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Table of contents

1. 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)
2. 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)
3. 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)
4. 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)
5. 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)
6. 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. 1. Crises in macro- and microdevelopment trends

1. The concept of crisis in socio-economic development

In the works of economists, there is no single point of view on crises in the development of various systems. In Russia, the point of view dominated that crises are characteristic only of the capitalist mode of production and cannot arise under the socialist mode, which is characterized only by "difficulties in growth." Other economists believe that the concept of "crisis" is applicable only to the macroeconomic level, and less acute problems that are caused by an inefficient system of production and management are more suitable for the microlevel. These problems are allegedly not the result of a development crisis, they are not caused by objective trends. If we consider the development of the firm in this way, then there is no need to predict the possibility of a crisis. The concept of "crisis" is closely related to the concept of "risk", which in one way or another affects the process of anti-crisis management of any enterprise. Eliminate the probability of an unfavorable outcome from the risk, and the severity of the risk will disappear, not only crisis, but also quite ordinary mistakes will become unexpected.

The problem of crisis can be looked at from the position of the theory of cyclicality. For any socio-economic system, whether it be a social formation, a firm or an enterprise, two factors of its existence are characteristic: functioning and development.

Functioning is the maintenance of life, the preservation of functions that determine the qualitative certainty, integrity, essential characteristics.

Development is the acquisition of a new quality. Functioning and development are closely interconnected. The relationship between functioning and development is dialectical in nature, implying the certainty and regularity of the onset and completion of crises. Functioning hinders development and is its basis, development interrupts various processes of functioning, but forms the prerequisites for its implementation at a new qualitative level. And there is a cyclical development, which involves the periodic onset of crises. Crises are not necessarily destructive, they can have positive consequences, they can be caused by manageable and uncontrollable factors, the nature of the development of the socio-economic system. Crises can also arise in the functioning processes themselves. These are contradictions between the level of technology and the qualifications of personnel, between technologies and the conditions for their use (climate, premises, production process, compatibility, etc.). Thus, a crisis is the maximum aggravation of contradictions in an organization that threatens its stable life.

2. Causes and consequences of crises

The causes of the crisis can be divided into objective, related to the cyclical needs of restructuring, modernization, and subjective, due to management errors, natural (climate, subsoil, water environment, etc.). The causes of the crisis can be divided into external and internal. The former are associated with the action of macro- or foreign economic factors, the latter - with internal factors, with a risky marketing strategy, imperfect production and management, limited innovation and investment policies, and inefficient personnel management.

If we agree that a crisis can arise as a result of the action of the whole variety of external and internal factors, we can conclude that the danger of a crisis exists constantly, it must be foreseen and predicted.

To effectively manage a crisis, it is necessary to investigate not only its causes, but also its consequences. For example, as a result of a crisis, it is possible to update an organization or liquidate it, improve or aggravate the situation. The crisis can have both positive and extremely negative consequences. They can also develop according to the "domino principle". Crisis situations can be preserved for quite a long time (for example, political). The consequences of a crisis can come down to abrupt changes or a soft exit. And the post-crisis consequences in the company are long and short, reversible and irreversible, quantitative and qualitative.

The consequences of a crisis are determined not only by its nature and parameters, but also by the effectiveness of anti-crisis management. The latter depends on professionalism, the system of motivation, forecasting the causes and consequences, the art of management, and effective methodology.

3. Varieties of crises

If there is a classification and knowledge of the type of crisis, there are opportunities to reduce its impact, to ensure its painless course. According to the classification, there are general and local crises. General crises cover the entire socio-economic system, local - one or more subsystems.

On the issues of the crisis, macro- and microcrises should be indicated. The macrocrisis covers the entire national economic system. A microcrisis extends to a single problem or group of problems. But a crisis, being minimal, can, like the “domino” principle, involve the entire system or the entire development process in contradictions, since all elements are interconnected and interact in the system, problems are solved comprehensively. A crisis covers all elements when there is no management of crisis situations, no measures to localize and reduce its severity, or vice versa, when there is a deliberate motivation for the development of the crisis. Based on the structure of relations in the national economic system and on various development issues, the following types of economic, psychological, organizational, social, and technological crises have been established. Economic crises are caused by sharp contradictions in the economy of a country or an individual economic entity. These include crises in the production and sale of goods, relations between economic agents, crises of non-payments, competitive advantages, bankruptcy, etc. Among economic crises, there are financial crises in the state of the financial system and financial capabilities. Social crises arise when contradictions between different social groups develop. Often social crises are a continuation of economic crises, but sometimes they arise separately.

In the totality of social crises, a political crisis should be indicated - contradictions in the political structure of society, a crisis of power, a crisis of contradictions in the interests of various social groups, classes, in the management of society.

Organizational crises arise as a result of contradictions in the processes of separation and integration, distribution of functions, design of an organizational structure, as a separation of administrative units. An organizational crisis is manifested by an aggravation of contradictions in the process of organizing production and management, for example, in the form of excessive bureaucratization.

Psychological crises are crises of the psychological state of a person, such as stress, a sense of insecurity, job dissatisfaction, fear, legal security. A technological crisis is a crisis of new technological ideas in the face of a need for new technologies. According to the causes of occurrence, crises are divided into natural, environmental, social. The first are caused by human impact on the environment, earthquakes, hurricanes, fires, climate change, floods. At present, it has become especially important to forecast, as well as to recognize crises in the relationship between man and nature - environmental, arising from changes in natural conditions caused by human activities; depletion of resources, pollution of the environment, the emergence of dangerous technologies, neglect of the requirements of the laws of natural balance. Crises can also be predictable (regular) and given (random).

Predictable crises can be predicted and arise under the influence of objective development factors - the need to modernize production, business processes under the influence of macroeconomic factors. Unexpected crises arise as a result of errors in management, the action of natural forces, and the intensification of socio-economic processes. A type of predictable crisis is a cyclical crisis, which occurs periodically and has known phases of its onset and course; there are also obvious and latent (hidden) crises. The first ones occur noticeably and are easily recognized. The second ones are hidden, develop unnoticed and are extremely dangerous. Crises are also divided into mild and deep. Deep crises can destabilize parts or the entire socio-economic system. Light, mild crises occur more consistently and painlessly. The totality of possible crises is also divided into short-term and protracted. The time factor is extremely important in a crisis situation; the longer the crisis, the more painful it is. Prolonged ones are painful and difficult. They are usually associated with a lack of skills to manage critical situations, a lack of understanding of the essence and parameters of the crisis, its causes and possible consequences.

Rice. 1. Classification of crises

4. Signs of a crisis

The classification criteria of a crisis can also be assessed as its features, "prompting" or determining the assessment of the situation, the development and selection of successful management decisions. The danger of a crisis always exists, so it is important to see the prerequisites for the emergence of crises and determine the harmful consequences of crises.

the socio-economic system is a self-regulating system, i.e., mechanisms for restoring equilibrium operate in its existence.

