<p>The globalization has converted the world into a small global village; a village in which there is an ever high stream of contentions and competitions between organizations. In this scenario the most effective and beneficial maneuver for any organization is to create innovative ways in conducting business. This thesis deals with the role of leadership in the phenomena of organizational change and innovation. The leader as a person in charge or as a change agent can manage an organization or the process of organizational change more effectively and successfully if h/she is capable and competent. Rapid technological advancements, high expectations of customers, and ever changing market situations have compelled organizations to incessantly reassess and reevaluate how they work and to understand, adopt and implement changes in their business model in response of changing trends. Organizational change is a demand of the day, and needed for organizations to survive. Organizations now a days, well understand the importance of the matter, and are serious to prepare themselves not only the current, but also for the future trends to get the level of sustainable success, but Along with all of its implications and importance the process of organizational change is also a very complex and challenging.  Research shows that 70 percent of organizational changes fail to get their goals. As leadership has a central role in evolution and cultivating an organization, the process of organizational change demands a very effective and highly competent leadership that is well capable to perceive the most desirable shape of an organization and address the issue of organizational change in most appropriate way. The analysis of literature reviewed and the results of real life cases of organizations which are studied for this thesis shows, that a leadership with the competencies of “Vision” and “Innovative Approach” along with other characteristics can prove more effective to conclude the complex phenomena of organizational change with success. Further the successful organizational change can leads to innovation for organization, which is the key of long term success and sustainability. This thesis as a result proposed a model which is derived from the leadership competencies, organizational change, and sustainable success and innovation literature. This model expresses relationship between successful organizational change and leadership on the basis of h/her characteristics, which are ‘Vision” and “Innovative Approach”. With the help of proposed model this relationship can be viewed graphically.</p>

The globalization has converted the world into a small global village; a village in which there is an ever high stream of contentions and competitions between organizations. In this scenario the most effective and beneficial maneuver for any organization is to create innovative ways in conducting business. This thesis deals with the role of leadership in the phenomena of organizational change and innovation. The leader as a person in charge or as a change agent can manage an organization or the process of organizational change more effectively and successfully if h/she is capable and competent. Rapid technological advancements, high expectations of customers, and ever changing market situations have compelled organizations to incessantly reassess and reevaluate how they work and to understand, adopt and implement changes in their business model in response of changing trends. Organizational change is a demand of the day, and needed for organizations to survive. Organizations now a days, well understand the importance of the matter, and are serious to prepare themselves not only the current, but also for the future trends to get the level of sustainable success, but Along with all of its implications and importance the process of organizational change is also a very complex and challenging.  Research shows that 70 percent of organizational changes fail to get their goals. As leadership has a central role in evolution and cultivating an organization, the process of organizational change demands a very effective and highly competent leadership that is well capable to perceive the most desirable shape of an organization and address the issue of organizational change in most appropriate way. The analysis of literature reviewed and the results of real life cases of organizations which are studied for this thesis shows, that a leadership with the competencies of “Vision” and “Innovative Approach” along with other characteristics can prove more effective to conclude the complex phenomena of organizational change with success. Further the successful organizational change can leads to innovation for organization, which is the key of long term success and sustainability. This thesis as a result proposed a model which is derived from the leadership competencies, organizational change, and sustainable success and innovation literature. This model expresses relationship between successful organizational change and leadership on the basis of h/her characteristics, which are ‘Vision” and “Innovative Approach”. With the help of proposed model this relationship can be viewed graphically.

The literature on manufacturing performance measurement underscores the importance of operational performance measures, as well as aggregate organisational measures. However, research aimed at quantifying and tracking such measures from both operational and organisational perspectives has been slow in forthcoming. The Manufacturing Operational Effectiveness (MOE) indicator introduced and tested in this study lends itself to both operational performance measures and aggregate organisational performance measures of the manufacturing system performance. The results of several simulation scenarios utilising actual manufacturing data clearly illustrate the utility of MOE. These results have both operational tactical and strategic organisational practical implications. Operational effectiveness and strategic competitiveness can be tracked and improved through the systematic utilisation of MOE.

