Crisis management. Human factor of crisis management (lecture notes)

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Crisis management. Human factor of crisis management (lecture notes)

Lecture notes, cheat sheets

Directory / Lecture notes, cheat sheets

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Table of contents (expand)

Crises in macro- and microdevelopment trends (The concept of crisis in socio-economic development. Causes and consequences of crises. Types of crises. Signs of a crisis. The essence and patterns of economic crises. Causes of economic crises. Cycle phases and types of economic crises. Crises of public administration: causes, consequences, overcoming. Crises in organization development)
Possibility, necessity and content of crisis management (The need and possibility of crisis management. Signs and features of crisis management. The effectiveness of crisis management. The concept of crisis management technology. General scheme of the management mechanism in a crisis situation. Technology for developing management decisions in crisis management. Parameters for controlling crisis situations in crisis management mechanisms. Analytical basis of government regulation of a crisis situation. The role of the state in anti-crisis management. Types of state regulation of crisis situations)
Bankruptcy of enterprises (Signs and procedure for establishing bankruptcy of an enterprise. The role and activities of the arbitration court. Types and procedure for carrying out reorganization procedures. Liquidation of enterprises. Basic parameters for diagnosing bankruptcy. Stages of diagnosing a crisis. Information in diagnosis. Features of bankruptcy of credit organizations)
Anti-crisis management strategy and tactics (The role of strategy in crisis management. Development of an anti-crisis strategy in an organization. Implementation of the selected anti-crisis strategy. Organization of the implementation of an anti-crisis strategy. Goals and functions of marketing in crisis management. Formation of marketing strategies in crisis management and their classification. Use of marketing means in crisis management. "New F.D. Roosevelt's course - a program to bring the American economy out of the crisis. Anti-crisis orientation of L. Erhard's reforms. Lee Iacocca's activities in the largest corporation Chrysler)
Key factors of crisis management (Nature and classification of management risks. Anti-crisis risk management. Methods for assessing investment risk. Characteristics of the state of the investment process as a basis for making investment decisions in anti-crisis management. Sources of investment financing in conditions of limited financial resources. Methods for assessing investment projects and the attractiveness of enterprises. Investment process as factor of anti-crisis management. Innovative potential of enterprises, its role in anti-crisis management. Formation of innovative infrastructures as a condition for overcoming the crisis)
Human factor of crisis management (Characteristics of personnel management of a crisis enterprise. System of anti-crisis personnel management. Style, types, conditions for developing personnel policies at a crisis enterprise. Principles and methods of personnel management of a crisis enterprise. Strategy of behavior of an anti-crisis manager. Regulation of labor relations in anti-crisis management processes. social partnership in anti-crisis management . Negotiating with trade unions. Main directions of action of trade unions in a crisis. Causes of conflicts in a crisis enterprise. Anti-crisis conflict management)

Lecture No. 6. The human factor of anti-crisis management

1. Characteristics of personnel management in a crisis enterprise

There is no doubt that effective personnel management is one of the most important tasks for any organization and company. This is also reflected in anti-crisis management.

The very concept of "personnel management" appeared relatively recently, and close attention began to be paid to this issue.

It is clear that the topic of anti-crisis personnel management was practically not touched upon.

The present time requires a solid, streamlined and clear system of personnel management, it is also worth noting the fact that the concept of "human capital" is becoming a priority compared to the concept of "labor force". This is due to the increase in the value and significance of such characteristics of an employee as intelligence, professionalism, natural business qualities, i.e. employees are no longer considered just as a labor force, but as a valuable capital.

In order to characterize the personnel management of a crisis enterprise, it is necessary, first of all, to determine the composition of the management apparatus.

Researchers do not have a unanimous opinion on this issue: either it is worth including all managerial workers here, or depending on the nature of the functions they perform.

But most often, management personnel include those employees who, on a full or partial basis, are engaged in managerial activities. There are several categories of employees here.

1. Top management (director, president), which exercises full control of all systems of the enterprise in all periods and stages of its development.

2. Middle managers - employees involved in the management of various departments and departments.

3. Deputies - there are deputy directors and managers. The deputy head, as a rule, has the same powers as the head.

The leader is the main figure in the management system, including the anti-crisis one. He is responsible for the decisions made, chooses an alternative, directs the activities of the entire team. During a crisis, the managerial load doubles, since, in addition to the usual functions, the manager needs to coordinate the work of the enterprise and employees in accordance with the anti-crisis program. However, in order to successfully manage during a crisis (and not only, of course), a manager needs a team of specialists. This includes economists, lawyers, marketers, psychologists, programmers, consultants, etc. During a crisis, they require maximum professionalism and analytical data.

Usually, in resolving the issues raised, the manager relies on the experience and professionalism of his specialists, often creating a working team for the period of the crisis. As a rule, this is the most effective and, which is important in crisis situations, the least expensive way to achieve the goal.

Separately, it is worth mentioning the managers. Currently, this concept is already ubiquitous in the business environment, but many believe that the manager is the new name for the heads of departments. If we consider the concept of "management" itself, we can see what it includes:

1) market research (demand, consumption), i.e. marketing and forecasting;

2) production of products with minimal costs and its sale with maximum profit;

3) personnel management, which also implies the presence of a knowledge base in sociology, psychology, as well as the analysis of information and the development of programs to achieve the goal.

A manager is a much broader concept than just a manager. Since most organizations have multi-level management systems, the director practically does not have the opportunity to personally bring tasks to employees and control the process of work. On the other hand, often professional managers with high qualifications (and, possibly, work experience) solve existing problems much faster and more efficiently than the director. Therefore, in practice it often turns out that the manager is the most important person in the company.

In matters of anti-crisis management, it should be recognized that the main burden for the implementation of an anti-crisis strategy falls precisely on the managerial staff. In any situation, the manager works with the staff, and the result of the activity often depends on the quality and level of this work. Therefore, the functions of the managerial staff seem to be so serious:

1) effective organization of specific types of work within individual departments or program target groups;

2) management of the enterprise as a whole or its divisions (departments, departments, departments);

3) leadership in relation to subordinates;

4) an administrator of any level of management, organizing work, guided by modern methods, etc.

Production personnel - these are the direct executors of the chosen strategies and programs. The speed and efficiency of the process depends on their work. During a crisis, it is important to establish a comprehensive system for monitoring the performance of work, since these workers only follow instructions without participating in the development of anti-crisis programs. This may lead to inaccuracies and errors.

Of course, the role of any of the categories of employees should not be downplayed, and also isolated, due to their close relationship. In addition, the effective implementation of activities is possible only in the case of good work of all employees, since the activities of some are based on the activities of others.