And the management system exists in order to ensure less painful and more consistent development of the socio-economic system. Overcoming crises is a manageable process.

The success of management depends on the timely recognition of the symptoms of a crisis. The signs of a crisis are differentiated primarily by typological affiliation: scale, severity, problems, causes, area of ​​development, phase of manifestation, possible consequences.

In recognizing a crisis, assessing the interconnection of problems is of great importance. Also in the management of the socio-economic system, the so-called monitoring of anti-crisis development should function. But such a prediction requires a clear set of signs and indicators of crisis development, a methodology for their calculation and use in analysis. Prediction of crises is possible by analyzing the factors and process of crisis development. To recognize crises, it is necessary to use the entire system of indicators for assessing the state of the socio-economic system. Therefore, it is necessary to develop new, synthetic indicators in order to more accurately and timely determine the likelihood and moment of crisis situations.

Of great importance is not only the system of indicators reflecting the main signs of the crisis, but also the methodology of their practical use. The organization of this work is closely related to the crisis recognition methodology, which implies the presence of specialists, the functions of their activities, interaction in the management system, the status of recommendations or decisions. Crisis diagnosis and forecasting should be put on a professional basis. The way out of the crisis depends on the methods of analyzing significant contradictions and the availability of specialists in the field of anti-crisis management. The existence of the socio-economic system is based on the activity of people. Despite the "human nature" of crises, development is not possible without them. Often the human factor is the prerequisite and source of the crisis. Contradictions of interests and the objective unevenness of their changes affect the inevitability of crises and their positive significance. In the process of system development, the role of a person in its stable development increases, which means not the elimination of the crisis, but the foresight and confident and timely, and if possible, its painless resolution. Thus, anti-crisis development is not a crisis-free process, but overcoming crises as a source of development that is effective for human interests.

5. The essence and patterns of economic crises

The root cause, i.e. the possibility of economic crises, is the gap between production and consumption. Within a subsistence economy, there was a direct connection between production and management. The preconditions for economic crises arose and increased with the development of commodity-money relations. The division of labor, the development of specialization and cooperation increased the gap between production and consumption. But with simple commodity production, the likelihood of crises could not turn into a necessity. Goods were then sold mainly in local markets; difficulties with their sale were local in nature and could not cause disruptions in the sales process throughout society. With the development of commodity production and monetary and market relations, the gap between production and consumption increased. In conditions of free competition, economic crises have become an objective pattern. In pre-capitalist modes of production there was underproduction of material goods. Overproduction arose for the first time under capitalism. The essence of the economic crisis is manifested in the excessive production of goods compared to aggregate demand, in the disruption of the process of reproduction of social capital, in the mass bankruptcies of firms.

The theory of economic cycles reflects the laws of reproduction, which is impossible without periodic downturns and upswings in production. K. Marx made a significant contribution to the analysis of this issue. He identified the prerequisites for these contradictions and proved their inevitability in conditions of anarchy of production. Non-Marxist schools initially denied the inevitability of economic cycles and argued for the presence of self-regulating mechanisms in the model of a free market economy. Subsequently, economists abandoned extreme views on economic cycles in reproduction processes.

The first periodical crisis occurred in England in 1825, where by that time capitalism had become the dominant system. The next crisis in 1836 engulfed Great Britain and the USA. The crisis of 1847 covered almost all the countries of Europe. The first world economic crisis dates back to 1857 and is characterized by the deepest destructive effect on the economy. Crisis of 1873-1878 came in many European countries and the United States and exceeded the previously existing ones in duration. World economic crises occurred in 1900-1903, 1907, 1920, but the world crisis of 1929-1933 became the heaviest and deepest, resulting in countless bankruptcies.

After this crisis, the depression was prolonged. In 1937 a new crisis set in, not as severe as the previous one, but developing very painfully. Gross industrial output in the capitalist world fell by 11%, and in the USA - by 21%, the production of cars decreased by 40%. The development and aggravation of this crisis was interrupted by the Second World War of 1939-1945.

After the Second World War in 1948-1949. a local economic crisis broke out that affected Canada and the United States. The next economic crises in the capitalist countries took place in 1953 and 1954, 1957 and 1958. The deepest post-war period was the economic crisis of 1973-1975, which affected all capitalist countries and was characterized by a sharp rise in inflation. Its distinctive feature is its combination with serious structural crises in all sectors of production and in the financial system.

6. Causes of economic crises

There is no single point of view regarding the causes of economic crises. They, as a rule, differ depending on the period of their occurrence and the country of deployment of crisis processes. For example, one of the most common causes of economic crises is scientific and technological progress. The active part of fixed capital became obsolete within 10-12 years. This required its renewal, which served as a prerequisite for economic growth. Subsequent reductions in cycles (from 10-11 years in the 7th century to 8-4 years in the pre-war years and 5-XNUMX years in the post-war years of the XNUMXth century) are associated with a decrease in the terms for the renewal of fixed capital under the influence of scientific and technological progress in the modern world.

K. Marx believed that the reasons for the cyclical nature of capitalist reproduction are in the very nature of capitalism, directly in the contradictions between the owners of the means of production and employees.

Representatives of the neoclassical school see various prerequisites for crises in the economy, not connecting them with contradictions between the owners of the means of production and wage workers.

The consistent representative of the theory of underconsumption was Joan Robinson, the leader of the left Keynesianism. The cure for crises was to stimulate consumption.

Closer to the position of K. Marx are economists who believe that the cause of crises is the lack of correct proportions between industries and economic entities.

The theory of disequilibrium is combined with the theory of crises as a product of external conditions - political, demographic, natural. F. von Hayek believed that crises of overproduction arise due to excess funding from the state.

According to the psychological theory of the crisis by I. Schumpeter, at each phase of the economic cycle, the population forms its own attitude towards investments.

To date, economic science has developed a number of concepts of economic cycles. P. Samuelson, for example, notes the following: monetary theory, which singles out the expansion of bank credit as the cause of the cycle; the theory of innovation, which explains the cycle by using important innovations in production (J. A. Schumpeter, H. Hansen); a psychological theory that interprets the phases of cycles as a consequence of pessimistic and optimistic moods in people (A. S. Pigou); the theory of underconsumption, according to which cycles occur when the share of income going to savings is too large compared to consumption (D. A. Hobson, R. Foster, etc.); the theory of excessive investment, whose supporters believe that the source of a recession can be more excessive than a small investment of funds (F. Hayek, L. Mises, etc.); the theory of sunspots - weather, harvest (W. S. Jevons).

Noteworthy is the point of view of a number of domestic economists who distinguish three stages in changing views on economic cycles.

The first stage covers the period from the beginning of the XVIII century. until the mid 1930s. XX. At that time, concepts dominated, stating that crises in the economy either do not arise at all in market conditions (J.S. Mill, J.B. Say, D. Ricardo), or they arise by chance and the market economy is able to overcome them independently (J.S. Sismondi, R. Rodbertus, K. Kautsky).

