Lecture No. 2. Possibility, necessity and content of anti-crisis management

1. Necessity and possibility of anti-crisis management

The term "anti-crisis management" arose relatively recently with the beginning of the reform of the Russian economy and with the gradual entry of the country into a state of crisis. Obviously, to get the economy out of the crisis, a new type of management is needed, which is fundamentally different from management carried out in stable conditions.

The aggravation of the crisis in Russia has caused the need for directive anti-crisis management. This special type of management is called anti-crisis.

This raises the question of the need for anti-crisis management as a practical activity, science and academic discipline after the country's recovery from the crisis, because, of course, the economic crisis, no matter how deep it may be, will someday pass.

But the history of the economic development of many countries and the features of the development of reproductive processes in socio-economic systems, discussed in the previous lecture, indicate that crises and cyclicality are integral characteristics of any development process.

The inevitability and inevitability of periods of decline and recovery in the development of various systems exists under any, even the most successful management. And not only the economy, but all systems develop cyclically; crisis situations arise not only during expanded reproduction. Therefore, the process of managing the socio-economic system must always be anti-crisis.

Crisis management - this is a type of management in which mechanisms have been developed for predicting and monitoring a crisis, analyzing its nature, probability, signs, applying methods to reduce the negative consequences of a crisis and using its results for future more sustainable development.

The possibility of anti-crisis management is associated with the art of getting out of critical situations, the activity of a person who can search for and choose the best ways out of crisis situations, mobilize to get out of the most difficult and dangerous situations, use the past thousand years of experience in overcoming crises, and adapt to problem situations. Also, the possibility of anti-crisis management is determined by the knowledge of the cyclical nature of the development of socio-economic systems, which makes it possible to foresee crisis situations and prepare for them. The need for anti-crisis management is determined by development goals.

All problems of anti-crisis management can be divided into four groups. The first group includes problems of recognition of pre-crisis situations.

The second group of problems of crisis management is related to methodological problems of the organization's life. This group includes a complex of problems of a financial and economic nature. The problems of crisis management can also be represented in the differentiation of management technology (third group of problems). It includes, in a very general manner, the problems of monitoring crises and developing forecasts for the development of socio-economic systems, and the problems of developing management decisions. The fourth group of problems includes conflict management and personnel selection, which always accompanies crisis situations.

2. Signs and features of anti-crisis management

In a broad sense, the subject of management is always human activity. Anti-crisis management has a subject of influence - problems and alleged and real factors of the crisis, that is, all manifestations of an immoderate cumulative aggravation of contradictions that cause the danger of an extreme manifestation of this aggravation, the onset of a crisis. Any management must contain the features of an anti-crisis management and use an anti-crisis management mechanism as the organization enters a period of crisis development. Ignoring this provision has significant negative consequences.

The essence of anti-crisis management is determined by the following characteristics: crises can be foreseen, expected and caused; crises to a certain extent can be accelerated, anticipated, postponed; it is possible and necessary to prepare for crises; crises can be mitigated; crisis management requires different methods, experience and art, special knowledge; crises can be managed; management of crisis recovery processes can accelerate these processes and minimize their consequences.

Depending on the type of crisis, the mechanism for managing it will also differ.

But the anti-crisis management system must meet the following characteristics: flexibility and adaptability inherent in matrix management systems; propensity to strengthen informal management; management diversification; decentralization of management; increased integration.

Features of the processes and technologies of anti-crisis management can be expressed in the following: mobility and dynamism in the use of resources, implementation of changes, implementation of innovative programs; use of program-target methods for the development and implementation of management decisions; accelerating the process of implementing anti-crisis measures; improving the efficiency of evaluation of management decisions and optimization of management decisions.

Priority means of anti-crisis management should be: motivation, focused on anti-crisis measures; maintaining optimism and confidence among staff, preventing conflicts; integration on the values ​​of professionalism; development of initiative in solving development problems; corporatism, mutual acceptability, support for innovation.

The style of anti-crisis management should be characterized by: professional trust, purposefulness, anti-bureaucracy, research approach, self-organization, acceptance of responsibility.

An important element of the anti-crisis management system is its functions.

1. The functions of anti-crisis management are the types of activities that implement the subject of anti-crisis management and determine its result. They answer a simple question: what needs to be done to manage successfully at all stages of the crisis. Six functions can be distinguished: pre-crisis management; management in a crisis, management of crisis recovery processes, stabilization of unstable situations (providing controllability), minimization of losses and missed opportunities, timely decision-making.