To ensure a high level of management of a crisis enterprise, it is necessary to organize a developed information system. This is required for timely decision-making, monitoring the implementation of the anti-crisis strategy, etc.

Much attention is now being paid to the study of the type of leaders in connection with the identification of the most effective strategy of behavior in a given situation.

To determine the type of manager, American psychologists R. Blake and D. Mouton compiled a matrix of types of leaders (using the matrix, they put the attitude to work in the first place in brackets, the second - the attitude to people):

1. Dictator (9,1). A management style in which almost all attention is focused on the production process, while the personnel is almost not considered from any point of view, except as a productive force. This is an open tough position, which under normal conditions, as a rule, does not bring good results. However, at a time of crisis, when many subordinates are in a state of confusion, this style may be the only true one.

2. Democrat (1,9). The organization has a fairly free atmosphere, rigidly defined frameworks and norms are either implicitly expressed or present in a small percentage.

Such behavior is usually characterized by leaders who are firmly confident in the situation and the available means. Otherwise, a too "loose" environment can lead to a decrease in labor productivity and, as a result, a deterioration in the situation throughout the organization.

3. Pessimist (1,1). In the event of a crisis, such a leader does not take serious and decisive action, even if there are opportunities to overcome the situation. Doesn't encourage staff in any way. Such a position, especially in the modern world, is very weak, because due to the high dynamism and competitiveness of the market, crises in organizations arise constantly.

4. Organizer (9,9). Perhaps this is the most advantageous style from all points of view. Such a manager is highly motivated, responsible, communicative and innovative. At the same time, he carries out his activities in close cooperation with other employees, developing and drawing up a plan for decisions in collective negotiations. Unfortunately, only a small percentage of managers can meet all of the above requirements at the same time.

5. Manipulator (5,5). This type is very common in the modern world. Its main direction is to achieve its goals using human resources without any special consideration of the interests of the latter. Such a manager focuses in his work, first of all, on the fulfillment of the set goals, and the methods for achieving them are not particularly considered from a social point of view.

Despite the fact that much attention is currently paid to the problem of anti-crisis management, the level of this management at Russian enterprises is still insufficient compared to Western ones.

There are several reasons: poor training of managerial personnel, problems with the selection of personnel, a lack of qualified specialists, which forces one to resort to consulting services from outside.

2. The system of anti-crisis personnel management

Enterprise personnel is a deep and complex structure that needs a solid and orderly management system.

The process of personnel management itself is a whole set of actions of the manager, which include the selection and distribution of personnel; planning and organizing the work of employees; personnel diagnostics; accounting for his movement; professional development programs; motivation and stimulation of labor and, of course, the provision of favorable and safe working conditions.

Anti-crisis management, in addition to all the above measures, implies the existence of additional programs for the activities of employees, and also includes socio-psychological factors.

In modern conditions, when a stable state is most often a short-term phenomenon, it is necessary to pay special attention to the issues of rapid adaptation of employees to changing conditions, their motivation and provision of guarantees.

With the emergence of new conditions and factors, the solution of problems within the framework of old programs becomes inefficient, and it is required to develop new ones that correspond to the conditions of the environment.

In general, the anti-crisis personnel management system is a complex of subsystems of general and line management, as well as separate functional subsystems responsible for performing certain tasks.

The subsystem of general and line management is represented by top management, senior and middle managers. They carry out the overall management process.

Functional subsystems are designed to perform the following tasks:

1) management of the selection and distribution of personnel;

2) planning the workflow of employees;

3) management of the motivation system;

4) management of labor relations;

5) personnel development management;

6) management of the social and legal base;

7) information support of the personnel management system.

The structure of the management system generally depends on the characteristics of the enterprise itself: its scale, nature of activity, geographical location, business area, etc. As a rule, in large organizations, the personnel management system is quite complex and branched, while in medium and small organizations there is only one A subsystem can perform several functions at once.

To ensure the proper level of anti-crisis personnel management, managers need to pay attention to the planning and development of personnel strategies when working with them. The main steps are here:

1) attraction of new employees and specialists;

2) retraining of employees in connection with the use of new programs and technologies;

3) development of a system of guarantees (social, legal, etc.);

4) organization of the system of employment of employees during the re-profiling of the enterprise.

Recently, close attention in the field of anti-crisis personnel management has been paid to personnel marketing. This is a set of measures aimed at improving the qualification level of employees and developing personnel.

The main methods used in personnel marketing are the creation of educational institutions within the framework of this enterprise for the training of narrow specialists; attracting students and graduate students for internships and practice; cooperation with various employment services; development of a training system for existing employees in order to improve their professional level; use of staff leasing.

Another important direction in anti-crisis personnel management is the use of the so-called professiograms - this is a line of employee qualities that are necessary and preferable for this position. Professiograms are of great importance in terms of planning and forecasting the possible needs for a particular level of an employee (his qualifications) at a certain stage in the functioning of an enterprise. No enterprise can do without its organizational culture, it is part of its existence. In addition, effective management cannot be built on static foundations; it is necessary to use the latest developments in the field of organizational and cultural base of the enterprise.

Currently, there are four main types of organizational culture:

1) entrepreneurial - involves a market form of management;

2) participatory - based on a democratic style;

3) bureaucratic - the main force is the will of the leader;

4) organic - basis - a collective form of management.

3. Style, types, conditions for the development of personnel policy in a crisis enterprise

It should be noted that the concept of "personnel policy" in various sources has an ambiguous meaning. Some believe that personnel policy is a specific program and activities of employees aimed at its implementation. Others see it as one of the elements of the overall strategy of the organization, aimed at updating and improving the workforce in accordance with the needs of the organization.

It cannot be said that these opinions contradict the concept of "personnel policy". However, they are not complete enough and do not reveal the entire functional structure of personnel policy. This concept is much broader.

HR policy - this is a set of scientifically based goals, principles, tasks and methods that determine the structure, content, direction and forms of personnel management in various periods of the organization's activities. The purpose of the personnel policy is to ensure the optimal balance of retention and renewal of personnel in accordance with the needs of the enterprise and the state of the labor market.

Personnel policy is based on the accumulated knowledge and methodologies developed before, it is a unifying element, which is subject to adjustments according to the needs of today's market. The personnel policy reflects the main points on the selection and distribution of personnel, but it is not limited to this. It contains such important factors as the dynamics of labor interest, the activity of the employee, his needs.

Anti-crisis personnel policy is an even broader concept. It includes forecasting the state of personnel for future periods. Of particular importance here is the identification of the enterprise's need for new or the rejection of old specialists for certain periods.