The second stage covers the period from the mid-1930s to the mid-1960s. The selection of this period is connected with the studies of J. M. Keynes and his conclusion that the capitalist market contains various types of monopolies and may include varying degrees of state influence.

As a means of the most painless way out of the crisis, John. M. Keynes proposed to ensure mandatory state regulation of the economy.

The third stage continues from the mid-1960s to the present.

Features of this period.

1. Much attention is paid to the distinction between exogenous (internal) and endogenous (external) reasons for the cyclical nature of a market economy, and it is endogenous factors that have been given priority attention.

2. The position of a number of academic economists has been determined, according to which the state in developed countries does not always strive for anti-crisis regulation, smoothing out cyclical fluctuations and stabilizing economic equilibrium, but provokes and supports cyclicality.

7. Cycle phases and types of economic crises

The classical cycle of social reproduction consists of four phases. The first phase is a crisis (recession). There is a reduction in the volume of production and business activity, overstocking, falling prices, the number of bankruptcies is sharply increasing, and unemployment is growing. At the same time, in sectors that produce everyday items, production is reduced on a relatively smaller scale, while at the same time, consumers can completely refuse to buy equipment, household appliances, and luxury goods. Correspondingly, the decline in production in metallurgy, heavy engineering, etc., is, as a rule, much greater than in the light and food industries. Also, if in highly monopolized industries during a crisis prices are kept at the same level with a significant decrease in supply, then in industries with intense competition there is a sharp decline in prices with a slight contraction of commodity supply, i.e. monopolies with much lower costs can survive the crisis.

The second is depression (stagnation). It is a phase lasting from 6 months to three years of adaptation of an economic entity to new conditions, the phase of the system moving towards a new equilibrium. The owner's confidence is slowly recovering, he does not risk large sums, prices and business conditions are stabilizing.

The third is revitalization, restoration. Investments, prices, output volumes, interest rates are growing, unemployment is decreasing. Revival begins with industries producing machine tools and equipment. New businesses are being created. Then a new, higher than before, rise begins.

Fourth - rise (boom). This is a phase characterized by the intensification of innovation activity, the emergence of new products and companies, a sharp increase in investment, stock prices, interest rates, prices and wages, as well as overstocking of warehouses with finished products. The recovery is already forming the basis for a new recurring crisis.

The initial "push" (cause) of the crisis is the contraction of aggregate consumption, and then begins stagnation, rising unemployment, lower incomes, reduced spending and demand.

Taking into account the variety of reasons (pathogens) for the emergence of development cycles, economists propose the following types of cycles: Kondratieff cycles, long-wave cycles, lasting 40-60 years: their main prerequisite is scientific and technological progress and innovation activity. Kuznets cycles: their duration is limited to approximately 20 years, and the determining factors are changes in the sectoral structure and the structure of reproduction. Jagler cycles with a periodicity of 7-11 years, which are the result of the interaction of diverse monetary factors. Kitchin cycles lasting 3-5 years are generated by the dynamics of inventories at enterprises. Private business cycles, covering a period of one to 12 years and existing in connection with fluctuations in investment activity.

After Keynes, Western economic thought agreed with the conclusions about the cyclicity of socio-economic development and continued to study the structures and causes of cycles, strenuously looking for ways and means to level the negative consequences of the influence of recession phases on the development of the socio-economic system.

So, firstly, cyclicality is a multidimensional phenomenon that is global in nature. Moreover, in specific manifestations, cyclicality was also present in the conditions of a directive-planned economy. Secondly, cyclicity as a whole can also be considered as a peculiar form of ensuring the progressive development of the economy in the conditions of market relations. Thirdly, the development of the socio-economic system does not occur in a circle, but in a spiral, cyclicality is recognized as a form of progressive development of society. Fourthly, it is necessary to deepen objective knowledge about cycles, their causes and find effective means to mitigate their negative consequences. However, there is another point of view: cycles and crises are the result of the peculiarities of the internal development of each country.

Cycles are regular, or periodic, repeated with a certain pattern, and irregular. Regular crises of overproduction give rise to a new cycle. Irregular economic crises include intermediate, partial, sectoral and structural ones. The intermediate crisis does not start a new cycle, but suspends the stages of recovery or growth. It is weaker than the periodic one and, as a rule, has a local character.

A partial crisis differs from an intermediate crisis in that it does not cover the entire economy, but some sphere of social reproduction. The industry crisis is affecting one of the sectors of the national economy. A structural crisis is a violation of the law of proportional development of the system.

It is caused by serious disproportions between sectors, on the one hand, and the output of the most important types of products in physical terms, necessary for balanced development, on the other.

8. Crises of public administration: causes, consequences, overcoming

State power, being in its essence social, public, public, has gone through a complex path of development together with society, taking various forms. The institution of power as a concept means education:

1) not naturally occurring, but specially created by people;

2) due to the emergence of any general, public needs, interests and for their satisfaction;

3) on the basis of official political (public) legal decisions, regulations;

4) having the ability to exert power and control influence on society, individual social groups, relationships and processes.

A public administration body is a structure established in the established (official, legal) order, performing on behalf of the state any of its functions in accordance with its purpose, possessing organizational unity, its own competence (the range of issues that are within its jurisdiction), powers (the totality of rights and obligations) that he must implement and beyond which he must not go in his activities. A government body can be an official or a specialized structure authorized by the state to implement power and management functions.

Bodies of state administration are a set of all subjects of state-administrative activity, including subjects of state power. They are created as a working mechanism of the representative, executive and judicial authorities, that is, the state apparatus, ensuring their better organization and functioning. It is important to emphasize that state power and state authorities are not the same thing. The mechanism for revealing the will of the majority is referendums on the most important state problems, democratic elections.

The resources of state power can also be financial, economic, natural, demographic, social, informational, ideological, power. In the arsenal of the most important resources of state power is the right, which makes it possible to control influence, knowledge and competence, which determine the ability of persons vested with authority to make decisions. Resources make it possible to encourage and punish, stimulate and coerce, convince and use all methods, all means for dominating. Thus, state power and management as a way of its implementation is:

1) the right and duty of state bodies to influence the totality of socio-economic relations in the country;

2) the system of public authorities;

3) the activities of persons vested with appropriate powers of authority.

A crisis of public administration is a special form of the political system of society, government bodies, accompanied by instability, a decrease in the level of controllability of socio-economic processes, imbalance of political institutions, aggravation of political conflicts, and growing contradictions in society.

The essential features of the crisis of public administration are the following: aggravation of economic and social conflicts; the inability of state power to manage growing conflicts, regulate socio-economic processes and relations using the same traditional methods. The governance crisis is developing in stages.

The first, initial stage is characterized by numerous conflicts in society. The second stage is the development of conflict situations in society to such an extent when they can no longer be resolved through compromises and reflect a functional breakdown of the mechanisms of government, public institutions, and the inconsistency of structures, forms and methods of management with changed socio-economic conditions. The third stage is the development and aggravation of the crisis, including the collapse of existing political structures and leading to dispersion, depreciation of state power, and the loss by authorities of their essential quality - to exert a controlling influence on social processes. During the transitional period of social development, the main conflict dominant is a comprehensive socio-political conflict that permeates all the most important spheres of public life.

