Methods of anti-crisis management and their effectiveness. Crisis management. Anti-crisis management of the enterprise

The methodology of anti-crisis management (in a broad sense) is reflected in its goals, objectives, basic principle, functions, strategies, stages, style, mechanism and properties.

The main objectives of anti-crisis management are the prevention of crisis modes of operation and the development of measures to organize activities in these modes.

In addition, the following goals of anti-crisis management can be distinguished:

1) anticipation of the crisis and adequate (according to the degree of threat) preparation for it;

2) obstruction hazards crisis;

3) managing the dynamics of the development of the crisis (accelerate, slow down, mitigate, intensify);

4) ensuring the life of the organization in a crisis;

5) weakening the negative consequences of the crisis;

6) the use of factors and consequences of the crisis for the further development of the organization.

Tasks of anti-crisis management can be combined into the following groups:

1. Forecasting pre-crisis states, since the timely detection of the first signs (symptoms) and causes of the crisis will make it possible to level the situation and not incur large losses;

2. Economic substantiation of applied programs;

3. Definition of means and methods of management in crisis situations (first of all, methodological tasks);

4. Differentiation of management technologies- in crisis management big role they play the analysis and assessment of crisis situations, the search for the required information, the development of managerial anti-crisis solutions, as well as innovative strategies with which the enterprise can get out of the crisis;

5. Development of selection (selection) of personnel and the study of conflictology because conflicts are an integral part of crisis situations.

Basic principle of anti-crisis management- constant monitoring of the internal and external environment of the organization in order to early detect the impending threat of a crisis and timely capture of signals indicating a possible deterioration in the position of the enterprise in the market, its competitive status.

Crisis Management Functions- these are activities that reflect the subject of management and determine its result. They consist in taking only those measures that will lead to positive effective results in anticipation, process and after a crisis situation. We can distinguish the following main functions of anti-crisis management (see Fig. 4.3).

Figure 4.2 - Functions and need for crisis management

The main functions of anti-crisis management include:

pre-crisis management;

crisis management;

management of crisis recovery processes;

stabilization of unstable positions;

minimization of losses and missed opportunities;

timely adoption of necessary measures and decisions.

Each of these activities (management functions) has its own characteristics, but in their totality they characterize anti-crisis management.

For anti-crisis management, the substantiation of the enterprise development strategy is of particular importance.

Strategy represents a model of actions necessary to achieve the set goals based on the coordination and allocation of resources of the organization. It is determined by key economic goals and in turn determines the market niche, allows you to create infrastructure, adapt the enterprise to the external environment and ensure internal coordination.

AT market economy in conditions of fierce competition, a previously prosperous enterprise can quite easily find itself in a state of crisis and insolvency. As experience shows, violation of solvency in modern conditions is, as a rule, a consequence of the inconsistency of the enterprise strategy with the changes taking place in its external and internal environment, i.e. management methods and technologies are inadequate to the conditions of its development.

There are different crisis management strategies. The most important are the following:

countering crisis phenomena, slowing down the processes of the crisis;

crisis prevention, preparation for its occurrence;

waiting for the maturity of the crisis to successfully solve the problems of overcoming it;

Consistent withdrawal of the enterprise from the crisis.

However, in anti-crisis management, strategies such as:

stabilization of situations through the use of reserves, additional resources;

calculated risk;

foresight and creation of conditions for eliminating the consequences of the crisis.

The choice of this or that strategy is determined by the nature and depth of the crisis.

In general, the crisis management strategy includes four interrelated areas:

1) crisis management- limitation of its consequences, compensation for the damage caused and return to the previous situation;

2) preparing for crises– the formation of a special department for crises and the necessary reserves, for example;

3) crisis prevention- reducing the likelihood of their occurrence on the basis of a critical assessment of various aspects of the enterprise's activities;

4) prevention of counterproduction- destructive consequences of production both in normal and in crisis conditions.

Stages of anti-crisis management:

1. Analysis of the state of the external environment (macro- and microenvironment) and definition of the mission of the enterprise;

2. The study of the economic mechanism of the emergence of crisis situations - the creation of a system for scanning external and internal environment enterprises for the purpose of early detection of a crisis;

3. Strategic controlling of the enterprise's activity (a system for ensuring the long-term existence of the company in the market) and the development of a strategy to prevent its insolvency;

4. Operational controlling - operational assessment and analysis financial condition enterprises and identifying the possibility of insolvency (bankruptcy);

5. Development of a preferred policy of behavior in the conditions of the onset of the crisis and the withdrawal of the enterprise from it;

6. Permanent accounting the risk of entrepreneurial activity and the development of measures to reduce it.

Thus, anti-crisis management is a management that provides for and effectively applies measures to:

anticipation of the danger of a crisis;

analysis of its symptoms and causes;

development and implementation of measures for the financial recovery of the enterprise;

use of the crisis for the subsequent development of the enterprise.