The composition of the personnel policy includes not just directions and methods of personnel management, it consists of a whole range of elements:

1) setting the main, highest priority goals and objectives in the field of personnel, determining the general principles of personnel policy;

2) organizational and staffing activities - planning the need for certain human resources, development and formation of the structure and staff, appointments, creation of a reserve, movement and distribution;

3) the information component - the creation and support of a system for the movement of personnel information, the organization of a stable and permanent information system;

4) financial component - development of a system and directions for the distribution of funds, ensuring an effective system of labor incentives;

5) personnel development - provision of a development program, career guidance and adaptation of employees, planning of individual advancement, team building, professional training and advanced training;

6) assessment and adjustment system - analysis of the compliance of the personnel policy with the organization's strategy, identification of problems in personnel work, assessment of personnel potential.

Currently, there are four main types of personnel policy carried out in a crisis.

1. Preventive personnel policy. The manager has an idea of the possible development of the situation based on the results of forecasts, but does not have the necessary means to carry out certain actions. If funds are available, then planning on the basis of available resources is carried out only for the medium term. Thus, all the main forecasts and plans are aimed at short-term and medium-term periods, while they, as a rule, do not contain fundamental changes.

2. Passive personnel policy. A rather weak position, since the management staff does not have a clear, defined strategy of action in relation to employees. In a crisis, no special decisive measures are taken, usually the actions of leaders are aimed only at eliminating negative consequences.

In the personnel department, planning and forecasting systems are poorly developed, and little attention is paid to the current assessment of personnel and their activities. with such a policy, there are practically no funds allocated for staff development. This type is generally characterized by low financial costs for personnel. Emerging problems are fixed, but do not undergo a detailed analysis of the situation and identify the causes of difficulties and questions.

3. Active personnel policy. The leader is active in his actions, has all the necessary forecasts and plans based on them. In addition, it provides in advance in the general budget of the organization funds for personnel services, so there are financial opportunities for the implementation of certain activities. In this regard, the personnel department has a well-developed forecasting system, which is already aimed at medium and long-term periods. The personnel program is included in all major plans and strategies of the organization.

4. Reactive personnel policy. Great attention is paid to the issue of personnel.

Active actions are being taken to identify the symptoms of a crisis (the emergence of conflict situations, the lack of a sufficiently qualified workforce to solve problems, as well as motivation for highly productive work) and take measures to eliminate the crisis. In the field of personnel services, there are enough funds to carry out certain actions.

The occurrence of problems is investigated in great detail, with the identification of causes and consequences. Each situation is considered individually, if necessary, experts from outside are involved.

An important role is played by the exchange of experience and skills in the field of personnel policy, this makes it possible to learn about new or successfully apply old programs. However, it is necessary to carefully approach the use of past experiences, since each situation is purely individual due to the individual characteristics of the enterprise itself. Also, do not forget about the various factors that change over time and significantly affect the organization.

A positive trend is the ever-increasing contact with foreign partners, including on the issue of assessing the personnel policy of foreign colleagues. But here you also need to take into account the market characteristics of each country.

Personnel policy, especially in a crisis situation, should be as realistic and relevant to the situation as possible. Often it is necessary to include rather tough measures to achieve a particular goal, this, of course, is not desirable, but in critical situations it is necessary.

A very important aspect is the complexity of personnel policy. It should take into account the goals and objectives of all levels and areas of the organization: economic, legal, social, etc.

Most large enterprises have subsidiaries, branches. All of them need a unified personnel policy, but taking into account their functional features. The parent and subsidiaries differ in their line of business. In such situations, personnel policy should be considered as a concept with common priorities and principles for all, but with different methods and methods.

Of course, it is impossible not to touch upon the socio-psychological side of personnel policy. A competent leader tries to develop a policy in such a way that in a crisis situation there will be no problems with the staff due to people's uncertainty about their own future. This is a rather serious issue for many enterprises, since the whole situation often depends on the behavior and trust of workers and employees.

In addition, personnel policy should be rational, which is especially important in times of crisis.

4. Principles and methods of personnel management in a crisis enterprise

The principles of personnel management are essentially the basic norms and rules that a manager should use in his managerial activities. They reflect trends, economic laws, management positions.

There are many principles of personnel management. Researchers distinguish the following groups:

1) basic;

2) private;

3) specific.

The basic principles operate, as a rule, at the level of government bodies, they include legality, democracy, scientific character, continuity. Specific principles are used in personnel management in business organizations: optimization of the organization's personnel; separation of managerial roles in the organization; staff capacity building.

Private include principles related to the work of the staff: search, distribution, training, additional education.

In anti-crisis management, in addition to the above, there is a certain set of principles, the use of which allows you to competently manage personnel in a crisis situation and during its overcoming, and also helps to prevent crises:

1. The principle of consistency - within its framework, managers, specialists and all employees of the organization are considered as an integral dynamic system that is closely connected with the external environment of the business. Full coordination of all processes of formation and change of personnel structure of the organization is implied.

2. Command principle - most managers try to create a team in their organization - specially selected employees and specialists who perform various functions, but are united by common goals and objectives. This principle is especially important for enterprises in times of crisis, since the solution of a problem often requires general association and interaction. However, this principle applies not only to crisis situations - many leaders from the very beginning direct the team to close joint activities, which allows them to more successfully solve problems and problems.

3. Equal Opportunity Principle - providing all employees, regardless of their class, nationality or gender, with equal rights and opportunities. Unfortunately, this principle is not as widespread as others, due to past foundations. However, it is he who avoids internal conflicts between employees.

4. The principle of horizontal cooperation - the problem of many modern organizations is the presence of such a phenomenon as shifting tasks and responsibilities to subordinate departments. As a rule, the performance of work by these departments is poorly controlled, which leads to negative results. Therefore, it is necessary to create horizontal links that will provide the necessary level of information and control.

5. The principle of legal and social protection - its basis is strict and strict observance of the Constitution of the Russian Federation, various legal acts and codes.

In addition, he implies that a modern manager must know and use labor, administrative, civil and other codes and branches of law. Otherwise, insufficient training of the manager can lead to conflict situations of various kinds, regarding labor relations, for example.

6. The principle of individual approach to each employee - in modern conditions, more and more attention is paid to the personal qualities of the employee, his skills and capabilities. This principle allows you to create the best conditions for the use of the business talent of employees.

In addition, this principle applies to cases of clarification of any problems.

Thus, personnel management in a crisis situation is a thorough and most often premeditated process that can be adjusted and changed along the way. It should be noted that ignoring this issue can lead to rather serious consequences, since it is very important to coordinate the work of personnel even at an ordinary enterprise, not to mention a crisis one.