The essence of the transition period is that two processes are taking place on a collision course - the dismantling of traditional state institutions, habits and stereotypes in the implementation of power functions, on the one hand, and the build-up of completely new, non-traditional institutional structures, as well as rules and norms of political behavior, on the other. . The transitional period also means a global turn, when carriers of different, sometimes opposing interests and values ​​coexist simultaneously in the economic and political space. This is what is found in conflicts. The specificity of the socio-political conflicts of the transition period lies in the fact that if in conditions of social stability they are predominantly horizontal in nature (struggle within the framework of the regime), then in the transition period they are vertical - the struggle against the regime, for the establishment of a new one.

During the transition period, the role of consciousness, superstructural mechanisms, and political and ideological factors increases significantly and often becomes decisive. The breaking down of old attitudes and the establishment of new ones in the public consciousness is accompanied by a stage of polarized culture, when extremely radical movements dominate over centrist-moderate ones.

In general, public administration conflict, or political conflict, is always a confrontation over the organization, exercise or redistribution of power. Resolving and eliminating these conflicts, finding compromise and agreement in that particular situation is the most important imperative, the “urgent need” of state power. Tension arises due to the inability to control and regulate this process in a timely manner. The sequence of tactical actions to manage conflict may look like this: institutionalization - establishing norms and rules for conflict resolution; legitimization - making the institutional procedure strictly dependent on the voluntary responsibility of the majority of participants in the conflict to comply with the proposed norms and rules; structuring of opposing groups; reduction of the conflict, i.e. its gradual weakening due to transfer to another level.

Of course, the government is not obligated to intervene every time in any form of conflict.

There are other institutions that contribute to the resolution of conflicts "bypassing" the state. The intervention of state-administrative bodies is necessary if conflicts threaten the interests of individuals who are not participants in them, if there is a threat to the legal order if the subjects of the conflict commit acts of illegal violence, if there is a threat to national security.

A system-wide crisis means that the most important components of society have come to such mutual inconsistency that the imbalance of the system cannot be eliminated without a radical change in the existing socio-economic system.

The constituent elements of a political crisis at the stage of a vertical split in society: constitutional and legal crisis - a rupture in the legal space, limitation or actual termination of the Constitution; government crisis - loss of respectability and authority, decreased controllability of the state system and a decrease in state administrative control influence; crisis of the party system; ideological crisis; foreign policy crisis.

The regulation of conflicts by state authorities and administration is facilitated by the legal support of their activities, the establishment of a democratic procedure for lawmaking, the action of all state bodies within and on the basis of the law, compliance with legal procedures for resolving disputes - everything that constitutes the fundamental basis and vector of movement of the socio-political system to the legal one. state, civilized rule of law.

Another no less important means of preventing crisis situations is streamlining the legal status of state bodies, political parties, public organizations and movements, and local self-government.

The specificity of crises in Russia is manifested in the fact that public administration crises usually arise when the credit of trust of lower authorities is exhausted by higher ones and have a pronounced emotional (irrational) character.

An indirect confirmation of this is the active use, and often the predominance of moral vocabulary ("who has deceived trust", "lost conscience", etc.).

For a vertical (paternalistic) society, conflicts often develop in the plane: the center - the region, the director - the worker, the administration - local residents with a serious blocking of feedback and ways to find consensus. The result is a vicious circle: a real decrease in social tension in a particular city, at an enterprise through the use of confrontational rituals for resolving conflicts, provokes an increase in tension in society as a whole.

Another major source of conflict between state power and the population is the alienation on the basis of the diverging interests of citizens and officials (political and state-administrative officials), who, in the opinion of the majority of the population, are guided by the interests not only (and not so much) of ordinary citizens, but of departmental ones. corporate and private.

State researchers single out not only sources, but also direct factors, causes that deepen citizens' distrust of the authorities. The first group of reasons can be conditionally called technological, when state authorities, due to certain circumstances (lack of appropriate structures and specialists), do not take or cannot explain to citizens the goals and methods of a particular policy, argue (justify) the nature and content of their activities in conditions in which they are forced to work and make decisions.

The second group of reasons is cultural and historical in nature, in particular the prolongation of the negative attitude of citizens towards the political-bureaucratic nomenklatura, which has appropriated everything and everyone and retained all the institutions of the Russian Federation state.

The third group of reasons is organizational in nature, associated with the inability of the state apparatus due to its low competence, lack of professionalism and other, deeper reasons to organize the practical implementation of government decisions. In this group of reasons, the style and methods of work of civil service bodies are of particular importance.

The fourth group of reasons is of a political and ideological nature. The creation of programs for real economic recovery and social activity in other areas that unite disparate social forces to achieve universally significant and long-term goals helps to overcome the alienation of society and government.

Reform - this is a profound transformation of political, economic and social relations carried out by government authorities in order to qualitatively update the public administration system. Reforms are carried out as an evolutionary development of society, based on traditions, established state and social foundations, these are transformations of a progressive-conservative nature, when part of the “past” is preserved not for the sake of the past, but for the sake of the future. If reforms, in their methods and means, lead to an interruption of evolutionary development, a break in traditions, such accelerated modernization can be defined as a “revolution from above.”

The failure of socio-economic reforms, the inability of the state power system to organize itself and fulfill public functions lead to the critical point from which the structural and functional crisis develops into a dysfunctional, system-wide crisis. This is a dangerous type of crisis, which can only be avoided under the conditions of crisis management.

9. Crises in the development of the organization

In modern literature on management, the concept of "organization" is considered as some relatively separate structural unit in the general system of social division of labor. The criterion for such isolation is economic independence, organizational integrity (the existence of an internal and external environment), the presence of specialized information structures. An organization can be understood as a separate firm, enterprise, office, joint-stock company, bank, insurance company, tourism company, etc., as well as structural units of the public administration system.

The possibility of a crisis is determined by risky development, which manifests itself in the likelihood of a crisis, the danger of crisis situations. Each organization has its own competitive advantages, its ability to implement it is subject to the laws of the cyclical development of the entire socio-economic system. It can be factors external and internal, general and specific.

External factors characterize the economic environment that affects the organization, on which it cannot but depend. The systemic crisis of the country's economic system cannot but affect the economy of an individual company. The degree of influence of the crisis of the national economic system on the company depends on the field of activity, form of ownership, size, activities, as well as on internal factors, such as the professionalism of management, personnel, social atmosphere, economic potential, etc. An organization can successfully counteract crisis phenomena or do not use the methodology of anti-crisis management.

Each organization has its own combination of causes and conditions for the development of the crisis.

Factors of occurrence of crises in the organization can be different.