The diversity of anti-crisis management, among other things, is manifested in the management system and processes (development algorithms management decisions) and especially in the control mechanism (see Figure 4.3).

Figure 4.3 - Anti-crisis management: system requirements,
management mechanism and process

The anti-crisis management system should have special properties. Its main properties are:

flexibility and adaptability, which are most often inherent in matrix management systems, are based on tracking weak signals about an upcoming crisis situation, mobility and dynamism in the use of resources (reserves), high speed making and implementing decisions;

tendency to strengthen informal management, motivation of enthusiasm, patience, confidence;

management diversification, search for the most appropriate typological features effective management in difficult situations;

reducing the level of centralism in management to ensure timely situational response to emerging problems;

strengthening of integration processes, allowing to concentrate efforts and more effectively use the potential of competence;

careful selection of personnel capable of operating effectively in conditions of high uncertainty, lack of resources and time.

Anti-crisis management has features in terms of its processes and technologies. Main processes and technologies are:

mobility and dynamism in the use of resources, implementation of changes, implementation of innovative programs;

implementation of program-targeted approaches in technologies for the development and implementation of management decisions;

increased sensitivity to the time factor in management processes, the implementation of timely actions on the dynamics of situations;

increasing attention to preliminary and subsequent assessments of management decisions and the choice of alternatives for behavior and activities;

use of an anti-crisis criterion for the quality of solutions in their development and implementation.

control mechanism, which characterizes the means of influence, also has its own characteristics. Not always the usual means of influence give the desired effect in a pre-crisis or crisis situation.

In the mechanism of anti-crisis management, priorities should be given to:

motivation focused on anti-crisis measures, saving resources, avoiding mistakes, caution, in-depth analysis of situations, professionalism, etc.;

attitudes towards optimism and confidence, socio-psychological stability of activity;

integration in the values ​​of professionalism;

initiative in solving problems and finding the best options development;

corporativity, mutual acceptability, search and support of innovations.

All this together should be reflected in the style of management, which must be understood not only as a characteristic of the manager's activities, but also as a generalized characteristic of the entire management.

Crisis management style should be characterized:

professional trust, flexibility and adaptability;

purposefulness and confidence;

anti-bureaucracy, initiative and motivation of enthusiasm;

mobility;

research approach, support for innovation;

self-organization;

corporatism;

Acceptance of personal responsibility.

Factors of effectiveness of anti-crisis management of the organization. Most often, the effectiveness of anti-crisis management is assessed by the degree of achievement of the set goals: mitigation, localization or positive use of the crisis in comparison with the resources spent.

The main factors that determine the effectiveness of anti-crisis management are as follows:

professionalism of anti-crisis management and special training of personnel;

high quality training management personnel;

methodology for developing risky decisions;

analysis of the situation and forecasting of trends;

corporatism of the personnel - understanding and acceptance by all employees of the goals of the organization and ongoing changes;

reliance on leadership;

efficiency and flexibility of management;

strategy and quality of anti-crisis programs;

the human factor;

crisis monitoring.

Finally, the final section V introduces the methods of anti-crisis management and conducting foreign economic activity, which are very relevant for both students and practicing financiers.

Crisis management methods

Methods of anti-crisis management in the period of bankruptcy

All of the above procedures for resolving issues of insolvency of the debtor-enterprise (out-of-court procedures of agreement between the debtor enterprise and its creditors, voluntary liquidation of an insolvent organization, judicial procedures, sanitation and external management of the debtor's property, bankruptcy proceedings) determine the direction, nature and methods of anti-crisis management. So, if decisions on the insolvency of an enterprise and its exit from this state within the framework of non-judicial procedures are taken at the level of the general management of the enterprise based on the use of appropriate methods (see 31.2), then decisions on this issue within the framework of judicial procedures are carried out by introducing anti-crisis management based on appropriate methods for doing so. If, in the case of the introduction of reorganization and external property management, the decisions made are based on diagnosing the economic condition and assessing the prospects for the development of an insolvent enterprise, then with the introduction of

Crisis management methods

Restructuring, reengineering carried out by companies, the use of crisis management methods, among which one of the main ones is cost reduction and, as a result, staff reduction, lead to an increase in psychological pressure on company employees. Since the staff is its main asset, the primary task of PR specialists is to establish internal communication channels in the organization.