2. The most important feature of anti-crisis management is the integration of informal and formal management.

3. For anti-crisis management, prospects, the ability to choose and build a rational development strategy, are of particular importance.

There are different crisis management strategies. The most important are the following: crisis prevention, preparation for its emergence; waiting for the maturity of the crisis to overcome it; counteracting crisis phenomena, slowing down its processes; stabilization of situations through the use of reserves, additional resources; calculated risk; consistent withdrawal from the crisis; foresight and creation of conditions for eliminating the consequences of the crisis.

3. Efficiency of anti-crisis management

An important indicator of anti-crisis management is its effectiveness.

It is characterized by the ratio of the effect, i.e. the degree of achievement of the goals of mitigation, localization or positive use of the crisis, and the resources spent.

The following factors influence the effectiveness of anti-crisis management.

1. Professionalism of anti-crisis management and special training. Professionalism is formed in the course of special training, purposeful accumulation of experience and development of the art of anti-crisis management.

Today, the country has created a system for training anti-crisis managers who are able to bring an enterprise out of a crisis with the least losses. Anti-crisis management should become a necessary element of any management: strategic, creative, industrial, environmental, financial, etc.

2. The art of management, given by nature and acquired in the process of special training, should be highlighted in the list of factors for the effectiveness of anti-crisis management. Therefore, for anti-crisis management, psychological analysis is extremely important in the selection of specialists who are able to sensitively respond to the approach of a crisis and manage in extreme situations.

3. Methodology for developing risky solutions. Such a methodology should be created and mastered, because it largely determines such qualities of management decisions as timeliness, completeness of the reflection of the problem, specificity, and organizational significance.

4. Scientific analysis of the situation, forecasting trends. The vision of the future, and not subjective, but based on accurate, scientifically based analysis, allows us to constantly monitor the approaching crisis.

5. An important factor in the effectiveness of anti-crisis management is also corporatism, i.e. understanding and acceptance by all employees of the goals of the organization, readiness to work selflessly to achieve them, this is a special kind of integration of all employees, the development of internal patriotism and enthusiasm.

6. Leadership is also included in the set of factors for effective anti-crisis management. Leadership is determined not only by the personality of the manager, but also by the prevailing style of work, the structure of the management staff, the authority of the authorities, confidence, and strengthened trust in the manager.

7. Efficiency and flexibility of management consist in changing management in accordance with situations, adapting management to crisis conditions.

8. Strategy and quality of anti-crisis programs. In many situations, there may be a need to change the management strategy and develop special anti-crisis development programs.

9. The human factor should be singled out as a separate item. This implies the mandatory presence of an anti-crisis team - the closest assistants to the anti-crisis manager, who can enjoy his special confidence.

10. The crisis monitoring system is an extremely important factor in the effectiveness of anti-crisis management. These are organized actions for the continuous constant determination of the probability and reality of the onset of a crisis for its timely detection and recognition.

4. The concept of anti-crisis management technology

Any management is a process that involves a successive change of stages, operations, methods, techniques for exercising influence on a managed object.

Management has a natural content, which includes: assessment of the situation, goal setting, adoption and implementation of management decisions, finding the main problem.

The management process is deliberately built according to the criteria of rationality, resource use, maximum efficiency, time saving. All of the above is called management technology, which boils down to the selection and implementation of a certain sequence, a combination of operations in the development of a management decision.

Anti-crisis management contains some technological management schemes. But the specificity is reflected in its technology.

Significant influence is exerted by the factors of lack of time, conflict of interests, reduced controllability, complex interweaving of problems, a high degree of uncertainty and risk, reduced competitiveness, pressure from the external environment, and imbalance of power.

Anti-crisis management technology is a set of consistently implemented actions to prevent, prevent, and overcome the crisis. The technology of anti-crisis management is the technology of active management activity with the totality of its functions, methods, roles, etc.

5. General scheme of the management mechanism in a crisis situation

The technological scheme of anti-crisis management can be represented in the form of eight blocks.

Block 1. Creation of a specialized working group. It may consist of the personnel of the organization and of workers invited from outside only for the duration of a possible or real crisis situation. Specialists must know forecasting, conflictology, crisis theory, management systems research, macroeconomics, microeconomics, development of management decisions, etc. Managers must master the art of management in a crisis and practical skills of effective management in conditions of risk and uncertainty, have special knowledge of anti-crisis management, understand the specifics of a crisis enterprise, the specifics of managing finances, technologies, personnel, information flows, etc. The group can be separated into a separate unit in the organizational structure of the enterprise.