But it is very important to see the symptoms of crisis development and timely apply the methods of anti-crisis management. It is necessary to distinguish between the factors, symptoms and causes of the crisis. Symptoms are manifested in the criteria and in the dynamics of indicators that reflect the functioning and development of the organization.

The problem of the emergence of crises in an organization can also be approached from a systemological standpoint. The system in the course of its life activity can be either in a stable or in an unstable state. Distinguish between static and dynamic stability. The stability of the system is influenced by external and internal factors. If stability is mainly dictated by external factors, then it is customary to call it external, if internal factors - then internal.

The analysis of transition periods shows that in the most general form, depending on the degree of changes occurring in a given time interval, all transition periods can be classified into three levels.

The first level, hereinafter referred to as homeostatic, is associated with such changes that affect only the behavior of the system, but do not change its structure and elemental composition.

The second level, hereinafter referred to as the innovative one, is associated with such changes that affect the structure and elemental composition of the system.

The third level, hereinafter referred to as the bifurcation level, is associated with such changes that significantly affect the structure and elemental composition of the system. Naturally, the proposed objective processes can be superimposed by subjective factors that are associated with states that differ from those accepted.

As a result of the vital activity of systems, there is a change in the tendencies of their existence. Periods of change in the trends in the life of systems as a result of the exhaustion of the internal capabilities of the system (potential of the system) or under the influence of external factors are transitional periods or, according to the accepted classification, in some cases, crises.

In management, knowledge about the crisis, its possible manifestations in the life of the system is the basis for the development of an effective program of anti-crisis measures.

One of the most rational is to identify a five-stage development cycle.

The first stage is called the explerent stage. It characterizes the origin of the company in a market economic environment, the formation of its initial structure. This is the stage of hidden (latent) development of future integrity.

Signs of complete external differentiation and internal integration of the firm have not yet taken shape, but some of its features, premises, and potential characteristics have already appeared.

Such organizations (firms) are called explerent. The company continues to grow and expand and enters a new stage - the patient one. In connection with growth trends, it is necessary to restructure, separate areas of management activities, and increase performance. This is the stage of conquering any segment of the market, strengthening one's market positions, developing a competitive strategy, and increasing the role of marketing in the management of the company. At this stage, too, there is a danger of a crisis.

But it is imperceptible, since internal development is characterized by stable trends. The third stage in the development of an organization is violet. The company is gaining a stable position in the market.

The organization can compete successfully.

Violenti - these are firms with an active marketing strategy, mass production of products in demand, large innovative enterprises.

There are three types of such organizations: national violet, international violet, destructured violet. National violets almost always organize venture capital organizations, including executing organizations related to innovation, with modern organizational structures.

In the process of development, companies often lose their former dynamism, gaining stable stability instead (their position is called the position of the "powerful elephant"). Stability is achieved by large size, the presence of a wide international network of branches, diversification. In a fiercely competitive environment, it is difficult to maintain leadership in innovation, but extensive market penetration allows for a more stable position in the competition. At the same time, such a situation is also possible.

A firm that has fallen into a period of crisis development often loses its independence or slowly moves to secondary roles in economic development, turning into a destructured violet. The fourth stage is called commutative. It represents the state of the firm in a period of decline, when development comes to a standstill.

The structure is simplified, and competitors who have grown and strengthened are being squeezed out of the market space and become more efficient. This is how commuting firms appear - small and medium-sized enterprises oriented mainly to regional markets, using the achievements of firmviolents. The fifth stage is called lethal.

It is characterized by the destructuring of the firm, the cessation of its existence in its former form. At this stage, there are firms - flyers. These are disintegrating firms or firms diversifying with a complete change in the profile of activity.

Such profound changes, of course, can give rise to a whole range of complications of a very different nature, including market positions.

In the practice of anti-crisis management, it is very important to be able to diagnose the onset of a crisis, to separate changes in the transition period from changes in the normal functioning of the company.

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.

Lecture No. 3. Bankruptcy of enterprises

1. Signs and procedure for establishing the bankruptcy of an enterprise

In modern conditions, such a concept as "bankruptcy of enterprises" is quite common. This is due to the active reform activities of the state in the economy, a high degree of competition and increased market concentration. Therefore, it is very important to know what bankruptcy is and what are its main features.

If we consider the Federal Law on Insolvency (Bankruptcy), this concept can be characterized as follows: “...insolvency (bankruptcy) is the inability of the debtor, declared independently or recognized by the arbitration court, to satisfy the claims of creditors related to monetary obligations, as well as the inability make obligatory payments." If we talk about the bankruptcy of a legal entity, then we can talk about its existence if this legal entity is unable to fulfill its monetary obligations and pay mandatory payments, provided that three months have passed from the date of execution of these obligations and payments. In such a situation, the current financial activities of the debtor enterprise are terminated, which can appeal to the arbitration court.

In fact, an enterprise can be considered bankrupt only after the establishment of the fact of its financial insolvency by the arbitration court. In addition, the enterprise itself can declare its bankruptcy in an official way or liquidation taking place in the process of bankruptcy proceedings. The purpose of such proceedings is to satisfy the claims of the enterprise's creditors and to declare the enterprise free from any debt.

It should be noted that not every legal entity can be considered bankrupt. First of all, this should include those persons who, according to Art. 50 paragraph 2 of the Civil Code are commercial organizations. These are various cooperatives, state and municipal enterprises, foundations, etc.

Another fact is also important. As can be seen from the definition of bankruptcy, one of the main signs of the insolvency of an enterprise is its inability to meet the requirements of creditors. Therefore, in case of non-payment of penalties, fines, forfeits, the company cannot be considered bankrupt.

In order to establish signs of bankruptcy, the amount of debt for goods, work performed and services provided, the amount of loans, taking into account interest rates payable by the debtor, the amount of mandatory payments, excluding fines and other financial sanctions established by law, are considered.

Insolvency (bankruptcy), depending on the conditions, may be:

1) unforeseen - such bankruptcy occurs as a result of an acute crisis situation at the enterprise caused by various circumstances: natural disasters, political instability in the country, bankruptcy of debtors, deterioration in the general economic situation, etc. In such cases, the state, as a rule, should come to the rescue an enterprise to overcome the crisis;

2) false - it can also be called "caused". Debtors resort to concealing their own property and funds in order to avoid paying debts to creditors. Such actions provide for criminal liability;

3) careless - occurs as a result of inefficient and irrational activities, as well as the implementation of various risky operations. The most common type of bankruptcy. Its peculiarity is that it does not occur immediately, but gradually, i.e., there is an opportunity for its foresight and forecasting. To do this, it is necessary to regularly analyze the state of the enterprise, primarily financial.

Speaking about the procedure for establishing bankruptcy, it is important to emphasize the following. The very declaration of a legal entity insolvent is a simple procedure that usually occurs after the trial. However, it is preceded by a rather complicated work, which has its own mandatory conditions: it is the obligatory presence of at least two parties to the process (debtor and creditor), the existence of the very fact of bankruptcy (insolvency) and the recognition by the arbitration court or creditors of the enterprise as bankrupt.