Intelligent leaders always pay great attention to the advice of such specialists, not only in moments of crisis, but also in everyday work, in solving current problems. Unfortunately, in Russia this direction activity has not yet become widespread enough, although almost every existing Russian company in his work, one way or another, he applies the methods of anti-crisis management. This is due to the low level of training of the majority of Russian managers and the development of market relations in Russia. In other countries in this area, Activities are usually given special importance. In many foreign companies, the position of a crisis manager, or problem manager, has been introduced. His the main task- to help the organization in solving issues related to political, economic, social and other crisis problems that the organization faces and which, progressing, materialize into crises.

The considered methods of anti-crisis management indicate a wide range of opportunities for financial stabilization of the enterprise through the use of its internal mechanisms.

This circumstance objectively predetermines the need to study the forms and methods of anti-crisis management, primarily at the level of the main economic link - firms and enterprises.

At the same time, there is a serious backlog of theoretical developments in the field of anti-crisis management, which is also associated with purely practical difficulties that arise in the course of implementing large-scale changes in the country's economy in fundamentally new conditions for Russia. Despite all the benefits of using anti-crisis management, its widespread use is currently impossible, since, firstly, it has been developed at the level of individual methods, techniques, rules, and procedures used only in the bankruptcy process. Secondly, the administration and staff of most industrial enterprises do not know the methods of anti-crisis management (neither theoretically nor practically). And, thirdly, there is no methodology of anti-crisis management as the most important part of the science of managing the production system. This is what creates the scientific research problem, which consists in resolving the contradiction between the need to apply anti-crisis management of an industrial enterprise for its survival and stabilization of the financial situation with the lack of a methodology for such management.

World development trends have an impact on the forms and methods of anti-crisis management, giving them an international character in their main features. The modern development of integration processes at the interstate level gives reason to predict the averaging of national forms of anti-crisis management in the direction of optimal uniformity.

Crisis processes in organizations have a rather sharp sectoral differentiation, which imposes appropriate requirements on the forms and methods of anti-crisis management.

The stated views on the crisis are optimistic, as an instrument of development. At the same time, there are also pessimistic views, when experts consider the crisis as a situation that acutely threatens the existence of the enterprise. This situation requires immediate overcoming by anti-crisis management methods in order to preserve, first of all, the material basis for continuing economic activity in the face of an acute shortage of working capital.

The development of measures to transfer the enterprise to a new development trajectory, its exit from the pre-crisis and crisis state is carried out by anti-crisis management. The concept of anti-crisis management is a complex economic category. This complexity is due to the fact that in pre-crisis and crisis conditions, anti-crisis management is carried out within the framework of generally accepted management, but with the prevalence of management methods aimed at getting out of the existing crisis state, and in bankruptcy conditions, it works in the systems of reorganization and external management. His methods are excellent.

Business restructuring and anti-crisis management. Modern methods of restructuring corporate business. Development of plans for strategic and operational restructuring. Indicators of the most promising directions of development and diversification of production. Technologies for protecting business and enterprise assets in critical situations.

Practice shows that it is necessary to study not only the best examples management, but also on the admitted managerial mistakes. Among the most important problems of anti-crisis management (crisis management) is that in the West, many companies do not take early action when a crisis approaches, and those organizations that regularly and effectively use such methods in their work succeed. Those who do not prepare for a crisis in advance make serious mistakes. Here are some of the most common mistakes

Methods of working with personnel in the mode of anti-crisis management

The theory and specific methods of economic analysis of economic activity are presented. The manual covers all topics of the discipline Economic analysis, the study of which is provided for by the requirements of state standards of higher vocational education of the Russian Federation in the specialties Finance and Credit, World Economy and Anti-Crisis Management, as well as disciplines Comprehensive economic analysis of economic activity, the study of which is provided for in the preparation for the specialty Accounting, analysis and audit. Particular attention is paid to the interaction of the enterprise with the market environment and the use of quantitative methods in accordance with the requirements of leading American and Western European universities. Specific techniques are illustrated by case studies and numerical examples.

The return stage is characterized by a decrease in the impact of the crisis situation in absolute terms, but the impact on the functioning of the organization as a whole continues. Therefore, at this stage of development, the organization can take a breath and begin to assess the real negative consequences of the impact of the crisis situation and, taking into account the estimated maximum, make assumptions (form a forecast) about the entire mass of the consequences of the development of the crisis. This stage can be considered as preliminary for summing up and evaluating the existing apparatus for preventing (forecasting) the development of a crisis situation. Consequently, the importance for the purposes of anti-crisis management increases and the responsibility falls on analysts to diversify the methods used. These can be attributed

Attention should be paid to the fact that during the development of a crisis situation, the proposed sets of methods for analyzing financial and economic activities should be adapted for the purposes of anti-crisis management, that is, supplemented or adjusted in accordance with the ideas of a group of specialists developing anti-crisis management measures in general, and also depending on the indicators of the development of the crisis situation. It is clear that the degree of adaptation of the methods of traditional analysis of the financial and economic activities of the organization, depending on the stages of development of the crisis situation, will be different, due to the main characteristics of its impact.