Block 2. It is supposed to check the feasibility and timeliness of anti-crisis management measures. If it is inexpedient, there is a return to the initial situation - the search for new goals, planning special events for them. If there is a rationale for the expediency and timeliness of "turning on" anti-crisis management, a transition is made to block 3.

Block 3. At this stage, anti-crisis management decisions are created.

The most important stage is obtaining the necessary information about the situation in the organization, structural and morphological analysis of the situation, determining the necessary resources, determining ways to bring the organization out of a crisis situation, checking the possibility of achieving the set goals.

Block 4. At the fourth stage, a system is created for the implementation of measures to resolve acute contradictions in the organization.

At the same time, the group of specialists that prepared these decisions determines their specific executors. The contractor must have the necessary and sufficient resources to implement an anti-crisis management decision, as well as have the knowledge and skills to manage crisis situations.

Block 5. At this stage of anti-crisis management, the organization of the implementation of management decisions is carried out. These are specific organizational and practical measures, the implementation of which in a clearly defined sequence will help achieve the goals set in anti-crisis management.

Block 6. At the next stage, it is necessary to evaluate and analyze the quality of implementation of management decisions in terms of the performance of the organization. If the quality of implementation of the management decision satisfies the criteria of efficiency, i.e., positive development dynamics is established in the organization's activities, the next stage of anti-crisis management begins.

Block 7. Now the expediency of carrying out further work to bring the organization out of a crisis situation, determining the stage of an anti-crisis program is being checked.

Block 8. At the final stage of anti-crisis management for this technological scheme, measures are developed to predict future crisis situations. Forecasting allows, if not avoiding a crisis situation, then preparing for it and minimizing its consequences.

The system of control and early detection of signs of an upcoming crisis is important. We will only point out its main points here.

1. A serious warning of the future troubles of an enterprise can be a negative reaction of business partners, creditors, banks, suppliers, consumers to various events held by the organization.

Significant are various transformations of the enterprise (structural, organizational, opening or closing of divisions, branches, subsidiaries, their merger), frequent and unreasonable change of suppliers, development of new segments, risks in the purchase of labor items and other changes in its strategy.

Another characteristic that is significant for investors is the changes in the company's management system and organizational culture.

2. The upcoming crisis situation is also characterized by changes in financial indicators, financial statements and the results of audits.

The subject of careful observation here are:

1) delays in the provision of accounting documents (may reflect deliberate actions or low qualifications of employees of financial departments);

2) an increase or decrease in inventories (may indicate a conscious act or an inability of the company to deliver);

3) changes in the active and passive parts of the balance sheet;

4) a decrease in the income of the enterprise and a drop in its profitability, the depreciation of its shares, the establishment of excessively low or high prices for products, etc. Unscheduled inspections of the enterprise, restrictions on its commercial activities by the authorities, cancellation and withdrawal of a license, etc. can also cause concern. .;

5) an increase in the enterprise's debt to suppliers and creditors.

6. Technology for the development of managerial decisions in anti-crisis management

The most important stage in bringing the organization out of a crisis situation is the development of managerial decisions. The quality of management decisions depends on many factors, the most significant of which are the following.

1. Category of problems:

1) standard problems. Such problems do not allow any deviations to the side, and in the end, skills and skills should play a major role in their solution;

2) typical problems. They are resolved on the basis of existing rules and algorithms, and in the course of the decision it follows from a variety of ways to choose the optimal set of rules and schemes that allows you to succeed;

3) heuristic problems. In the process of solving them, you need to either find them somewhere, for example in the literature, or formulate the rules for solving them yourself and then use them.

2. Terms of use:

1) quasi-stable, or favorable, conditions, when no unforeseen situations arise before a specialist, he stays in a normal, calm environment;

2) extreme, i.e., such conditions when a specialist is required to show all his qualities and they will be used to judge his professional suitability; his future fate depends to some extent on this;

3) crisis conditions, when unforeseen situations arise that lead or may lead to disruption of normal performance indicators, and in some cases leading to accidents, disasters and similar phenomena.

3. Sufficiency of initial information:

1) insufficient amount of initial information. To solve the problem, it is necessary to find the initial information in order to achieve the goal;

2) a sufficient amount of initial information. To solve the problem, the information that is available to the specialist is quite sufficient;

3) an excess amount of initial information. To solve the problem, such a large amount of information is not required.