The aforementioned law contains the norms of substantive and procedural law for individuals and legal entities. It includes the grounds for declaring the debtor's enterprise bankrupt, the procedure for taking measures to prevent bankruptcy, relations between debtors and creditors, etc.

This law does not provide for the mandatory liquidation of an enterprise after the establishment of the fact of bankruptcy. In the event that there are opportunities to restore the normal functioning of the enterprise (in order to prevent its liquidation), special reorganization procedures are carried out, which will be discussed below.

2. The role and activities of the arbitration court

Cases of insolvency (bankruptcy) of an enterprise are considered by an arbitration court at the place of actual location of the debtor enterprise, noted in the constituent documents.

Consideration of cases is carried out by the arbitration court in the manner prescribed by this current law. If there are issues that are not regulated by this law, then they are resolved in accordance with the Arbitration Procedure Code of the Russian Federation.

An appeal to an arbitration court is possible if the requirements against the debtor in general amount to at least 500 minimum wages. You can talk about the amount of creditors' claims if the debtor enterprise itself applies to the arbitration court, since only it has all the information about all contacts with creditors and about the amount of debt in the aggregate.

In fact, a fairly large number of persons are involved in bankruptcy:

1) the debtor;

2) an arbitration manager - he is appointed by the arbitration court for the purpose of conducting bankruptcy procedures;

3) creditors;

4) members of the council of creditors with the right to vote;

5) authorized persons for requirements for obligatory payments;

6) prosecutor;

7) state bodies;

8) other persons provided for in the Federal Law.

So, the initiation of bankruptcy proceedings in the arbitration court occurs on the basis of an application (debtor, creditor). The law prescribes the procedure for filing these applications. The debtor's application is submitted on the basis of the decision of the owner of the enterprise, authorized bodies or governing bodies of the enterprise, which are entitled to make such a decision due to the constituent documents.

The application must contain all the necessary data provided for by the Code of the Russian Federation, and, in addition, the amount of claims that the enterprise is unable to satisfy, data on the form and subject of ownership, etc. A copy of the application is sent to creditors. The application of the debtor shall also be accompanied by a list of his creditors and debtors with the interpretation of their receivables and payables, a balance sheet or other accounting documents.

If within 15 days after the application is submitted, it is not submitted, its preparation is carried out by appointing an independent expert (audit) by the arbitration court, who will conduct it at the expense of the debtor enterprise.

Alternative - in the absence of any necessary documents in the application, the arbitration court may refuse to accept the claim and return it. At the same time, an important fact is that the application submitted by the debtor cannot be withdrawn.

In general, the return of a statement of claim can occur in several cases:

1) in case of non-compliance with the forms and content of the statement of claim;

2) in the absence of a signature in the application or the presence of a signature carried out by a person who does not have the authority to do so;

3) if the case under consideration is beyond the jurisdiction of the arbitration court;

4) in case of failure to provide creditors and other persons, in addition to the enterprise itself participating in the case, with copies of the statement of claim;

5) upon failure to provide documents proving the fact of payment of the state fee in the prescribed manner and amount.

The Law also establishes the procedure for filing an application by a creditor. If the debtor fails to fulfill obligations for goods and services (except for refusal to pay on the grounds provided for by law or the contract), then after three months from the date of the fulfillment of the deadlines for the said obligations, the creditor has the right to notify the debtor. The notice must include requirements for the debtor to fulfill its obligations within a week. If this does not happen, then the creditor warns the debtor that he will apply to the arbitration court with an application to initiate a case on the insolvency (bankruptcy) of the enterprise.

The application of the creditor must contain documents confirming the claims against the debtor that are not satisfied within the period established by the Law. In addition, there must be a notice of delivery of the notice to the debtor and confirmation of sending him a copy of the application.

Thus, based on the application of the debtor or creditor, the judge of the arbitration court opens proceedings on the insolvency (bankruptcy) of the enterprise. Based on this, he issues a ruling sent to the debtor or creditor. The following persons participate in the arbitration court session: the debtor or his representative, the owner of the debtor enterprise, the body empowered to manage state or municipal property, the financial body authorized at the place of registration of the debtor, the bank (banks) providing (carrying out) settlement and credit services debtor, creditors, about which the arbitration court was notified. In addition, a representative from the personnel of the debtor enterprise may be present, which is determined on an elective basis at a general meeting (conference) of the labor collective.

The decisions of the arbitral tribunal depend on the specific circumstances and may be as follows:

1) decision to reject the application. It is accepted in the event that during the trial the actual solvency of the debtor is clarified, as a result of which the claims of creditors can be satisfied.

If signs of bankruptcy are revealed, but there are opportunities to restore the debtor's solvency through reorganization procedures for the purpose of further conducting its activities, then the insolvency (bankruptcy) proceedings are suspended and an external administration of the debtor's property is appointed. Also a very common method is to carry out sanitation. An application for carrying out reorganization procedures may be submitted by the debtor himself, the owner of the property of the debtor enterprise or creditors;

2) the arbitration court does not have the right to refuse to conduct reorganization procedures if there are all grounds for this, and also cannot propose them on its own initiative;

3) a decision to declare the debtor enterprise bankrupt with the opening of bankruptcy proceedings and its forced liquidation. This occurs in the event of the actual presence of signs of bankruptcy and the lack of opportunities for the further activities of the enterprise.

An enterprise can be declared bankrupt even after reorganization procedures. This decision is made by the arbitration court on the basis of their further irrationality and futility. In such cases, the proceedings on the bankruptcy (insolvency) of the enterprise are resumed and a decision is made to declare it bankrupt.

Decisions of the arbitral tribunal may be appealed in court to higher authorities.

3. Types and procedure for the implementation of reorganization procedures

External management of the debtor's property is carried out with the help of an arbitration manager. Its powers include measures to restore the solvency of the debtor enterprise and further carry out its activities. The manager does not carry out all these activities independently, but according to a plan adopted by the meeting of creditors. External management can last no more than 12 months and after this period it can be extended for no more than 6 months.

According to the Federal Law, the head of the debtor enterprise is removed from office from the moment the external arbitration manager is appointed and is obliged to transfer management of affairs to him. For the period of external management of the enterprise, there is a moratorium on satisfaction of creditors' claims against the debtor. The arbitration manager receives a kind of remuneration, which is determined by the creditors and is considered by the arbitration court.

Creditors form a meeting of creditors, through which a plan for the external management of the debtor's property is established, changes and amendments are made to this plan. The meeting of creditors has the right to require the arbitration manager to provide the necessary information for drawing up the plan. A representative of the debtor enterprise (usually a representative of the labor collective) also participates in the meeting of creditors.

External administration lasts for certain periods, as mentioned above, and ends either with the termination of the insolvency (bankruptcy) proceedings of the debtor enterprise, if the goal of external administration is successfully achieved, or with a decision to declare the debtor insolvent (bankrupt) and start bankruptcy proceedings.