Therefore, when a new qualitative state of the organization is reached, a group of specialists involved in the development, adoption and implementation of management decisions for the purposes of anti-crisis management is forced to use in the future a more advanced, qualitatively new set of methods for analyzing financial and economic activities. Only in this case is it possible to successfully solve the tasks set at the time of the analysis (preparation of the initial base) in the general sequence of stages of the organization's withdrawal from a crisis situation.

There are, as a rule, quite a lot of recommendations of a general nature on the behavior of a company in a crisis and, in particular, on its communications. Nevertheless, the topic of crisis communications always remains the main one among the most important problems of anti-crisis management. Many companies regularly and effectively use these methods in their work. Others, having not studied them deeply enough or not studied them at all, make serious mistakes. Here are some of the most common mistakes

Based on domestic and foreign experience effective approaches to work with personnel in modern conditions are offered (team management, responsibility contracting, anti-crisis management). The basics of management organization, the concept of personnel management, personnel management strategies, technologies and methods of personnel management are considered. The problems of personnel management are considered taking into account the specifics of organizational culture, the phases of the organization's life.

The staff is definitely critical asset any company. Therefore, the primary task of every manager is to establish relationships between its employees. In addition, the use of any methods of anti-crisis management always closes on the company's personnel, whether it is a reduction in costs or an increase in labor productivity. Hence, the main goal of the manager at the time of reforms at the enterprise is to take care of the company's personnel. One of the strongest proponents of this approach is Jean Pierre Rodier, CEO of Pechinet, the world's fourth largest aluminum producer and a leading company in the packaging industry.

A firm's efforts to expand or discontinue a product line, change product quality, or modify customer service. Exploiting new opportunities (new technologies, new products, a chance to acquire a competitor's company, new trade agreements). Steps to enter new industries or areas of activity. Long term planning. Extrapolation of key trends and factors. Strategic planning as a response of companies to changes in their external environment. Causes of delayed reaction to external changes. The connection of strategic planning with the Closed Organization model and its transition to open organization. rolling planning. Using in strategic planning a model for analyzing the company's investment portfolios, developing situational development plans, scenario planning, expert assessment systems, analytical matrices for exploring alternatives to the possible strategic development. New

21May

Hello! In this article, we will talk about crisis management.

Today you will learn:

1. What is meant by this concept;
2. What tasks and methods of anti-crisis management exist;
3. Which companies provide crisis management services.

In the activities of any enterprise or private company a situation may occur when the results of the year are summed up, reports are submitted, but the results are not encouraging, but quite the contrary. There are delays on loans, suppliers no longer give installments to pay for goods. In fact, there is a crisis situation.

Even if there are no such problems in your company now, there will definitely not be extra information, so today we will discuss how to prevent crisis phenomena.

What is crisis management

To begin with, let's define what is generally understood by this term.

Crisis management is a set of procedures that are carried out in order to improve the company's activities and allow it to get out of a state of crisis.

Tasks of anti-crisis management

In terms of prevention:

• Conduct an analysis of the organization's activities;
• Timely identify the beginning of a negative process;
• Evaluate how efficiently the company's divisions work;
• Develop measures to help prevent crises.

If the presence of crisis phenomena has already been identified, the tasks are as follows:

• Recognize crisis phenomena;
• Carry out preventive measures to prevent crisis situations;
• Overcome the consequences of the crisis;
• Soften the crisis process;
• Stabilize the state of the company;
• Optimize costs;
• Resolve internal conflicts in the organization;
• Gradually increase profits.

Crisis Factors

These factors can be conditionally divided into 2 groups: those that depend on the activities of the company and those that do not depend on its activities (that is, external).

The following situations lead to the fact that a crisis occurs in an enterprise or in a company:

• Incorrectly organized budget and credit policy;
• Mistakes that were made in developing a financial strategy;
• non-professional level;
• High level of wear of production equipment;
• Unprofessionalism of management personnel.

This list shows the main factors, the presence of which can provoke a crisis in any enterprise.

If we talk about global, external factors, we can name:

• Strengthening inflation growth;
• Increase in the number of unemployed;
• Unstable exchange rates;
• Instability of the political and economic situation in the state as a whole.