4. Reliability of the initial information:

1) clearly unreliable, not corresponding to the conditions of the task, the unreliability of which is not difficult to identify;

2) pseudo-reliable, corresponding to the conditions of the problem, but containing such information that does not allow finding the correct solution to the original problem;

3) completely reliable, corresponding to the conditions of the problem and allowing to obtain the correct solution of the original problem.

5. Scale of the problem:

1) global problems - the life of entire regions, and in some cases the entire planet as a whole, depends on their solution;

2) local problems - the existence of a small group of individuals or an individual depends on their solution;

3) micro-local problems - a specific act of an individual depends on their solution.

6. Technical equipment:

1) is missing. There are no necessary technical means for setting up a high-quality learning process;

2) is available in insufficient volume. There is a lack of technical means for a sustainable, high-quality learning process;

3) is available in abundance. Technical means are present in full and function in accordance with the requirements of the educational process.

The general sequence of creating management decisions includes 11 blocks.

Block 1. Preparation of management decisions, development of a system of measures to bring the organization out of a crisis situation.

Block 2. Collection of initial data on the state of affairs in the company.

Block 3. Preparation of management decisions to bring the organization out of a crisis situation, a structural and morphological analysis is carried out.

Block 4. Determining the feasibility and ways to bring the organization out of a crisis situation. It is expedient or inexpedient and how it is possible to bring the organization out of a crisis situation depends on how much the crisis has affected the activity.

Block 5. When it becomes clear that the moment of the beginning of the action to bring organizations out of a crisis situation has passed, it is only possible to control the processes taking place in it without interfering in them, as well as obtaining state support.

Block 6. If the crisis situation has had a strong negative impact on the activities of the organization and its further existence is impossible, they build a model of destructuring, termination of its activities and declaring it bankrupt.

Block 7. If the crisis situation has had a slight negative impact on the economic activity of the enterprise, they build a reorganization model (change of status). It assumes a change in the organizational structure, the reduction of those industries that are unprofitable or the costs of which are incommensurable with the profit received.

Block 8. Setting the goals of the reorganization by a group of specialists involved in anti-crisis management, determining the resources needed to achieve these goals.

Block 9. Development of measures to achieve the set goals, which includes drawing up a program of actions for specialists implementing anti-crisis management decisions, taking into account the factors of a crisis situation.

Block 10. The possibility of achieving the set goals is checked.

Block 11. Based on the data obtained, management decisions are developed to bring the organization (enterprise) out of a crisis situation (anti-crisis management decisions). In order to determine the strategy for the future activities of the enterprise, it is necessary to conduct a structural and morphological analysis (SMA) of a crisis situation.

The analysis of competitive success serves as the basis for adjusting the market strategy of the enterprise, substantiating specific steps to win in the competition.

The market position of an enterprise is characterized by market share, relative price, product quality, relative costs compared to market leaders.

The success of an enterprise in the market is determined by the return on investment, turnover of funds, etc.

7. Crisis situations control parameters in anti-crisis management mechanisms

The most important moment in a properly organized activity to bring an enterprise out of a crisis situation is the collection of initial information about the situation in it and the initial analysis of activities.

Such collection and analysis can be carried out for various purposes using various methods, which is explained by the specifics of a particular situation.

Such areas of activity of the anti-crisis team for the implementation of anti-crisis measures can be the analysis of: the potential of its personnel; adaptation of organizational structures to changing conditions; her financial condition; information culture of employees; changes in the scientific and technical potential of the organization and industry; the impact of the legal framework on the company; changes in the state of the environment and their impact on the activities of the organization; solving security problems.

Of the variety of areas of work of a group of specialists to bring an organization out of a crisis situation, it is first of all necessary to highlight the analysis of the financial and economic activities of the organization.

The main areas of analysis of the financial condition of the organization include: analysis of the dynamics of the composition and structure of the organization's property; analysis of the state of stocks and costs; assessment of the movement of funding sources; analysis of financial ratios. The financial performance of an enterprise under market conditions is also evaluated by a whole system of indicators, the most important of which is profit.

Information about the size and shape of highly liquid assets of the organization, as a rule, is concentrated in the following sources: balance sheet, general ledger, contracts.

At the enterprise which is in crisis, thefts and plunders often occur.

Possible methods of theft and their reflection in the documents are as follows: regular theft through cashing, transferring money under supply contracts, establishing new firms and transferring money there, theft during deliveries, selling unaccounted finished products, overestimating the cost of raw materials, fictitious hiring of workers.

