ARCHETYPES AND INNOVATION OF STATE ADMINISTRATION

Abstract

The article is devoted to the archetypal approach to the study of the problems of innovation in management and management innovation. The basic management models, discusses their evolution from Patriarchal and monolithic and pseudointersubjective democratic governance, to modern, intersubjective. Transdimensional the requirements of transdisciplinary and the development of an integrative model requires an appeal to the understanding of his archetypal bases: structures and contents. Leading ones, from the point of view of the management structure of forming the archetypal “oppositions” are monoactor management and multiactor management, self-management and external management; quality management (result-oriented) or the process control (process-oriented). From the point of view of content are leading the opposition “control the operation and management of development”, “crisis and pro crisis” management and control, focused on building human and social capital and managing for material and technological improvement. Comparative analysis of types of innovation management and innovation management allows you to allocate different archetypal anchored and periodically replacing each other in communities, management strategies, with different capabilities and limitations.