What are the methods of anti-crisis management

Management of any type implies that a whole range of different methods will be applied. In crisis management, everything happens the same way.

We propose to consider some of the most common methods:

1. We determine the strategy in accordance with which the company will develop.

The activities of a crisis enterprise or company must first be analyzed in order to develop the correct anti-crisis strategy.

In the development process, it is important to take into account all the factors that we talked about a little earlier. Only if this approach is used, the strategy will be developed correctly and its operation will become effective.

Building a strategy consists of several steps:

• Diagnostics of the company is carried out, and comprehensive;
• After receiving the results of the diagnostics, the goals facing the company are adjusted;
• Only after that a strategy is chosen that will lead the company out of the crisis.

2. Reducing the level of costs.

It's no secret that a company that is in a state of crisis is experiencing difficulties. financial nature. In such a situation, applying such a method is absolutely the right step.

Costs are reduced in several ways: they reduce to zero expenses that are not related to the company's core activities, optimize employee costs, and so on.

3. Making changes to the structure of the company.

The most common is reorganization. Thanks to this technique, the position of the company is stabilized.

4. Formation of reporting.

Reporting should be prepared in such a way that it reflects the real state of affairs in the organization. Otherwise, it simply doesn't make sense.

Therefore, the report is based on cash flow analytics, as well as an analysis of how problematic the company is in general.

5. Increasing cash flow.

This is a chance to carry out anti-crisis measures in full. To do this, you need to decide how cash flow can be increased.

When a company is brought out of a crisis, all these methods are usually used in combination.

Bringing the company out of the crisis: stages

So that the crisis does not develop and does not worsen, you need to know what to do to get the company out of a difficult situation.

Step 1. Determine the epicenter of the crisis.

You should start by determining which part of the company became the starting point of the problem. Perhaps the quality of products has deteriorated, it has grown a lot, there are unreasonably high, and so on.

When we determine exactly how it all began, it will be possible to develop an effective methodology for getting the company out of a difficult situation.

Step 2. We carry out work with employees.

This is a very important part of taking the company out of the crisis.

In this situation, the following actions should be taken:

• The structure and number of personnel are being optimized: they stop cooperating with part-time workers, refuse the services of workers who perform an insignificant amount of work;
• The team needs to be made aware of how things are in reality in the company. The silence of the leadership leads to rumors and only exacerbates the situation;
• All conflict situations must be eliminated in the team;
• Worth in connection with the new requirements.

Step 3. We reduce the level of costs.

This step should be done within reason. There is no need to cut costs to the detriment of the quality of the products that your company produces.

Most often, costs are reduced by:

• Purchasing raw materials at a lower cost;
• Concluding contracts with suppliers in your region;
• Size reduction ;
• Reducing business expenses.

Analyze all costs in the most thorough way, there will definitely be something that can be reduced to a minimum.

Step 4. We stimulate sales.

There are many options here. Choose from those that are suitable for the field of activity of your company.

If you have commercial enterprise- hold a sale, if you produce something, then offer favorable conditions to your potential customers, issue discount cards, and so on.

Step 5. We optimize financial flows.

To do this, you can carry out a whole range of activities:

• Form registers for all payments;
• Set discounts for customers who purchase goods for cash;
• Reduce the terms of commodity loans;
• Check the availability of funds every day;
• Increase your income by selling equipment you don't use.

Step 6. We restructure debts to creditors.

This is a very important stage of anti-crisis measures. You can restructure your debt by applying installment payments, agree on a full write-off of debts, exchange debt obligations for securities.

Anti-crisis personnel management

Personnel management in a crisis stands out in separate view activities. Indeed, such events can be called a whole science.

The most important goal of these measures is to keep the enterprise viable and at the same time not to lose qualified personnel.

Measures for anti-crisis personnel management solve the following problems:

• Form a group of specialists who are able to adapt the company to new conditions;
• Save the most valuable personnel: people who have made the maximum contribution to the development of the company;
• They don’t just cut staff, but bring the staff into a rational structure;
• Reduce or completely eliminate tension in the team and distrust of leaders.

The most important point, which is a guarantee of effective personnel management, is the right choice personnel policy.

Anti-crisis personnel policy is divided into several main types:

• active type. Management has complete information and can predict developments;
• passive type. Staff and managers do not act according to a clear plan, but simply try to eliminate the consequences of the crisis;
• preventive type. It is characterized by the fact that the management has no methods of influencing the situation;
• Jet type. Management is engaged in general observation, controls only individual symptoms of the crisis.

Methods of working with personnel in anti-crisis management

Let's look at the most common methods now.

1. Forced organizational changes.

Expensive and unwanted event. Its use is justified only when you have an acute shortage of time. Its essence is the global reduction of jobs.

