.
The others of 80 % of time provide only remained 20 % of results. Eisenhower's
principle is important for definition of the importance of problems. Eisenhower
subdivided problems on their importance and promptness into problems And, In
and С "A-problems": very important and urgent? To carry out
immediately. "In? Problems": important, not urgent? To define, in
their what terms it is necessary to carry out." S-problems ": less
important, but urgent? To delegate. Affairs which are not neither important,
nor urgent should not distract attention of the head. In connection with the
aforesaid, the great value gets definition of optimum parities between workers
of various qualification. Optimum it is possible to consider such parity at
which science officers do not carry out functions unusual for them. There are
recommendations according to which optimum parity between technicians and
engineers should make 0,3 / 1 at performance of researches and 1,7 / 1 at
performance of developmental works. On the average this parity should make 1 /
2. Questions of formation of target groups in scientific personnel In a general
view understand as group of two and more persons who co-operate with each other
in such a manner that each person influences others and simultaneously is under
the influence of other persons. It is noticed that association of workers in
groups allows to solve a number of problems: As much as possible to use
creative potential; to involve workers in managerial process. Target groups
(time creative collectives), created of engineers and science officers have the
features in comparison with quality mugs as before groups more difficult
purposes are put. Practice of formation of target groups of the scientists
working in various research divisions of firm is extended. Creation of such
groups for working out of any one important problem gives the chance to be
beyond existing departments and laboratories that is the important factor of
increase of an efficiency of scientific research. Target groups of experts
(time creative collectives) differ from circles of quality that operate on the
basis of in advance formulated problem and always carry a temporality. They can
be created for different terms: from 2-3 and more years. It defines also
selection of participants of groups. Groups are created as for study of
separate organizational or technical questions, and for the decision of difficult
cardinal problems. The overall performance of groups is influenced by following
factors: the size, structure, group norms, unity, a conflictness, the status
and a functional role of its members. Before formation of target group (time
creative collective) it is necessary to carry out the morphological analysis
which leads to splitting of the general problem into a number of subtasks and
reveals possible alternatives of their decision. Each subtask breaks into
stages. To generate collective of executors, it is necessary to have the list
of all subtasks which should be solved in the course of work performance;
characteristics of each subtask with definition of requirements to their
potential executors. Besides it is necessary to have a databank on all possible
executors of work. At division of a task in view into subtasks each executor
should know the concept of designing of all object. The new tendency is
allocation of personnel services for needs of the time organizational
structures which are engaged in process of innovations. Such personnel services
also carry a temporality and move on divisions according to stages of
realisation of the project. The actual organizer of work on attraction and
personnel development is the head of the innovative enterprise who embodies the
idea and is financially interested in innovation introduction. The head of
division defines quantity of executors of each subtask, recognising that one
executor performs from two to three stages of work. Selection of executors is
carried out proceeding from complexity of performed work. Thus the potential of
executors should be a little above, than demanded. At a stage of working out
and realisation of the ideas which have been put forward by target groups,
sometimes there are the so-called design groups, different in the big scales of
carried out works and большей number of executors. In any target group select
the most prepared experts. But even at the most careful selection almost always
there is a distinction between them on readiness degree to performance of a
problem assigned to them. In this connection training of less skilled executors
at more qualified should be provided. Short-term employment on which each
expert has an opportunity better will sometimes be organised to imagine sense
of a collective problem and the basic approaches to its decision. Still большее
value gets preliminary training at creation of the design groups which work has
more long-term and complex character. In these cases for experts special
seminars can be held. The seminar program should cover acquaintance of its
participants with features of the organisation of works in design group, with
specificity of planning, with establishment principles приоритетности in
performance of works, methods of search of optimum decisions on the basis of
the analysis of real situations. The attention is given also to working off of
practical skills of teamwork in group. At a seminar there is an acquaintance of
experts to the future project head which should spend some employment. It
allows it to come into contact and to prepare participants of design group for
forthcoming activity. Upon termination of a seminar to its participants the
special certificate on the right to work over the project can stand out. In the
USA creation of interfirm target and design groups is observed also. Usually in
their structure experts from the external research organisations are involved.
As a result of such cooperation from firm innovative structures in which are
occupied both members of groups, and scientific shots can separate. In this
case it is possible to define the innovative enterprise as target group which
is created for industrial development and adjustment of sale of production
based on the new technical concept.
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