Self-management of the manager and motivational management as factors of implementation of an innovative model of the enterprise economy

Abstract

The article is devoted to the study of theoretical and applied aspects of the interaction of the manager's self-management and motivational management as system-forming factors for the implementation of an innovative model of the enterprise economy. The relevance of the topic is due to the transformation of the modern economy, in which the competitiveness of enterprises is increasingly determined by the ability to effectively use human capital, ensure adaptability to changes and generate innovations in the conditions of digitalization and crisis challenges, in particular martial law. The paper analyzes the evolution of scientific approaches to the interpretation of self-management, which is considered not only as a time management tool, but as a comprehensive system of self-regulation of the manager, which includes goal-setting, planning, organization of activities, decision-making, control and self-correction. It is substantiated that the level of development of self-management determines the quality of management decisions, stability of priorities, effectiveness of communications and general organizational order of the enterprise. It is proven that a low level of self-management leads to an increase in internal transactional losses, managerial chaos and a decrease in trust in the team, while a high level contributes to the formation of a predictable and effective management environment. In parallel, the modern understanding of motivational management as a multi-component system is revealed, which includes material and non-material incentives, personnel development, the formation of organizational culture, ensuring psychological safety and supporting innovative activity. It is shown that in the conditions of the digital economy and increased risks, employee motivation becomes complex and is oriented not only to labor productivity, but also to self-realization, involvement and the ability to learn and adapt. Special attention is paid to substantiating the interdependence of the manager's self-management and motivational management. It is proven that the effectiveness of motivational mechanisms directly depends on the manager's management consistency, discipline and ability to self-regulate. Self-management is a prerequisite for the formation of trust in the management system, without which even formally effective incentive tools do not provide the proper result. Thus, self-management and motivational management form a single functional system that ensures the mobilization of the human capital of the enterprise. The article proposes a conceptual model for implementing an innovative model of the enterprise economy, in which the self-management of the manager determines the quality of management signals, motivational management ensures the involvement of personnel in achieving strategic goals, and organizational culture and human resource development act as an environment for the formation of sustainable innovative activity. It is substantiated that the innovative model of the enterprise economy is the result of the integrated action of these elements, and not individual management functions. The scientific novelty of the study lies in the formation of a holistic approach to combining the self-management of the manager and motivational management into a single conceptual framework, which allows explaining the mechanism of transformation of management quality into innovative performance of the enterprise. The practical significance of the results obtained lies in the possibility of their use to improve enterprise management systems, increase the efficiency of motivational mechanisms, and form a favorable innovation environment.