The technology of control in the field of management accounting is as follows: it is required to find out how the flow of management information is organized to the management of the organization; what information, from which departments and from which persons, how often and to whom it is received; determine whether it is sufficient for specialists in crisis management, and also whether it allows management to manage quickly.

When working with the cost price, you can divide the company's business processes into three parts: supply - production - sales, evaluate the reserves for cost reduction at these three stages, determine whether the organization has a cost reduction program, take into account the time factor when calculating the cost and costing, correctly normalize the cost , calculate, record, control and regulate marginal income, organize a constant dynamic recalculation of the cost price, conduct a sales analysis, determine the area occupied by the production of the main product, analyze how often the equipment changes, determine how free space can be used, evaluate the possibility of conducting among management and employees of the organization surveys.

The next step will be to analyze the functioning of the organization's sales and marketing system.

Crisis management technology should take into account specific circumstances, be the result of the art of management and the most important factor ensuring its success.

8. Analytical basis of state regulation of a crisis situation

To identify and identify the reasons for the rise in production, market fluctuations, stagnation and instability - this is the goal of the research activity of the manager, the state administration apparatus.

This is the main condition for the development and implementation of measures for the state regulation of crisis situations. The problems of regulating the development of the national economy were also widely discussed in the USSR.

However, the very concept of "regulation" was used more to refer to the state economic policy. For example, state regulation of wages was expressed in the approval of tariff rates and official salaries for employees, the introduction of certain wage systems.

In principle, central planning and management was nothing more than a form of state regulation in the implementation of the social and economic policy of the CPSU.

But state regulation in a directive-planned economy and state regulation in a market economy as concepts have differences. In the further presentation, we will proceed from the following working definition: regulation is a management function that ensures the equilibrium state of the institutional formations of the economic system.

Search for conditions for the dissemination of innovations. Innovations can be necessary and unnecessary, as well as premature, when the conditions of socio-economic systems are not ready for their perception.

In this regard, the question of the conditions and prerequisites for the introduction of innovations is very important.

Determining the differences between local and global changes. It is necessary to be able to distinguish between additional innovations within the existing logic of innovations and structural changes that affect this logic itself.

The transition from one method of regulation to another is carried out by changing generations, and this applies both to the employed personnel and to the buildings, structures, and equipment used.

Establishing structural compatibility of simultaneous changes. This follows from the very logic of the crisis management process.

9. The role of the state in anti-crisis management

An analysis of the results of reforms in modern Russia shows that the efforts of the state should be focused on finding ways to maximize the use of the existing scientific, technical and production potential, preserve human capital, and provide broad social support for reforms. Specific methods must be developed for the implementation of active institutional, industrial and social policies.

The central theoretical problem of development is the balance between the state and the market. The question now is not conceptual: to intervene or not state power in the economy. World experience confirms that the market cannot develop in a vacuum, it needs a legal and regulatory framework.

The state forms such a basis for development by protecting and protecting property rights, creating legal and other regulatory systems, promoting effective entrepreneurial activity of citizens and preserving the environment. The influence of the state can be exercised in the form of regulation of private activity, take the form of financial support or transfers, etc. The question arises of determining the boundaries of state regulation, that is, "tangible" signs of a way out of the crisis.

In a broad sense, government regulation of the economy is, as a rule, limited to two types - financial, which is based on Keynesian theories, and monetary (monetarist). When forming a market economic model, a two-level economic management system must be created - at the state level, based on subordination, and at the enterprise level, based on horizontal relationships.

Modern world economic thought identifies the following signs of overcoming crisis situations. Search for innovations that promote changes in the way economic growth occurs. These are transformations in the field of employment relations that can contribute to attempts to move beyond the previous mode of economic growth, the forms of internal organization and competition towards which enterprises are moving, identifying shifts in needs, and socio-economic progress.

The dynamics of overcoming the crisis, and then the economic growth, is determined not by the power of the state, but by the effectiveness of indirect influence and regulation of institutional forms in the market environment, stimulating competition, and completing the structural restructuring of the economy. Behind the crisis, which is the destruction of everything outdated and leading to a revision of previous ideas, it is important to see the foundations of a new level of development of the national economic system.

This function of the state is realized through the development of democracy, maintaining the socially oriented nature of reforms, and implementing policies in the interests of society as a whole, and not of any groups or elites. We are talking about the integration of state power into the structural mechanism of society, which involves regular changes of administrations in accordance with the will of voters and protects society from the monopolization of power. This problem can be solved only if there is state and public control over power. To put social factors into action and obtain their maximum impact, it is necessary to ensure a number of conditions: the development of the legislative framework and effective mechanisms for the implementation of laws by everyone, the formation of mechanisms that ensure the resolution of social contradictions, the maintenance of economic security, political stability, orientation towards the legal protection of the individual, the socialization of economic activity .