5. Behavior strategy of an anti-crisis manager

The anti-crisis manager, as a rule, is considered in two forms: an arbitration manager and a specialist in anti-crisis management.

Arbitrator.

Appointed by the arbitration court, is not an interested person in relation to the debtor and creditors.

Its activities are carried out only on the basis of a license - a special permission of the state body for bankruptcy cases.

The arbitration manager is appointed to carry out supervision, bankruptcy proceedings and external administration. In principle, it is difficult to talk about a strategy of behavior here, since all the necessary measures have already been prescribed in advance.

Crisis management specialist.

Until recently, it was believed that a crisis management specialist worked only in special organizations that provide services in crisis situations and insolvency of the organization. But this is a rather narrow approach. At present, almost every organization requires such specialists.

The strategy of his behavior depends on many factors: personal qualities, the conditions of a particular situation, the level of professionalism, etc. In general, it should be noted that an anti-crisis manager must be very well prepared both from a theoretical point of view and from a practical one.

The strategy of behavior consists of a large number of components. The activities of the anti-crisis manager will be effective only if certain conditions are met.

1. Possibility of leadership - in fact, the anti-crisis manager manages the organization, determines its strategy, basic methods and ways to overcome the crisis. He has not only to deal with the choice of various alternatives, but also to set specific tasks.

2. Leadership position in the organization - the anti-crisis manager is able to achieve his goal only if the employees recognize him as a leader and are ready to obey. The psychological aspect plays an important role here.

3. Consulting - a crisis manager often has skills that are unknown to other employees. He must not only distribute, but also explain the tasks.

In order to develop a strategy of behavior, the manager needs to clearly understand the situation and determine the time frame. In addition, he must have information about all available means ready to be used to overcome the situation.

Very often, the crisis manager first of all creates his own team, which works together on the situation. As a rule, it includes various specialists - economists, lawyers, marketers, etc.

At the initial stage, the current situation is assessed and the causes of its occurrence are identified. This allows you to assess the extent of the crisis and a plan of exemplary actions.

The chosen strategy is not always successful. Its success depends not only on the reliability of the data obtained and the correct choice of alternatives, but also on the relationship of the crisis manager with other employees of the organization and his adaptation.

The behavior strategy of an anti-crisis manager to a large extent contains a psychological factor. Different specialists in the same situation may choose different tactics. The strategy can be tough or soft enough - it depends on how the staff reacts to the changes that are taking place. In addition, much depends on the individual characteristics of the manager.

It must be said that the strategy of behavior is the initial stage in the work. It determines the process of analyzing and diagnosing the enterprise, ways of communicating with personnel, etc. It is necessary from the very first moments to clearly define your position for all other employees for their faster adaptation.

Many crisis management specialists have a specific strategy of behavior, but its constant use may not work for some period. Tough measures do not always bring good results, and long preparations can cause missed deadlines.

Therefore, the assessment of the situation is decisive for any strategy of behavior. Moreover, it is important to obtain maximum data in a short time, which only highly qualified specialists can do.

6. Regulation of labor relations in the processes of anti-crisis management

According to the Labor Code of the Russian Federation, adopted on December 21, 2001 (as amended in December 2006 and April 2007), labor relations are relations based on an agreement between an employer and an employee on the personal performance by an employee of a labor function for a certain fee. In addition, it provides for the subordination of the employee to internal rules when the employer provides working conditions considered by labor legislation, agreements, and various types of contracts.

Labor relations arise between an employee and an employer on the basis of an employment contract, which is concluded by them in accordance with the Labor Code of the Russian Federation of December 30.12.2001, 197 No. 30.06.2006-FZ (as amended by Federal Law No. 90-FZ of June XNUMX, XNUMX), according to which labor relations occur for the following reasons:

1) election (election) to office. They arise if the election (elections) in its essence represents the performance by the employee of a certain labor function;

2) election by competition to fill the relevant position. Labor relations arise if a law, regulation or charter of an organization defines a list of positions to be filled by competition, and the procedure for competitive election to these positions;

3) appointment to a position or approval in this position;

4) referrals to work by bodies authorized by law on account of the established quota;

5) a court decision on the conclusion of an employment contract.

There are currently three main types of contracts.

1. An individual labor contract is a legal act concluded between an employee and his employer, which implies the obligations of the employee to perform the labor function, and the employer - to provide working conditions.

It contains the following provisions:

1) last name, first name, patronymic of the employee and the name of the employer (individual) who entered into an employment contract;

2) place of work;

3) date of commencement of work;

4) the name of the position, in accordance with the charter of the organization or a specific labor function;

5) the rights and obligations of the employee;

6) the rights and obligations of the employer;

7) descriptions of working conditions, compensation, benefits and payments to employees for work in especially difficult, dangerous or harmful conditions;

8) conditions of remuneration (this also includes the size of the tariff rate or official salary of the employee, additional payments and incentive payments);

9) types and conditions of social insurance.

Article 21 of the Labor Code of the Russian Federation reflects the basic rights and obligations of the employee and the employer.

The employee has the right to:

1) conclusion, amendment and termination of the employment contract and its individual chapters;

2) granting him a position stipulated by an employment contract;

3) a workplace that meets the state regulatory requirements for labor protection and the conditions provided for by the collective agreement;

4) timely payment of wages in accordance with the level of their qualifications, the quantity and quality of work performed;

5) rest provided in accordance with the establishment of normal working hours, reduced working hours for certain professions and categories of workers, the provision of weekly days off, non-working holidays, paid annual holidays;

6) complete and accurate information about working conditions and labor protection requirements at the workplace;

7) vocational training, retraining and advanced training;

8) association, including the right to create trade unions and join them to protect their labor rights, freedoms and legitimate interests;

9) participation in the management of the organization;

10) conducting collective negotiations and concluding collective contracts and agreements through their representatives, as well as information on the implementation of the collective agreement, agreements;

11) protection of their labor rights, freedoms and legitimate interests by all means not prohibited by law;

12) resolution of individual and collective labor disputes, including the right to strike;

13) compensation for harm caused to the employee in connection with the performance of his labor duties, and compensation for moral damage;

14) compulsory social insurance in cases stipulated by federal laws.

The employee is obliged:

1) responsibly fulfill his labor duties assigned to him by the employment contract;

2) comply with the internal labor regulations of the organization;

3) observe labor discipline;

4) fulfill the established labor standards;

5) comply with the requirements for labor protection and ensuring labor safety;

6) take care of the property of the employer and other employees;

7) immediately inform the employer or immediate supervisor about the occurrence of a situation that poses a threat to the life and health of people, the safety of the property of the employer.

