In the article, the main theoretical questions of the organizational capital of the enterprise are considered. The concept of «organizational capital of the enterprise» as a system consisting of three subsystems (organization of production, labour organization and management) is introduced. It is shown that the organizational capital forms the labour relations system at the enterprise consisting of the cooperation, technological, economic, moral labour relations and the relations of workers’ responsibility. The model of cyclic evolution of crisis at the enterprise caused by shortcomings of the organizational capital is revealed. It is shown that the organizational capital is a basis for the realization of the human capital, which creates value added. A considerable attention is paid to the experience of the creation and functioning of the organizational capital at the enterprises of the Japanese corporation «Toyota». The Russian economic literature on crisis management quite often considers only the financial aspects of diagnostics, proposing the optimization of cash flows, elimination of excess stocks, transition to the medium-term budgeting and others. However, the deep reasons of crisis need to be found not only in financial streams, but also in the system of the work relationships. The shortcomings in the development of technological, cooperation, economic, moral labour relations and the relations of responsibility directly reflects the shortcomings in the development of the elements of the organizational capital as they «are adjusted» by these elements. In turn, organizational problems affect the product quality leading to the customer attrition and decrease in the enterprise’s financial performance. The lack of financial resources cause the need to save costs (first of all, on personnel, that was brightly shown by the economic crisis of 2009) that even more weakens the enterprise and system of labour relations. Finally, the enterprise loses its main resource, which is the personnel with necessary level of knowledge and skills.

Most of the principles related to top managers work incentives were inherited from the planned economy that produces demotivation and opportunistic behaviour. Remuneration is a commercial secret and shall not be disclosed. The system of top managers’ stimulation is unbalanced and does not motivate them to achieve medium- and long-term goals of the company. The study pays great attention to the development of managers’ stimulation policies, the transparency of remuneration, correlation between pay and performance. We provide practical examples of foreign and national experience, showing the ability to ensure the transparency of remuneration of managers, and the relation between compensation and performance. These examples show that managers’ remuneration amount does not always correspond to the efficiency of enterprises and return on capital. To solve these problems, we offer to develop philosophy and policy for the stimulation of managers in enterprises. It will allow to find a balance between the interests of shareholders and managers. Furthermore, this philosophy will have a positive impact on the competitiveness of enterprises in a region. The policy of stimulating managers should include certain key areas. Firstly, it should ensure the competitiveness of managers’ remuneration. Secondly, it implies studying the motives of managers’ work and the integration of these motives in the development of incentive system for the managers. Thirdly, it should include an optimal combination of elements to stimulate labour: base salary, material and social remuneration, short and long-term remuneration, etc. And last, it should consider the indicators and norms of enterprise’s effectiveness as well as the assessment of working results of managers. The results of this research can be used for further study of the stimulation of managers’ work in Russian companies. They can also be used in practice for the analysis of labour incentives of managers and their impact on the development of enterprises.

The article discusses the problems of the innovative activity of managers in Russian enterprises as one of the conditions for the development of the labour potential of a region. The paper shows the main reasons for the low innovative activity of Russian enterprises. The systems of labour relations that have developed, as a rule, generate labour and innovative passivity as well as the opportunistic behaviour of managers. Most Russian enterprises lack incentive schemes for managers’ innovative activity. We propose a systematic approach to stimulating the innovative activity of managers, relying on the authors’ experience of researching the innovative activity of managers in a number of enterprises. The authors’ system «Innovation», which is a Russian version of the Japanese lean manufacturing system, stimulates the innovative activity of personnel. Implementing this system in the enterprises of the Ural Federal District has convincingly shown that in modern conditions, a radical increase in the innovative activity of business managers is possible. It, therefore, stimulates the development of regional labour potential. Our hypothesis is that a high innovative activity of managers in Russian enterprises is possible by developing and implementing a two-sided incentive system for stimulating managers’ innovative activity. Such a system should provide not only incentives for innovative activity but also managers’ responsibility for their innovative passivity. We suggest a system of concepts of the innovative activity of personnel, which is necessary when organizing work to stimulate the innovative activity of enterprise managers. For the first time in the theory of incentives for staff and practical activities of enterprises, we propose to introduce a semi-annual assessment of the innovative activity of managers. The assessment of managers’ innovative activity is an instrument for incentives for an enterprise. Moreover, for managers, it becomes one of the motivational factors for the manifestation of innovation activity. The research results were applied in the development of the System of Innovative Activity of Managers in OAO Uralelectromed and OAO Shadrinsky Auto Aggregate Plant. The results of the research can be applied in industrial enterprises of different legal status and forms of ownership.