There is also such a type of reorganization procedures as pre-trial reorganization. Its essence is to provide the debtor enterprise with financial assistance in the amount that will be necessary to repay monetary obligations and payments, and restore the solvency of the enterprise. The law provides for the possibility of carrying out pre-trial rehabilitation at the expense of the federal, local budgets or state extra-budgetary funds. In order for this provision to be implemented, two conditions must be present:

1) provision of expenses for these purposes in the relevant budgets;

2) the conditions for the rehabilitation should be considered in the Federal Law on the Federal Budget.

The rehabilitation procedure is carried out in the following cases.

1. The enterprise is in a crisis situation and, in an attempt to overcome it, seeks help from outside, this happens before the initiation of insolvency (bankruptcy) proceedings by creditors.

2. When the enterprise independently applies to the arbitration court with the simultaneous proposal of the conditions for its rehabilitation.

3. When an arbitration court makes a decision to carry out sanitation on the basis of the requirements of creditors and the need to satisfy them, as well as to fulfill the obligations of the debtor enterprise to the state budget.

Basically, two types of rehabilitation are distinguished, which depend on the specific conditions of the crisis situation at the enterprise, the degree of external assistance.

1) reorganization, in order to reorganize the debt without changing the status of the legal entity of the debtor enterprise. Typically, such reorganization is used to eliminate the insolvency of the debtor enterprise in the event that the crisis is considered as a temporary phenomenon in the activities of the enterprise. The following measures may be taken:

a) transfer of debt to another legal entity. It can be any enterprise that is engaged in business and wishes to take part in the rehabilitation of the debtor enterprise;

b) debt repayment at the expense of the budget. This method is used exclusively for state-owned enterprises;

c) debt repayment at the expense of a targeted bank loan.

Usually a commercial bank acts here, which is in a certain relationship with the debtor enterprise. Preliminary, a thorough analysis of the financial condition of the debtor enterprise is carried out;

d) another method with the participation of a commercial bank is the issuance of securities under the control of a person directly carrying out the rehabilitation of the enterprise;

2) reorganization, which occurs with a change in the status of the legal entity of the enterprise. In fact, this is a reorganization of an enterprise, which requires the implementation of certain procedures: a change in the form of ownership, a change in the organizational and legal form of activity, etc. This form of reorganization is used in deeper and more serious crisis situations.

To carry out the reorganization of the debtor enterprise as part of its rehabilitation, a preliminary development of a rehabilitation project is necessary. Representatives of the sanatorium, the debtor enterprise and independent auditors participate in its compilation. As a rule, this project includes the following articles:

a) a description of the financial and economic condition of the debtor enterprise for the period of the beginning of the rehabilitation;

b) the reasons for the crisis situation that exists at the enterprise and caused its unstable financial situation;

c) forms and purposes of sanitation;

d) a plan for the rehabilitation with methods and methods to stabilize the financial position of the debtor enterprise;

e) determining the effectiveness of the chosen form of sanitation.

The choice of sanitation is always preceded by the definition (calculation) of its effectiveness. Efficiency can be determined by comparing the results, i.e., the effect, and the costs of carrying out the chosen form of sanitation.

Sanitation is carried out in the order in which the arbitration court determined. Its duration should not exceed 18 months. An extension by the arbitration court for a period of 6 months is possible.

4. Liquidation of enterprises

The liquidation of an enterprise is the completion of its activities and functioning without the transfer of rights and obligations to other persons.

A legal entity may be liquidated:

1) by decision of the founders of the enterprise. Such a decision is made in connection with the termination of the enterprise's activity, the achievement of the set goal, or the recognition by the court of the invalidity of registration.

2) by court decision. This may be due to carrying out activities without proper documents (license) or illegal activities. A liquidation demand may be sent to court by an authorized government body, for example a tax inspector, due to a violation of the procedure for submitting mandatory financial statements.

If the value of the property of the debtor enterprise turns out to be insufficient to satisfy the claims of creditors, then its liquidation can only be carried out in accordance with the Insolvency (Bankruptcy) Law. A legal entity may also decide to declare itself bankrupt and enter voluntary liquidation.

Depending on the type of decision, the type of liquidation also differs. In accordance with the Federal Law "On Insolvency (Bankruptcy)", the liquidation of an enterprise declared bankrupt is carried out by the method of bankruptcy proceedings, and voluntary liquidation - through a simplified bankruptcy procedure of the debtor.

To carry out the liquidation of the enterprise, a liquidation commission is appointed, which performs the following functions:

1) implementation of measures to identify creditors and notify them of the liquidation of the debtor enterprise;

2) receipt of receivables;

3) valuation of the property of the debtor enterprise at book value. Such an assessment is made on the basis of a complete inventory of the enterprise’s property;

4) sale of property at auction;

5) drawing up an interim liquidation balance sheet, which includes all types of property and claims of creditors;

6) carrying out settlement transactions with creditors. This is one of the most difficult procedures in the liquidation process. The source for its implementation is the funds received from the sale of the enterprise's property at auction. This amount is distributed in a certain order. First of all, the expenses of the arbitration court, liquidation commission, and property managers are reimbursed. Then settlements are made with the personnel of the bankrupt enterprise.

7) after settlement with creditors, the final liquidation balance sheet is drawn up, which is agreed with the authorized state body.

The liquidation of the enterprise is considered completed after making an entry about this fact in the unified state register of legal entities. For this purpose, the liquidation commission submits to the authorized state body the liquidation balance sheet (final) and other relevant documents.

To carry out effective liquidation work, certain costs are required.

1. One-time costs associated with the initial stage of the existence of the liquidation commission.

2. Current liabilities necessary for the implementation of the activities of the liquidated enterprise (payment for utilities, remuneration of a certain percentage of the staff, etc.).

3. Expenses associated with the activities and termination of the functioning of the liquidation commission.

5. Key parameters for diagnosing bankruptcy

Bankruptcy, as a rule, is not an instantaneous phenomenon, but a gradual oncoming process. Exceptions are sudden critical situations (natural disasters, etc.).

Therefore, bankruptcy must be diagnosed in order to predict its onset.

First of all, it is necessary to study the prerequisites for bankruptcy, which are a combination of internal and external factors.

Internal factors include the following.

1. Decreased efficiency in the use of resources and materials of the enterprise, its production capacity. Hence the high cost of production.

2. Shortage of working capital of the enterprise due to irrational management policies and activities of the enterprise.

3. Low level of product sales due to inefficient activity of the marketing services of the enterprise.

4. Attracting borrowed funds on unfavorable terms.

External factors:

1) economic: the crisis state of the economy, the general decline in production, inflation, instability and instability in the financial system, rising prices for materials and resources, increased international competition, insolvency and bankruptcy of partners;

2) political: political instability, loss of part of the sales markets, changes in the conditions of export and import, antimonopoly policy, entrepreneurial activity.