The employer has the right:

1) conclude, amend and terminate employment contracts with employees;

2) conduct collective negotiations and conclude collective agreements;

3) encourage employees for conscientious efficient work;

4) demand from employees the performance of their labor duties and respect for the property of the employer and other employees, compliance with the internal labor regulations of the organization;

5) bring employees to disciplinary and material liability;

6) adopt local regulations;

7) create associations of employers in order to represent and protect their interests and join them.

The employer is obliged:

1) comply with laws and other regulatory legal acts, local regulations, the terms of the collective agreement, agreements and employment contracts;

2) provide employees with work stipulated by the employment contract;

3) ensure labor safety and conditions that meet the requirements of labor protection and hygiene;

4) provide employees with equipment, tools, technical documentation and other means necessary for the performance of their labor duties;

5) provide employees with equal pay for work of equal value;

6) pay in full the wages due to employees within the time limits established by this Code, the collective agreement, the internal labor regulations of the organization, labor contracts;

7) conduct collective negotiations, as well as conclude a collective agreement in the manner prescribed by this Code;

8) provide representatives of employees with complete and reliable information necessary for the conclusion of a collective agreement, agreement and control over their implementation;

9) timely comply with the instructions of the federal executive bodies authorized to conduct state control and supervision, pay fines imposed for violations of laws, other regulatory legal acts containing labor law norms;

2. Collective agreement - a legal act that regulates social and labor relations between the employees of the enterprise and the employer.

Its content is determined by the parties on the following issues:

1) the form and amount of remuneration, various benefits, compensations, additional payments;

2) regulation of wages in accordance with changes in prices, the level of inflation;

3) training, education, retraining of employees;

4) improvement of working conditions and labor protection of employees;

5) medical insurance (voluntary and compulsory);

6) safety for life and health protection of workers at workplaces; system of benefits;

7) the procedure for amending the collective agreement, the responsibility of the parties, social partnership.

The collective agreement may include other obligations, depending on the conditions of its conclusion. However, those provisions that are enshrined in legislative acts, and there is a prescription for their mandatory inclusion in the contract, are made regardless of the desire of the parties.

3. Agreement - a legal act that regulates social and labor relations and is concluded at the level of the Russian Federation or a constituent entity of the Russian Federation. The legislation provides for a variety of agreements depending on the level of regulated relations.

At the federal level, the following types of agreements are concluded:

1) a general agreement - between all-Russian associations of trade unions, all-Russian associations of employers, the government of the Russian Federation;

2) sectoral (intersectoral) tariff agreement - between all-Russian trade unions, associations of employers, the Ministry of Labor;

3) professional tariff agreement - between trade unions, associations of employers.

At the regional level:

1) an agreement between trade unions, associations of employers, an executive body of a constituent entity of the Russian Federation on the general principles for regulating social and labor relations at the level of a constituent entity of the Russian Federation;

2) industry (inter-sectoral) tariff and professional agreement between trade unions, associations of employers, the labor authority of the constituent entity of the Russian Federation on wage rates and other working conditions, social guarantees and benefits for industry workers.

At the level of administrative and municipal subjects of the Russian Federation, territorial agreements are concluded between trade unions, associations of employers, and relevant local authorities on working conditions, social guarantees and benefits.

7. Social partnership in anti-crisis management

In a crisis, problems of a socio-economic nature often arise between the employee, the employer and the state. The solution may be social partnership.

According to Part 2, Article 23 of the Labor Code of the Russian Federation, social partnership is a system of relationships between employees or their representatives, employers or their representatives, state authorities, local governments, aimed at ensuring the coordination of the interests of employees and employers on the regulation of labor relations and other relations directly related to them.

The essence is to use the method of repeated coordination of the interests of workers, employers and the state. social partnership is as follows:

1) priority is given to negotiation tactics for solving the problem;

2) harmonization of income policy and socio-economic policy in general;

3) establishment of measures to guarantee the protection of the interests of the participants in the social partnership;

4) the principle of participation in the management of hired personnel;

5) approval of the system of universal values in all spheres of social labor.

In countries with developed market economies, social partnership is a constant interaction between employees and their trade unions, on the one hand, and employers and their associations, on the other. Contradictory interests are mitigated in the process of searching for and choosing a mutual solution.

Collective bargaining is also used there, and employees participate in the management of the organization through parity councils and committees.

In Russia, social partnership is carried out through cooperation between trade unions, entrepreneurs and their associations and the state.

It cannot be said that the confrontation between subjects disappears altogether. It simply passes from the category of rivalry to the category of cooperation, but the conflict character remains in both cases.

Article 24 of the Labor Code of the Russian Federation regulates the basic principles of social partnership:

1) equality of the parties;

2) respect and consideration of the interests of the parties;

3) the interest of the parties in participating in the conclusion of contractual relations;

4) state assistance in strengthening and developing social partnership on a democratic basis;

5) observance by the parties and their representatives of labor legislation and other normative legal acts containing labor law norms;

6) powers of representatives of the parties;

7) freedom of choice when discussing issues within the scope of work;

8) acceptance by the parties of obligations on a voluntary basis;

9) the reality of the obligations assumed by the parties;

10) obligatory fulfillment of collective agreements, agreements;

11) control over the implementation of the adopted collective agreements, agreements;

12) responsibility of the parties, their representatives for non-fulfillment through their fault of collective agreements, agreements.

Employee representatives.

As mentioned above, employees and employers may have representatives of employees in social partnership: trade unions and their associations, other trade union organizations provided for by the charters of all-Russian, interregional trade unions, or other representatives. (Article 29, Chapter 4 of the Labor Code of the Russian Federation)

When conducting collective bargaining, the interests of employees when concluding or changing a collective agreement, exercising control over its implementation, as well as when exercising the right to participate in the management of the organization, considering labor disputes between employees and the employer, are represented by the primary trade union organization or other representatives elected by employees.

If the formation and activities of commissions for the regulation of social and labor relations are also carried out, then the representatives of workers are the relevant trade unions, their territorial organizations, associations of trade unions and associations of territorial organizations of trade unions.

In the social partnership, primary trade union organizations and their bodies represent the interests of employees of a given employer who are members of the relevant trade unions, or the interests of all employees of a given employer, regardless of their membership in trade unions, when conducting collective negotiations, concluding or amending a collective agreement, as well as when considering and resolving collective labor disputes between employees and employers.

If employees are not members of a trade union, they can authorize the body of the primary trade union organization to represent their interests in relations with the employer on issues of individual labor relations and directly related relations on the terms established by this primary trade union organization. (Article 30 of the Labor Code of the Russian Federation).