2. Adaptive changes.

Conflicts in the team are resolved using compromises, deals, and so on. This technique is used when the advocates of change are not leaders, but want to introduce something new.

3. Crisis technique.

If the leader understands that the crisis cannot be avoided, he takes the following steps:

• Convinces employees that the crisis cannot be avoided;
• Positions itself as a rescuer in case of a crisis.

4. Resistance management.

In a crisis, the resistance of the staff changes to the support of the management. Your task in this situation is not to fight people, but not to allow panic.

In order to identify personnel who have great resistance to the implementation of the anti-crisis program, and therefore can create tension in the team, the following methods are used:

• Offer them other positions in other structural divisions;
• Spend;
• Offer;
• Offer.

The result is the following: employees must see that the management keeps the situation under control and will not allow negative consequences.

There are several ways to do this:

• Let each employee know that you are in control of the situation;
• Pick a team to work in a crisis: each person should be busy and understand that he is taking part in correcting the situation;
• Do not panic, do not react violently: employees will do the same;
• Slow down when you walk: this will give employees confidence that the manager is calm and knows what to do.

Anti-crisis financial management

A crisis situation can arise at any stage of a company's activity. AT financial plan they are expressed in the fact that it grows, there are delays in tax payments. All these situations are harbingers of subsequent disability.

Principles of anti-crisis financial management:

1. Increased readiness for violations of the company's financial balance.

The financial situation in the organization is very volatile. It reacts not only to the influence of external, but also internal factors. Financial managers must be prepared for such changes that can occur at any moment.

2. Diagnosis of crisis phenomena at an early stage.

This allows time to connect all the possibilities to their neutralization.

3. Prompt response to crisis phenomena.

Any crisis phenomenon can not only expand, but also give rise to others. Therefore, the sooner the anti-crisis mechanism is activated, the more likely it is that the financial balance will be restored.

4. Connecting effective forms of reorganization of the company.

If the financial condition of the organization does not allow to stop the crisis at the expense of internal reserves, it is necessary to use external assistance, which manifests itself in the form of rehabilitation. It can be carried out before the company, and in the process of it.

5. The reaction of the organization in accordance with the degree of real threat.

Mechanisms for neutralizing crisis phenomena should be commensurate with the level of their real threat. Otherwise, you will either not get the desired effect, or, conversely, you will incur too serious costs.

Stages of restoring the financial stability of the enterprise

To restore the financial stability of the enterprise, you must follow these steps:

1. Restore solvency.

This is the most urgent task to stabilize the company. Payments are made on all debt obligations, which helps to avoid bankruptcy proceedings. In such a situation, everything superfluous is cut off: they reduce current needs, reduce travel expenses, and so on.

2. Restore financial stability.

This can be done in a short period of time if a number of measures are taken, such as:

• Reduce the administrative apparatus;
• Stop the production of unprofitable products;
• Reduce the number of support services;
• Refuse programs that are funded by the profits of your enterprise.

3. We provide financial stability for a long time.

To do this, we proceed as follows:

• Introduce new types of products that can compete in the market;
• Improve the quality of your products and improve their consumer properties;
• Reduce the terms for settlements for products that you supply to others;

If the financial stability of the enterprise is ensured for a long time, this will reduce the attraction of credit funds.

How to make a business resilient to a crisis

It is always better to prevent problems than to solve them later. This is a simple truth and everyone knows it, but not everyone follows it.

It is also relevant in the case of a crisis in the enterprise. Therefore, we will give several recommendations for preventing the emergence of crisis phenomena.

1. Engage in the diagnosis of crisis phenomena.

Pay attention not only to the correctness of reporting, but also to analyze it. If you do this periodically and carefully, you can see the signs of a crisis before the problem needs to be fixed. You will be able to take the necessary measures immediately, and not wait until the thunder strikes.

2. Contact an anti-crisis manager.

If the situation is already serious, do not try to fix it yourself. Not the fact that you can fix it, but you will definitely make it worse. Enlist the help of a specialist who will analyze the situation, develop an action plan, and optimize your costs. This will avoid major losses.

3. Launch the anti-crisis mechanism on time.

If the symptoms have just appeared, do not delay the response. Do not bring things to a catastrophic situation. Many negative processes can be neutralized if done on time.

An example of the withdrawal of an enterprise from a crisis situation

Consider, as an example, a situation that arose several years ago in a large network household appliances. It's about the Eldorado company.

The company's debt obligations exceeded 15 billion rubles. The reputation of the organization was greatly shaken, large suppliers terminated contracts, and banking organizations began to demand an urgent return of all loans.

large financial loss managed to avoid, as the international investment group issued a loan for a very large amount. Then the controlling stake was bought out from the former owner, and the new owner began to carry out a set of anti-crisis measures.