First, according to the Civil Code of the Russian Federation, federal property is transferred to enterprises on the basis of the right of economic management, and to institutions on the basis of the right of operational management. First of all, this is control over how this property is used, in relation to enterprises - effectively or not, institutions - for their intended purpose or not. With a skillful formulation of the case, it becomes possible to monitor the financial condition of the enterprise.

Secondly, these are enterprises with a state share in the authorized capital. They are also subject to influence by the state through the inclusion of representatives of the state in the management bodies of these enterprises.

But the institution of state representatives in the management bodies of enterprises is not always justified to be formed only from civil servants - specialists from ministries and departments, it is necessary that the representative of the state in the management body of an enterprise be a good manager, master the methods of studying management systems.

Thirdly, the state owns real estate. This is the golden fund of state property, which is always valuable and must constantly function effectively. Unfortunately, until recently, getting rid of real estate to cover the budget deficit has remained a common action. Meanwhile, the path of regulation through the system of national property, in organizing the use of this property on a lease basis, may be more effective. This method of regulation serves as an obstacle to the transformation of enterprises into purely property objects with the loss of their production and economic functions and the mass layoffs of their employees. Fourthly, land relations are closely connected with the activities of the state. More than a hundred legislative acts are in force in this area, which are often contradictory and do not contribute to the effective development of agricultural production. Finally, property relations in the regions are in the field of state regulation. Formally, it is not a problem to transfer real estate from one form of ownership to another, to ensure that the interests of the employee, the enterprise and the state are optimally realized on this basis. In practice, the transfer of federal enterprises to the ownership of the constituent entities of the Russian Federation prevails to pay off the state's debt to their budgets, which is associated with the understanding that an enterprise is property that has a certain value.

10. Types of state regulation of crisis situations

Regulatory and legislative activities.

The entire set of norms through which state regulation is carried out can be divided into the following groups: system-wide norms that orient an enterprise towards self-organization; special norms - for the spheres of the market economy; target norms - in accordance with the problems of investment activity being solved.

The "Economic Constitution" is rightly called the Civil Code of the Russian Federation (CC RF). Competition as an element of a market economy implies not only a certain dynamism, but also its reverse side - the stagnation of production.

The law against the restriction of competition, commonly referred to as "antitrust law", is, along with the law against unfair competition, a significant area of ​​anti-crisis legislation.

In modern practice, the concept of "bankrupt" was introduced in the Decree of the President of the Russian Federation of June 14, 1992 "On measures to support and improve insolvent state-owned enterprises (bankrupts) and apply special procedures to them."

During the period of privatization of state (municipal) property, it was supposed to launch a bankruptcy mechanism based on normative acts, such as Decree of the President of the Russian Federation of February 22, 1993 No.

"On measures for the implementation of legislative acts on the insolvency (bankruptcy) of enterprises"; Decrees of the President of the Russian Federation dated May 23.05.1994, 2 "On the reform of state enterprises", "On some issues of tax policy", "On additional measures to normalize settlements and strengthen payment discipline", "On the implementation of comprehensive measures for the timely and full payment to the budget taxes and other obligatory payments", dated June 1994, XNUMX No.

“On the sale of state-owned enterprises-debtors”; Decree of the Government of the Russian Federation "On some measures to implement legislation on the insolvency (bankruptcy) of enterprises" dated May 20, 1994. Three versions of the Law of the Russian Federation "On the insolvency (bankruptcy) of enterprises" were adopted - dated November 19.11.1992, 32291 No. 08.01.1998, dated 6/26.10.2002/127 No. XNUMX Federal Law, dated October XNUMX, XNUMX No. XNUMX Federal Law.

In the latest version of this law, insolvency (bankruptcy) is interpreted as the inability of a legal entity recognized by an arbitration court to fully pay a monetary debt to creditors and (or) fulfill the requirements for the payment of mandatory payments (hereinafter referred to as bankruptcy).

The protection of the interests of the state as an owner in relation to federal enterprises, as well as enterprises of mixed ownership, was entrusted to the Federal Office for Insolvency (Bankruptcy) under the State Property Committee of Russia.