There are situations when employees are not united in any primary trade union organizations or none of the existing primary trade union organizations unites more than half of the employees of this employer and is not authorized to represent the interests of all employees in social partnership, then at a general meeting of employees to exercise these powers secretly another representative (representative body) may be elected from among the employees by voting. (Article 31 of the Labor Code of the Russian Federation)

The presence of another representative cannot be an obstacle to the exercise by the primary trade union organizations of their powers.

employer representatives.

According to Article 23 of the Labor Code of the Russian Federation, when conducting collective bargaining, concluding or amending a collective agreement, as well as when considering and resolving collective labor disputes between employees and the employer, the interests of the employer are represented by the head of the organization, the employer - an individual entrepreneur (personally) or persons authorized by them.

When conducting collective negotiations, concluding or changing agreements, resolving collective labor disputes regarding their conclusion or changing, as well as when forming and carrying out the activities of commissions for the regulation of social and labor relations, the interests of employers are represented by the relevant associations of employers.

They are non-profit organizations that unite employers on a voluntary basis to represent the interests and protect the rights of their members in relations with trade unions, state authorities and local governments.

Representatives of employers - federal state institutions, state institutions of the subjects of the Russian Federation, municipal institutions and other organizations financed from the relevant budgets, are also the relevant federal executive authorities, executive authorities of the constituent entities of the Russian Federation, other state bodies, local governments.

social partnership helps to achieve the following results:

1) mutual interest of hired personnel and employers in sustainable economic growth, in increasing the competitiveness of the enterprise;

2) growth of labor and social activity;

3) improvement of working and living conditions of employees;

4) reduction of conflicts and their mitigation.

But there are many serious problems in the formation of the structure of social partnership:

1) the complexity of the formation of the institutional environment of social partnership lies in the fact that social institutions, as a rule, arise in order to satisfy interests, allowing them to influence the development of new rules and norms. This problem could be solved to some extent by a system of democratic control. But in Russia there is no such system yet;

2) social partnership develops successfully in the presence of a middle class in society. And the share of this class in Russia is becoming smaller every year - the differentiation of society is increasing;

3) the privatization carried out in Russia did not give the expected results in terms of turning the state into a person interested in public interests. For the most part, it has remained a private owner, that is, the position of the state as a social partner is slightly blurred, and this is one of the reasons for the incompleteness of the structure of social partnership;

4) when developing the structure of social partnership, a federal tripartite commission was first formed, and only then - sectoral and regional ones. And that part of the social partnership, which is directly connected with the sphere of life and work of people, is being formed at a very slow pace;

5) the difference between trade unions on political grounds. Many of them, moreover, have their own associations;

6) spread of employers over more than 50 unions. This makes it very difficult to discuss and make decisions at the sectoral and federal levels.

8. Negotiating with trade unions

In carrying out their activities in the organization, people inevitably interact with each other. At the same time, not only their working and professional interests clash, but also personal qualities - character, temperament. All this leads to conflict situations.

Despite the fact that more and more attention has been paid to this issue recently, statistics show that conflicts in the organization are already a constant phenomenon in the environment of human relations.

Methods for resolving conflict situations differ depending on the level of its occurrence: the employer - an individual employee, the employer - several employees, the employer - the entire workforce.

The main ways to resolve conflicts in the first two situations are negotiations at the level of the employee and the employer. In the latter, the employer and the trade union act.

Problems exist in the field of social protection, in matters of stable employment and wages. Moreover, in modern highly dynamic conditions, not a single entrepreneur and manager can give his employees a full guarantee of stability, i.e., the employee carries out his activities in the risk zone. This raises the question of social protection of workers.

The main components of social protection at the enterprise are the issues of remuneration of employees and guarantees of their employment. They are balanced through negotiations between employees and the employer. The issue of the socio-economic status of employees for the head is secondary. However, workers and their trade unions face this problem in the first place. But here it is worth noting the fact that trade unions, when presenting their requirements for social protection, have to take into account various restrictive frameworks related to technical production standards, the financial condition of the enterprise, legislative and regulatory acts.

In the modern world, it is important to be able to make compromise decisions that combine the provisions of wages and job security. The ratio in which the components of the issue will be depends on the ability of the parties to negotiate, on their business skills. As a rule, negotiations are reduced to a solution that involves a more or less optimal "sharing" of risks, which provides workers with a certain degree of stability in their socio-economic situation. In general, employment and wage security should be autonomous from changing market trends, which will help ensure a reliable level of social protection for workers, but in practice this is not always true.

But it should be noted that in the modern world, where the issue of the prestige and image of the organization is so important, many employers (mostly large enterprises and organizations) strive to ensure the highest possible level of stability in terms of wages and employment. In a crisis and the threat of bankruptcy, most entrepreneurs violate these guarantees, but here we are talking about saving the enterprise itself. In this case, employees are the least protected party. According to statistics, the number of those who are confident in the stability of their workplace is only 8,4% of employees. While the real threat of job loss exists for more than 57% of employees, and this is certainly approximate data.

In the light of the situation described above, trade unions set themselves a wide range of tasks of a socio-economic nature. The activity of trade unions and its effectiveness is based, first of all, on the analysis of the financial condition of the enterprise. Trade unions have the right to receive information. They are interested in the financial and annual reports of the enterprise, with the help of which they obtain such data as, firstly, the average salary of an employee, the share of the company's net income paid to employees, the dynamics of real purchasing power, and secondly, the movement of labor in the enterprise, its growth or reduction, changes in the financial structure.

These questions are of great importance in the negotiations between trade unions and employers.

Of course, much depends on the ability of the parties to negotiate and come to certain agreements. Negotiations with trade unions are, as a rule, collective negotiations, which have their own characteristics. There are certain skills in conducting negotiations of this kind:

1) preliminary preparation and analysis of the current situation, as well as an assessment of the opposite side and its possible steps. Identification of the strengths and weaknesses of the negotiators;

2) avoidance of conflict situations, as this can lead to a delay in negotiations and their failure;

3) thinking through alternatives for changing one's position and point of view;

4) readiness for discussion and proactive participation in negotiations.

There are also different negotiating styles.

1. Aggressive style - characterized by strong pressure and pressure from one side to the other, minimal cooperation.

Under normal circumstances, this method is unlikely to give good results, but it is effective in a situation with a very limited time frame or when other methods have already been used and have not brought the desired result.

2. Evasive style (retreating) - also characterized by weak cooperation, but at the same time there is also weak pressure. It is usually used in situations of increased conflict, when the next discussion will not be able to balance the interests of the parties, but will only aggravate the situation.

3. Moderate style - there is a high willingness to cooperate. As a rule, this style is used when discussing not acute problems, but ordinary ones. In such negotiations, much attention is paid to establishing contact between the parties, which will be used in subsequent negotiations on more serious topics.