For example, personnel costs have been greatly reduced. In particular, wages reduced to a minimum, the bonus system was completely eliminated, the management link was cut in half. The measures are certainly tough, but they gave their result, the company lost only 1% of sales.

But significant mistakes were also made: a large number experienced staff simply refused to work in the new conditions, really qualified specialists were lost. As a result, many serious competitors have appeared.

From this we can conclude that the austerity regime on employees provokes completely undesirable phenomena. Still, the approach should be more flexible.

Companies offering crisis management services

Managing an enterprise in a crisis is a complex procedure. How effectively everything will go depends largely on the specialists who develop and implement the necessary processes.

We bring to your attention a small overview of companies that offer services at a high professional level:

BusinessHelper.

The company operates in all regions of the country, is engaged in management consulting. Conducts in-depth diagnostics of the company and takes into account all the specific features of a particular organization.

Navigator-Consult.

The company has been operating on the market for 14 years. All specialists of the company are certified and have the appropriate certificates. The company offers its clients audit, consulting and appraisal services.

RESTCONSALT.

The specialization of this company is and.

It offers the following range of services:

• Crisis management services;
• Services to support the activities of establishments;
• Brokerage and audit services.

Conclusion

Summarize. Thanks to competent anti-crisis management, it is possible to successfully overcome a difficult situation in the enterprise. Even if there is not enough money in your company, the problem can be solved.

And I would like to express my wishes to our readers: let the topic that we discussed today not be touched upon, and the information obtained from the article serve as just theoretical material.

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Crisis management is the process of preventing or overcoming a crisis in an organization. This definition combines two components of crisis management:

1. Anti-crisis management crisis prevention involves a comprehensive, systematic and strategic approach to the analysis and resolution of emerging problems.

It has common features for many enterprises. This approach can be called crisis management in a broad sense.

2. overcoming a crisis is always of a specific nature, and therefore it can be called anti-crisis management in the narrow sense

Anti-crisis management in a broad sense is the preservation and strengthening of the competitive position of the enterprise. This is management under conditions of uncertainty and risk. In this case, anti-crisis management is applied at any enterprise, regardless of its economic situation (it is also used at the most successful enterprises) and from its stage. life cycle(used at all stages of the life cycle).

Anti-crisis management in the narrow sense is the prevention of the bankruptcy of an enterprise, the restoration of its solvency. This is management in a specific crisis situation, it is aimed at bringing the enterprise out of this crisis situation and restoring its competitiveness. Anti-crisis management in the narrow sense most often takes place at the stage of recession.

The conceptual setting of anti-crisis management of organizations is expressed in the following main provisions:

crises can be foreseen, expected and caused;

Crises can be accelerated, anticipated and postponed to a certain extent;

It is possible and necessary to prepare for crises;

Crises can be mitigated, crisis processes are manageable to a certain extent, management of the crisis recovery processes can accelerate these processes and minimize their negative consequences;

It is possible to carry out the following classification of organizational crises and distinguish three types of enterprise crises: liquidity crisis; success crisis; strategy crisis.

The cause of a crisis situation in the activity of an enterprise can be external or internal factors: external factors: type of economic system; unbalanced credit policy or its complete absence; the structure of the needs of the population; the level of income and savings of the population; the value of effective demand of customers-enterprises; phase of the economic cycle; political and legal instability and economic uncertainty state regulation; rate and size of inflation; scientific and technical and information development production cycle; level of culture of the society; international competition;

internal: erroneous market philosophy of the firm; absence or incorrect principles of its operation; irrational use of resources and low quality of products; low level of management and marketing; discrepancy between the level of managerial and organizational culture enterprises of its technological structure.

Types and methods of diagnosing the insolvency of the organization.

For an objective analysis of the state of the enterprise and assess the risk of adverse conditions, it is necessary to conduct a detailed diagnosis of its financial condition. Diagnostics of the organization can be carried out by external and internal auditors.

An external audit may be carried out by authorities, appraisers, investors, creditors, suppliers and buyers, and other market participants. It is based on official accounting and statistical reporting. The purpose of an external audit is to determine the causes of a possible crisis situation (insolvency) and the choice of anti-crisis measures;

Internal audit is based on operational accounting data (general ledgers, statements, pivot tables). Such information is confidential. The purpose of internal audit is to evaluate internal reserves to prevent the insolvency of the enterprise or restore its solvency.

