Organizational Culture Management: Innovative Development and Knowledge Management Problems

The efficiency of the modern enterprise, the management of the organizational culture and the quality of this management are largely determined by its ability to develop and implement innovative processes. The task is not just to survive in the market, performing everyday tasks, but also to be able to adapt to the requirements of the constantly changing external environment through innovation.

Among the many aspects related to the innovative activity of an enterprise, special attention should be paid to the analysis of the social side of innovation processes. We are talking about the consideration of the work collective of the enterprise as the main resource of innovation activity. So, being directly in the production process, members of the organization can be the first to feel the need for organizational or technological changes. It is in the work collective that the sources of creativity lie, as well as activities to translate innovative ideas into practically meaningful results. Underestimation of the place and role of the human factor in innovative development leads, on the one hand, to the disinterest of the labor resources in activating their creative activity, on the other hand, to the lack of motivation of the entrepreneurs who are the organizers of the production process to replace manual labor with machinery.

Accordingly, the management of the organizational culture of the enterprise should provide for the solution of the task of creating an effective organizational and managerial incentive for the work collective to implement innovations. Such a system can be represented by the organizational and managerial potential of innovation processes as a combination of the enterprise's existing and used capabilities that mediate the creative and innovative activity of the work collective. Investigating the organizational and managerial potential of innovation processes in the work collective, it is important to study the features and the degree of innovative influence of each of its constituent elements: an element related to management personnel, as well as structural, personnel, organizational, administrative, cultural elements. The element connected with the management personnel is conditioned by the activity of the management of all levels, firstly, as independent subjects of innovation activity, and, secondly, as the creators of the innovative atmosphere in the team. The structural element is connected with the peculiarities of the structure of the organization from the point of view of its positive or negative influence on the innovative activity of the work collective. Personnel element is represented by a set of activities to work with the personnel of the organization in order to more fully reveal its innovative potential. The organizational and administrative element is associated with the features of operational management of each of the stages of the innovation process. The cultural element represents the specifics of organizational culture and management, as factors of creative activity of employees. A sociological analysis of ways to improve the identified elements of the organizational and managerial potential of innovation processes will help to create a favorable atmosphere for the company to disclose the innovative potential of its employees.

At present, an increasingly important aspect of management, is the management of knowledge. Knowledge management is the organizational management culture that forms the basis of personnel management technologies, innovative and communicative management. The knowledge management system includes: selection of knowledge from external sources, their classification, dissemination and exchange of knowledge, decision-making, the inclusion of knowledge in the management of the organizational culture of the enterprise, its products, services, databases.

Modern management of organizational culture assumes that the proper evaluation of knowledge, their precise measurement, as well as the timely protection of knowledge, are of great importance.

Most companies implement knowledge management systems. Mostly these are large corporations, such as Hewlett Packard, Coca-cola, PricewaterhouseCoopers, Ernst & Young. Russian organizations include Lukoil, Siverstal, and Rosinter.

Knowledge is as much an asset of an enterprise as capital, and knowledge is today a significant competitive advantage.