4. Compromise style - in such negotiations, everything is conditionally divided equally. Usually used when there are small differences between the forces and positions of the parties, but having different goals. One of the most preferred methods in terms of today's conditions, but it all depends on the specific situation.

5. Collaborative style is another commonly used style. A situation in which both parties are ready and willing to cooperate, discuss issues and develop new solutions can be called ideal.

9. The main directions of action of trade unions in a crisis

The activities of trade unions are carried out in several directions.

First of all, it is necessary to note the actions in relation to wages:

1) compliance with the level of the minimum wage;

2) increasing wages from the level of the minimum wage to the level of the living wage, and then to the level of higher budgets;

3) compliance with the ratio of the wages of employees with the real income of the enterprise and the growth of wages of management personnel;

4) fair distribution of enterprise income among employees, especially between managers and ordinary employees;

5) in crisis conditions, it is important to monitor the actually available funds of the enterprise and the amount of wages paid to employees at this time (many employers, under the pretext of a crisis, unjustifiably sharply reduce the income of employees, although there are funds for wages);

6) reducing the sharp differentiation in wages of employees of the enterprise, as this may cause additional internal conflicts;

7) development of a system of remuneration for overtime;

8) if in a crisis there are no funds to pay wages, it is necessary to strictly fix the hours and days worked for subsequent payment;

9) taking into account, when considering the structure and amount of wages, changing socio-economic indicators: prices, medical services, housing fees, etc.;

10) in case of unauthorized violations of the payment of wages, the development of measures and actions to eliminate such a situation, as well as consideration of the mechanism for compensation for damage caused to the employee by the delay in payment of wages.

Thus, in a crisis, the actions of trade unions regarding wages come down to monitoring unjustified violations of the rights of workers and their subsequent elimination.

Further it is necessary to note the actions in the field of social guarantees:

1) adjustment, addition and improvement of the practice of concluding contracts and agreements between the employer and employees;

2) direct participation in the development of legislation and social programs;

3) strengthening the social orientation of ongoing changes and reforms, using the mechanism of social partnership;

4) development of a strategy for the social insurance system that complies with international ILO standards, which provide guarantees for the level and scope of social protection for workers, as well as pensioners and the unemployed;

5) monitoring the implementation of social projects and programs.

With regard to the employment sector, the trade unions are taking the following measures:

1) the implementation of programs that create demand for labor using various forces of the economy: prices, investments, taxes, the system of state orders;

2) implementation of state programs to ensure a high level of employment of the population by creating new jobs through the development of industries and production;

3) limiting the use of part-time and part-time employment;

4) an obstacle to a reduction in the level of wages due to the fight against unemployment of the population and incomes in general;

5) stimulation of the investment activity of the enterprise, which is an indispensable condition for the availability of solvent demand for labor, as well as ensuring the flow of income into investments;

6) drawing up and implementing programs to support the development of small and medium-sized businesses and the economy as a source of jobs;

7) development of targeted socio-economic programs in the following areas: creation of employment markets for women, youth and socially weak groups; creating new and improving old labor markets in areas with a poor economic situation or with ample employment opportunities, but with poor living and working conditions; development of the housing market as an integral part of employment of the population; training and advanced training of employees to meet the changing trends of the modern market.

And, finally, the actions of trade unions in the field of labor protection. Recently, trade unions have been paying great attention to this issue, as this problem is becoming more acute due to the large number of violations:

1) monitoring and control over compliance with the terms of contracts and agreements between employees and employers, and by both parties;

2) development of norms and rules that are mandatory for both employees and the employer, including special requirements for production and technology;

3) development of a system of punishments and liability for violations in the workplace, as well as for unacceptable working conditions;

4) creation of special commissions and trade union bodies for monitoring and labor protection at the enterprise;

5) development of new programs together with state bodies, in which the creation of acceptable working conditions will be emphasized to a greater extent.

Thus, regardless of direction, trade union action is all about creating and protecting decent working conditions.

In their work, they use various methods that constantly have to be improved and changed in accordance with the transformations of the market.

10. Causes of conflicts in a crisis enterprise

Conflicts are an integral part of the activity of any enterprise, not to mention the crisis.

If earlier this issue was given only superficial attention, now this problem is considered quite widely and is the subject of study for every manager. In order to be able to deal with conflicts and overcome them, it is necessary, first of all, to identify the causes of their occurrence.

They can be very different: psychological, related to the labor activity of people, etc.

1. Reasons that have a psychological basis.

These problems are usually associated with other causes and are a consequence of them:

1) an unfavorable atmosphere in the team caused by various factors: uncoordinated work, sharp differentiation of individual groups in the team, ethnic differences, etc.;

2) low level of communication of employees, i.e. lack of coordination of their actions with the interests of colleagues, violation of the personal space of another employee when performing work, neglect of the needs and desires of other employees;

3) personal conflicts of individual workers caused by negative relationships.

Psychological problems in a team are an inevitable phenomenon, since characters and emotions collide in the process of work. In addition, in a crisis enterprise, the emotional state of an employee is always stressful, so conflicts are common here.

2. Reasons related to labor activity.

Labor activity is a complex multifaceted process, including the interaction of people, the relationship of power and subordination, the clash of will and rules. Therefore, the labor process is a very deep system, which already from the very beginning carries the prerequisites for the emergence of a conflict. The labor process can be of a different nature, as a result of which conflicts also differ depending on the type of tasks performed. In stages, the following components of the labor process can be distinguished (naturally, it is considered here in a general form without separate intermediate stages):

1) development and establishment of the main goals of labor activity. In the labor process, this is the initial stage at which serious conflict situations can arise. The fact is that here the personal positions of the parties to a large extent clash, which, in setting goals, seek to take the most advantageous position;

2) the distribution of duties and powers between employees in the light of the tasks ahead;

3) distribution of resources and necessary funds. The problem of limited resources can be present in any organization. In order for the organization's activities to be carried out quickly and efficiently, management needs to make a decision on the distribution of all available resources (financial, material, personnel) between various departments and divisions.

This decision will inevitably lead to conflicts, since one of the groups will receive a smaller percentage of resources as a result;

4) interaction (communication) of employees in the course of performing activities;

5) interdependence of tasks. In the case when an individual or an entire group is dependent on another person or group for certain tasks, there is always a risk of conflict.

Some types of organizational structures seem to themselves contribute to the conflict that follows from the interdependence of tasks. For example, between line and staff personnel, the cause of the conflict will be precisely the interdependence of industrial relations.

In addition, there are certain types of organizational structures that increase the potential for conflict. We are talking about the matrix structure of the organization, where the principle of unity of command is deliberately violated.