The Decree of the President of the Russian Federation of March 20, 1993 "On the activities of executive bodies to overcome the crisis of power", the resolution of the State Duma of the Federal Assembly of the Russian Federation of 25.03.1994. 7 "On the crisis situation in Russian science", resolution of the Council of Federation of the Federal Assembly of the Russian Federation of April 1994, 24 "On the solvency crisis in the economy of the Russian Federation", decrees of the President of the Russian Federation of October 1994, 14 "On measures to overcome crisis situation at textile and light industry enterprises" and dated July 1996, XNUMX No.

"On the responsibility of officials who allowed the aggravation of the crisis in the fuel and energy complex of Primorsky Krai", etc.

In times of crisis, state normative regulation in the sphere of social values ​​is of particular importance. It is required in connection with the growth of causes dangerous for the health and life of people. It is impossible to eliminate the state from such social spheres as labor relations, employment, and household development. It is carried out with the help of a wide arsenal of legislative and administrative-legal measures, price and tariff policies, taxes, social transfers, and environmental regulations.

An analysis of the results of reforms over the past years shows that a way out of the crisis is impossible without the creation of a social model of the economy, a deep turn to the needs and requirements of people, the development of their abilities and creative potential. The law and regulatory activities of the state should maximally facilitate the integration of social incentives for the development of social production with its natural purpose - to serve the needs of people.

financial regulation. This is the management of the totality of funds at the disposal of a household, enterprise or state. In the country, centralized financial resources are accumulated by the budget system and extra-budgetary funds, which ensure their redistribution in accordance with the accepted criteria and conditions.

The tasks and objectives of the budget policy reflect the characteristics of the period being experienced, namely:

1) the use of budgetary policy for the implementation of economic reform measures;

2) ensuring the minimum controllability of the economy and the economic process as a whole in a crisis;

3) resolution or mitigation of acute social contradictions that have arisen as a result of a change in the social system, as well as generated by the course of reforms;

4) development of new relations of budgetary federalism.

To a certain extent, budgetary policy also implements the general goals that any budgetary system faces. This is the concentration and centralization of financial resources, the impact on economic growth and employment, ensuring the economic and political functions of the state.

The depth and duration of the crisis in the country are largely generated, firstly, by miscalculations in the choice of the system and mechanisms of urgent reforms; secondly, the lack of a clear target orientation and, thirdly, ignoring the world experience of economic regulation. In the regions, financial tension is being neutralized by privatizing state and municipal property, construction in progress, blocks of shares, and long-term lease rights for land plots. But we need income from production.

The mechanism for adjusting cash processes is complex. Therefore, the main emphasis in monetary policy is on regulating the money supply, that is, on accelerating or slowing down the rate of money emission. Control over these processes is not direct, but indirect.

In developed countries, the money supply consists mainly of credit money (banknotes, deposits), that is, money issued into circulation through credit channels and regulated by the state of production and the market situation. This means that the initiators of the issue or withdrawal of money are business entities. Restrictions on the issue of money: the state can have a significant impact on the growth rate of the money supply and other parameters of money circulation. In Russia the situation is different. We have a shortage of financial capital. Several programs for overcoming the crisis have been developed. The first is to gradually restore lost savings. The second is to stimulate the attraction of new savings of citizens to banks and non-banking financial institutions. The third is the attraction of direct and portfolio foreign capital and external borrowings. The fourth is the use of the practice of accounting and rediscounting bills, which is widespread in the West.

These control methods have both advantages and disadvantages. The first way does not lead to inflation, but contributes to the growth of public debt. In addition, it practically does not increase financial capital, since the restoration of people's savings is carried out by placing loans among the population itself. The second method also does not threaten inflation, but stretches out the process of growth of financial capital for a long time. This will keep the problem of non-payments, the shortage of sources of financing for investments in fixed and working capital for years to come. The third way can mitigate the problem, but it makes the financing of the economy dependent on world market conditions. The fourth method practically does not work in our country.

Only sustainable economic growth can suppress the sources of tension and reduce the severity of the country's debt crisis. It is difficult to ensure it in a short time, but it is possible, relying on the investment development of the competitive part of the real sector of the economy.

First of all, this is the agro-industrial complex: processing, trade and, from them, investments in agriculture. Agriculture should receive funds from companies that operate in the field of processing and trade.

The specificity of price regulation is due to the fact that high (close to world and even exceeding them) prices for resources are due not so much to the monopoly of the respective commodity producers as to the expanded sphere of intermediate links and high taxes on resources. The problem of the extremely insignificant participation of the budgetary system in the support and development of the economy, the lack of effective measures to increase the competitiveness of domestic producers in the domestic market are closely related to those mentioned above.