Types of diagnostics of insolvency of the organization:

descriptive is an analysis of a descriptive nature; presents financial statements in various sections and is intended mainly for external users;

predictive - this is a predictive analysis, used to determine future income and the possible financial condition of the enterprise, for example, analysis of the probability of bankruptcy and measures to restore the solvency of the enterprise;

normative - this is an analysis that allows you to compare the actual results of the enterprise with the expected ones.

Anti-crisis management mechanisms

The main principles of organizing anti-crisis management of an enterprise include:

· Constant readiness for a possible violation of the financial balance of the organization. The financial balance of the organization is very changeable in dynamics.

Early diagnosis of crisis phenomena in financial activities enterprises. Given that the emergence of a crisis in an enterprise poses a threat to the very existence of the enterprise and is associated with tangible losses in the capital of its owners, the possibility of a crisis should be diagnosed at the earliest stages in order to use the possibilities of its neutralization in a timely manner.

· Urgency of response to the crisis phenomena. Each emerging crisis phenomenon not only tends to expand with each new economic cycle, but also gives rise to new accompanying phenomena. Therefore, the sooner anti-crisis mechanisms are applied, the more opportunities for recovery the enterprise will have.

· The adequacy of the enterprise's response to the degree of real threat to its financial balance. The system of mechanisms used to neutralize the threat of bankruptcy is overwhelmingly associated with financial costs or losses. At the same time, the level of these costs and losses should be adequate to the level of the threat of bankruptcy of the enterprise. Otherwise, either the expected effect will not be achieved (if the operation of the mechanisms is insufficient), or the enterprise will incur unreasonably high costs (if the operation of the mechanism is excessive).

· Full realization of internal possibilities of an exit of the enterprise from a crisis condition. In the fight against the threat of bankruptcy, the enterprise should rely solely on internal financial capabilities.

Anti-crisis management has two aspects: prevention of a crisis, as well as its effective overcoming. A modern manager must be constantly prepared for crisis situations and have a plan to overcome them. The nature of the crisis and the cause of its occurrence can be quite diverse, but the direct blame for its onset always falls on managers.

There are a large number of methods for assessing the financial condition of an organization that can give an idea of ​​its weaknesses and even assess the likelihood of its bankruptcy. The methods of horizontal and vertical analyzes make it possible to judge the structure and dynamics of the main indicators of the balance sheet of an enterprise, the method of coefficients directly indicates problem areas, multifactor models assess the financial condition of the company as a whole, and comparative analysis allows you to take into account the performance of other market enterprises.

The essence of anti-crisis management mechanisms is the introduction of a system of methods for preliminary diagnosis of the threat of bankruptcy and the timely implementation of the financial recovery of the organization, ensuring its exit from the crisis. In itself, financial recovery consists of three stages: the stage of eliminating insolvency, the stage of restoring financial stability, and the stage of ensuring financial balance.

State regulation of crisis situations is aimed at preventing systemic crises in the markets and providing guarantees for the maximum return of funds to creditors of a bankrupt enterprise. The new bankruptcy law describes in detail the bankruptcy procedure and the rules for the actions of the parties. Legislative procedures are focused primarily on finding opportunities for the reorganization of the enterprise, and only when such opportunities are completely exhausted - on its liquidation.

Anti-crisis management methods:

Monitoring indicators of the financial condition of the enterprise and its solvency for the timely development of management decisions aimed at maintaining solvency and improving the financial condition

Development of an anti-crisis investment policy, search for sources of investment in conditions of limited financial resources

Enterprise restructuring, including restructuring property complex, restructuring of property (share capital), accounts payable and receivable, restructuring organizational structure crisis management

Improving financial planning and financial forecasting an insolvent organization, including determining the possibility of increasing the company's turnover at the expense of its own sources of financing

Conducting operational analysis when developing an anti-crisis policy, including the determination of profitability thresholds, the necessary marginal income to cover debts, and a financial safety margin.

More on the topic 28. Tasks and methods of anti-crisis management of an enterprise.:

1. 3. Financial management as a management system. Subjects and objects of management.
2. 4.5. Bankruptcy is a market mechanism for overcoming the crisis situation at regional enterprises
3. 4.4. Reengineering of business processes in the process of restructuring the management structure
4. 2.3. The concept of human resource management and features of its application in the conditions of bankruptcy or positive restructuring
5. 1.4. The system of anti-crisis management measures as a factor in restoring the stability of a credit institution
6. TO THE QUESTION OF THE POLICY OF ANTI-CRISIS MANAGEMENT AT THE ENTERPRISE
7. STAGES AND FORMS OF ORGANIZATION RESTRUCTURING IN ANTI-CRISIS MANAGEMENT
8. Bankruptcy, financial recovery, anti-crisis management of the organization

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