Энергоэффективность в современных условиях становится одним из стратегических факторов успеха промышленных предприятий, внося вклад как в сокращение операционных издержек и рациональное использование всех источников энергии, так и в повышение экологических показателей производства. Основой энергоменеджмента на предприятии является разработка энергетической стратегии предприятия и построение на ее основе системы планирования, организации и контроля энергоэффективности. Включение в состав подобной стратегии подходов к управлению человеческим капиталом как совокупностью знаний, умений и навыков в области энергоэффективного производства, подкрепленных системой материальной и нематериальной мотивации, становится одной из приоритетных задач в области управления промышленным предприятием. Системный подход к разработке и внедрению технологий энергосбережения стал одним из ключевых направлений развития энергоменеджмента на промышленных предприятиях. В настоящее время на стратегическом уровне управления он осуществляется за счет ряда международных стандартов, которые носят рекомендательный характер. Очевидно, что на большинстве современных промышленных предприятий внедрены элементы энергетической политики, формализованы основные элементы бизнес-процессов, относящихся к энергоменеджменту. Однако необходимо достичь понимания, что функционирование системы энергоменеджмента невозможно без инновационного подхода, суть которого заключается в использовании внутренних интеллектуальных ресурсов для запуска механизмов активизации отдельных бизнес-процессов, направленных на энергосбережение. Инновационный подход является логичным продолжением системного подхода, и рассматривается нами как важнейшая предпосылка развития человеческого капитала, который бы способствовал внедрению уникальных технических и управленческих решений для повышения энергетической эффективности. Условия внедрения стратегического энергоменеджмента остаются уникальными для каждого отдельного предприятия, однако, как показывает практика, они всегда связаны с развитием человеческих ресурсов и формированием индивидуальной ответственности в области энергосбережения. Выработка энергетической политики и формирование системы управления энергопотреблением являются основами стратегического энергоменеджмента на промышленном предприятии. Однако, как показывает практика управления, подходы к реализации энергоменеджмента могут осуществляться в точки зрения различных стратегий, среди которых ключевую роль играют инвестиционные стратегии. Они определяют масштабы инвестирования в сфере энергосбережения и совершенствования системы энергосбережения в целом, позволяют определить перспективные направления инвестирования и задать стандарты инвестиционной привлекательности проектов по энергосбережению. В настоящей диссертации предлагается и обосновывается уникальная для отечественного опыта концепция формирования энергоэффективного человеческого капитала, которая позволит более эффективно внедрять на промышленных предприятиях принципы стратегического энергоменеджмента на всех уровнях. Предложен инновационный подход, который позволит запустить механизмы стратегического энергоменеджмента на практике с максимальной эффективностью посредством формирования и развития энергоэффективного человеческого капитала, а также классификация мероприятий в области энергоменеджмента, по уровню их инвестиционной привлекательности и масштабам влияния на всю производственную систему. На основе классификации предлагаются инвестиционные стратегии различного типа, выбор которых позволит сформировать портфель проектов в области повышения энергоэффективности на стратегическом уровне. Применение предлагаемого инструментария осуществлено на примере одного их крупных российских металлургических предприятий – ОАО «Уралэлектромедь». По результатам оценки инвестиционных мероприятий дан анализ возможных путей расширения портфеля энергоэффективных проектов на предприятии. / Contributing to a reduction of operating costs and efficient use of all energy sources and improving the environmental performance of production, energy efficiency in modern conditions became a strategic success factor of the industrial enterprises. The strategic underpinning for energy management of the company concerns the development of energy strategy and development of business processes based on planning, organization and control of energy efficiency. The inclusion of strategic approaches to the management of human capital as a basis of knowledge and skills in energy-efficient technologies, enforced by a system of material and non-material motivation, is one of the priorities in management. A systematic approach to the development of energy-saving technologies has become one of the key areas of energy management in industrial enterprises. Currently, at the strategic level of management it is carried out by a number of international standards, which are advisory in nature. It is obvious that in most modern industrial enterprises elements of energy policy are introduced and basic elements of business processes relating to energy management are formalized. However, we deduce that the functioning of the energy management system is not possible without an innovative approach, the essence of which is the use of internal intellectual resources to trigger activation of specific business processes aimed at energy conservation. The innovative approach is a logical continuation of a systematic approach, and is viewed as an essential prerequisite for the development of human capital, which would promote the introduction of unique technical and management solutions to improve energy efficiency. Terms and conditions of the strategic energy management implementation are unique to each company, but in practice they are always linked to the development of human resources and the formation of individual responsibility in the field of energy efficiency. Development of energy policy and the formation of energy management systems are the pillars of the strategic energy management at the industrial enterprise. However, in practice management approaches to the implementation of energy management can be implemented in terms of the different strategies, including the key role played by investment strategies. They define the scope of investment in energy efficiency and improving energy-saving system as a whole, allowing to determine promising areas of investment and to set standards for the investment attractiveness of energy saving projects. In this dissertation we propose a concept of energy efficient human capital, which will more effectively implement the principles of strategic energy management at all levels of industrial enterprises. It is proposes an innovative approach that will run on the mechanisms of strategic energy management practices as efficiently as possible through the formation and development of energy-efficient human capital. And we propose a classification of activities in the field of energy management, the level of their investment attractiveness and scale effects on the entire production system. Based on the classification proposed investment strategies of different types, the choice of which will develop a portfolio of projects in the field of energy efficiency at a strategic level. The application of the instruments carried by the example of one of the major Russian steel companies - "Uralelectromed." The assessment of investment activities is given analysis of possible ways to expand the portfolio of energy efficiency projects in the enterprise.