Production. Overcoming the crisis requires creating a material basis for improving the standard of living of the country's population. Only the state can provide a solution to this problem. No other institution is capable of achieving the necessary optimization of the structure of the national economy, introducing the achievements of scientific and technological progress into production, and overcoming the raw material orientation of exports.

Until recently, the state's policy boiled down to the following. Industrial policy is aimed at the active growth of industrial production by curtailing and eliminating ineffective production that does not meet the requirements of a market economy, and supporting competitive production and activities. On the one hand, among the idle capacities, there are, of course, ineffective, physically and morally obsolete ones. There are also those that were stopped due to a sharp rise in the cost of raw materials, materials, energy, the severance of economic ties, import expansion, and an artificial reduction in effective demand.

The resuscitation process will require serious organizational efforts and time. In the social aspect, the loading of production assets ensures the growth of personnel, the reduction of unemployment and crime in the country.

Taking into account the above, state regulation in this area comes down to an active industrial policy, the basis of which is the following principles: ensuring that the interests of all participants in its implementation are taken into account; socio-economic orientation; a combination of government regulation measures and market mechanisms; creating favorable conditions to reduce negative consequences during structural transformations, and then to improve the standard of living of the population; targeted nature of events; a system of contractual relations and a competitive basis for participants in the process of transformation in industry; justified centralization of resources in order to ensure the development of production and prevent further destruction of scientific, production and intellectual potential; widespread use of rentals, investment competitions for the sale of state property, leasing.

The key element of industrial policy is to increase the role of scientific and technological progress. Scientific and technical progress and trends of globalization and integration, increased competition determine the rapid expansion and renewal of the product range, its technical sophistication, and an increase in knowledge intensity. The decline in the prestige of science has accelerated the lag in the innovation sphere, resulting in the uncompetitiveness of most goods and services, and a sharp decline in production volumes. Generalization and understanding of specific models of behavior of enterprises in crisis conditions allows us to draw the following conclusions: anti-crisis behavior of enterprises differs from actions that are effective in stable conditions of economic development; Industry has already created various models of crisis management.

Redistribution of income. the socio-economic crisis is accompanied by a disproportionate allocation of capital and labor, a sharp drop in production volumes in the public sector of the economy. But the state budget received the bulk of its revenue from this sector, and government spending is being reduced very slowly in this sector. As a result, the state reduces spending on social purposes when the need for social protection, on the contrary, increases sharply.

In such circumstances, the strategy of the state's social policy should provide for the regulation of market forces. It allows you to solve problems associated with market failure, contributes to the organization of the process of redistribution of income. In this activity, the main thing is the prevention of absolute poverty. The aim of the fight against poverty is to ensure that no citizen or family falls below a certain minimum level of income or consumption.

The purpose of social insurance is to protect every citizen from a sharp decline in living standards and incomes. The purpose of income equalization is to ensure that each individual is able to actually redistribute their own income.

Thus, if there is no effective income equalization policy, irreversible consequences may arise at the personal level, negative trends in the formation of human capital may appear.

The need for state financing of medical care is dictated by the need, on the one hand, for the production of public goods and, on the other hand, for ensuring wide access of the population to health services.

Meanwhile, the activities of the state in the social sphere do not achieve the planned results.

The basis of socio-psychological discomfort and the syndrome of fading mood of the population is a significant decrease in living standards. Along with this, government bodies place budgetary funds at the disposal of authorized banks and distribute quotas and licenses. The state also does not make serious efforts to increase the social responsibility of business. Under the pretext of increasing the competitiveness of enterprises, their social, everyday and cultural infrastructure has actually been destroyed. Thus, the direction of changes in the socio-economic situation in the country in recent years is in clear contradiction with modern social goals.

Even fragmentary elements of the “welfare state” in the social life of the Soviet period have been practically lost. This aggravates the country's economic problems and makes it difficult to overcome the crisis. In a crisis situation, the integration of market relations with government influence on socio-economic processes at all levels - from federal to municipal - is especially relevant. At the same time, an increasing role is given to civil society institutions. Continuing to experience pressure from the narrow selfish interests of certain groups, the state is trying to perform political, economic and social functions in the interests of national interests and goals.

State regulation is designed to open up space, stimulate positive social processes, limit and paralyze possible anti-social consequences of the play of spontaneous market forces, and insure society against them.

Authors: Babushkina E. A., Biryukova O. Yu., Vereshchagina L. S.

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