At each stage, various kinds of conflicts arise.

In addition to common strategic goals, each employee and employee in the enterprise has its own. In such cases, these goals are not documented, employees simply pursue them in their daily activities. From a psychological point of view, it may not be obvious and not be realized by a person, however, all his actions will be imprinted and directed. If conditions arise in the labor process that impede the fulfillment of the goals of individual workers or entire groups, then a tense atmosphere arises, leading to conflict (for example, the labor process may prevent salary increases or career advancement).

Often a conflict arises because of the opposite direction of goals, i.e. their differences. Practically in any enterprise and in any organization there are specialized departments and divisions, whose activities are connected, for the most part, with the fulfillment of their specific private goals, which do not always coincide with the goals of other departments and divisions.

Often the manager himself has to intervene to ensure that the activities of all departments correspond to the chosen strategic program. In a crisis, the problem of different goals becomes even more acute, since most of the forces rush to fight the crisis, leaving the attention of employees.

Here, much depends on the competent actions of the leader.

In addition, there may be a conflict between individual employees and the team. For example, in some department, an employee begins to overfulfill the plan, while other employees do not want to act in a similar way. Here a conflict arises, which, as a rule, does not disappear completely, but acquires a latent character over time.

Considering the second stage of the labor process, the following causes of conflicts can be identified.

1. Incorrectly distributed load. It can arise due to deficiencies in the management system or due to the unstable situation of the enterprise, in which orders are given, as a rule, without special preparation and consideration.

2. The sequence of tasks. In this case, the work of one department directly depends on the work of another. If the employees of the department performing the initial work do not cope with the task, then, accordingly, the quality and efficiency of the activities of other departments decreases.

3. Incompetence of managers. Often, due to insufficient control over the progress of the task, certain problems arise, as a result of which time is lost, which is so limited in a crisis.

The resource allocation phase is also a good base for conflicts to arise. Naturally, each division needs the best materials and technologies to work effectively.

But during times of financial hardship, the flow of resources tends to slow down.

In addition, there is another problem: the transition of an enterprise to new equipment, for example, is a step-by-step process, it is difficult to implement it in all departments at once. This is another reason for the conflict.

The labor process largely depends on the quality of interaction of workers with each other.

Communication plays an important role not only in ordinary, but also in crisis situations.

4. Causes related to the personal characteristics of employees

In principle, there is a close connection with psychological causes, there are such important psychological categories as character, temperament, and the will of a person. Regardless of the presence in the department of business ethics and atmosphere, the personal qualities of employees are manifested in any situation. Often conflicts arise on the basis of gender and age factors. Therefore, most managers now pay close attention to the process of forming departments and selecting employees.

11. Anti-crisis conflict management

In conflict management, two main areas can be noted: conflict prevention and conflict resolution.

The prevention or prevention of conflicts consists in minimizing the conditions and factors of production and labor relations that could give rise to conflicts.

This direction consists in carrying out preventive and organizational measures aimed at improving working conditions, creating an optimal management structure, developing a system for stimulating and rewarding personnel, etc.

Overcoming conflict situations is to find out the causes of the conflict and their subsequent elimination. To do this, it is necessary to analyze the current situation. Analysis, like any process, consists of several stages: determining the subject of the conflict and its parties (participants), identifying the main issue or problem, determining the causes of the confrontation, choosing an alternative to resolve the problem.

There are various methods of overcoming a conflict situation.

1. Administrative methods. These are quite tough measures based on direct intervention in the course of the conflict.

They are often used in resolving conflicts between divisions and departments by their so-called "breeding" according to goals and means. This includes measures such as a court order.

2. Organizational methods. Used to make changes in the structure of the enterprise:

1) a clear formulation and distribution of tasks between employees;

2) establishment of official powers and consideration of intermediate structures;

3) the establishment of common goals and objectives, a unified program of activities of the enterprise as a whole and its employees separately.

3. Methods of interpersonal management.

There are several main types of such methods:

1) smoothing out the situation. In such a situation, the manager does not try to understand the situation in detail; the main thing for him is to improve relationships in the team. His actions are routine, as if there is no problem. But in most cases, this method does not bring positive results, since the causes of the conflict have not been eliminated, and it can “calm down” for a while or go from an obvious form to a hidden one, which is even more dangerous. This method should only be used if the disagreement that arises is minor;

2) avoiding the problem. The leader does not intervene in the conflict in any way, which further intensifies the situation, as the parties feel that they are being ignored. Usually the parties cannot achieve their goals in this conflict unless they take it to another level. However, in some situations, it is really better for the manager not to interfere in the relationships of employees if they are not acute and do not interfere with the implementation of activities;

3) confrontation - usually harsh measures and powers of authority are used here, which allow achieving the goal. The actions of opponents are not always fair and just. In general, this whole method is of an aggressive nature and, in the final analysis, always leads to the infringement of the interests of one of the parties. However, the repressed side is unlikely to be in a similar position for a long time, so conflicts will flare up constantly, and with increasing force.

4) compromise. This is a method in which the opinion of each party is taken into account, which allows the conflict to be resolved in a fairly quick time. However, there is another problem here - the quality of the solution. As a rule, there is no detailed consideration of the entire situation and possible alternatives for resolving the situation.

5) cooperation - according to most researchers, it is the most preferable, as there is a discussion of the position of each of the parties, the identification of differences and similarities and the adoption of the optimal solution.

In addition to the above methods, there are four structural conflict resolution methods and a range of conflict management methods:

1. Outreach activities. In order to effectively influence the situation, it is necessary to carry out information and explanatory work. They must include the following elements: the desired result that you want to achieve, the objects and subjects of the information system and its distribution, the system of powers and responsibilities, as well as clearly defined policies, procedures and rules.

2. Coordinating actions. Most often, a set of commands is used here. Speaking about management during the period of conflict, it is worth noting that its effectiveness is increased by means of integration, such as a managerial hierarchy, the use of services that communicate between functions, cross-functional groups, and target groups.

The rationality of the use of integration is also evidenced by studies in which data indicate a greater effectiveness of the activities of organizations that support integration.

3. Development of a reward system. Incentives (or rewards) can be used as a method of managing a conflict situation.

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

<< Back: Key factors of crisis management (Nature and classification of management risks. Anti-crisis risk management. Methods for assessing investment risk. Characteristics of the state of the investment process as a basis for making investment decisions in anti-crisis management. Sources of investment financing in conditions of limited financial resources. Methods for assessing investment projects and the attractiveness of enterprises. Investment process as factor of anti-crisis management. Innovative potential of enterprises, its role in anti-crisis management. Formation of innovative infrastructures as a condition for overcoming the crisis)

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