Currently, a limited range of parameters is used to diagnose the bankruptcy of enterprises:

a) current liquidity ratio, CTC;

b) coefficient of provision with own working capital, Kosk;

c) solvency recovery ratio, Kvp;

d) coefficient of loss of solvency, Kup.

In order to recognize the balance sheet structure as unsatisfactory, and the enterprise as insolvent, it is sufficient to have one of the following conditions:

1) the current liquidity ratio at the end of the reporting period is below 2,0;

2) the ratio of own working capital at the end of the reporting period is below 0,1.

The current liquidity ratio reflects the total security of the enterprise with working capital and cash to conduct efficient activities. This coefficient is calculated as follows:

The coefficient of provision with own working capital reflects the presence of own working capital in the enterprise, which are necessary for the implementation of its financial activities. Calculated:

In a situation where the current liquidity ratio and the share of own working capital in current assets are below the norm, but there is a tendency for these indicators to grow, then the solvency recovery ratio is calculated for a period equal to 6 months:

where Ktl - the value of the current liquidity ratio at the end of the reporting period;

T - reporting period;

Ktln - the value of the current liquidity ratio at the beginning of the reporting period.

If Kvp > 1, then the enterprise has the opportunity to restore its solvency; if Kvp < 1, then the enterprise has no real opportunity to restore its solvency in the near future.

When Kvp < 1, the coefficient of payment of the solvency of the enterprise is calculated:

If Kup > 1, then the company has the opportunity not to lose solvency. With Rp < 1, the enterprise is likely to lose its solvency.

If the structure of the balance sheet is unsatisfactory (Ktl and Kosk are below the norm), but if there is an opportunity to restore solvency in a certain period, the recognition of an enterprise as insolvent can be delayed for six months.

A situation may arise in which Ktl and Kosk are higher than the normative ones, but Kp < 1 and the enterprise is not declared insolvent. In this case, due to the real threat of the enterprise losing its solvency, it is registered with the Ministry of State Property for cases of insolvency (bankruptcy) of enterprises.

If the enterprise is declared bankrupt, and the structure of its balance sheet is unsatisfactory, then before transferring the expert opinion to the arbitration court, additional information is requested and a study of the production and financial activities of the enterprise is carried out in order to identify alternatives:

1) carrying out reorganization measures to restore the solvency of the enterprise;

2) carrying out liquidation activities in accordance with applicable law.

Diagnosing bankruptcy involves, first of all, identifying the object of analysis. It should be noted that a deviation from the norm of the coefficients does not always indicate the presence of a bankruptcy situation. In addition, in some situations, bankruptcy or liquidation of an enterprise is disadvantageous for creditors and the state. Therefore, the legislation has a procedure for restoring the solvency of an enterprise.

The above method of diagnosing bankruptcy is normative. In general, there are several of them, but the integral estimate deserves attention. The most common method in it is the Altman model. It is a five-factor model, the factors of which are the following parameters for diagnosing the risk of bankruptcy:

1) the ratio of working capital to the sum of all assets of the enterprise;

2) the level of return on capital;

3) the level of return on assets;

4) capital turnover;

5) coefficient of the ratio of the amount of own capital to borrowed capital.

In principle, none of these and other existing methods gives one hundred percent results. But thanks to them, you can get at least an approximate picture of the risk of bankruptcy, which is also important.

6. Stages of diagnosing a crisis

Diagnostics of a crisis situation is, along with methods for overcoming it, an indispensable part of any management policy. It provides data that can be used in future periods, points out the errors and shortcomings of the existing production and management system, and reveals the causes of the crisis.

In different literary sources, there are different systems for diagnosing a crisis. Much depends on the specific conditions and situation.

The most complete system reflects the diagnostics of the crisis within the framework of the internal and external business environment. Such a comprehensive assessment makes it possible to better judge the true causes of the crisis, and, consequently, to deal with them more effectively.

First stage. Establishing the object of analysis.

Establishment of the object of study, or, in other words, the focus of the crisis. At this stage, the scale of the crisis and its possible level and nature are assessed. If the crisis is local, then this most likely indicates the internal causes of its occurrence, which are quite easy to detect. If the situation is deeper and the stable financial position of the company is under threat or has already been violated, then we can talk about a combination of factors that influenced the state of the enterprise.

It is very important to identify all levels of the enterprise that are at a critical point. Losing sight of any object will not allow developing an accurate analysis plan, as a result of which unreliable conclusions will be obtained.

Second phase. Definition of the parameter system.

Determination of a system of basic parameters and indicators, according to which it will be possible to judge the state of the enterprise for a given period. Also at this stage, methods for collecting these indicators are determined. Currently, most enterprises are equipped with modern electronic computing programs based on the use of computer technology. This allows you to significantly reduce the time and effort of employees. In addition, thanks to such programs, the error is a smaller percentage compared to older methods. If time permits, then the possibility of drawing an analogy between the data of the reporting (crisis) period and previous periods is established. This will help to identify the level of deviation in the activities of the enterprise and more accurately determine the depth of the crisis.

Third stage. Determination of responsible persons.

The head of the enterprise usually has a team of managers, which in a crisis situation performs the functions of an anti-crisis department (if there is none at the enterprise). It looks like this: units or departments that are in crisis are identified. Their managers become responsible persons for the period of diagnosing the crisis.

In addition, the head appoints a chief specialist who monitors the progress of research, summarizes the data obtained and provides them to the head.

Fourth stage. Business environment research.

As already noted, the factors of a crisis situation can be both internal and external. If data on the internal environment indicate the absence of causes within the enterprise, then the external environment is examined. In many organizations, in order to save time, internal and external factors are simultaneously assessed. However, this requires a lot of effort and, as a rule, costs.

Identifying the causes of the crisis provides much more information than it might seem at first glance. Here we are talking primarily about the macro- and microenvironment of business. Often a crisis arises due to unsatisfactory management policies, poor organization of relationships between departments, etc.

Fifth stage. Rationale for conclusions.

At this stage, all received information is processed. Negotiations are often arranged at which the current state of the enterprise is discussed. Priority directions and tasks are determined. It has become common to create a temporary team to solve a particular problem: as a rule, it includes employees who specialize in the current problem.

Sixth stage. Developing a plan and choosing a strategy.

This stage is final. The plan is drawn up on the basis of the work of all previous stages. During this period, the main measures and methods for overcoming the current situation are determined.

Experts from firms and agencies are often invited to diagnose the state of a crisis enterprise.

These are independent auditors, marketers, researchers, etc. They resort to their help if there is a lack of their own specialists or if it is difficult to determine the subject of research. Usually this practice of "invitation" is used by younger enterprises due to inexperience. However, large firms also resort to the services of specialists.

7. Information in diagnostics

A distinctive feature of crisis diagnostics is that the analysis is carried out not of the statistical state of the object, but of its dynamics over time.

For example, if the object of diagnostics is the economy of the state as a whole, then the parameters here will be macroeconomic indicators.

Information about the object mainly goes in two directions:

1) dynamic properties of the system and their distribution;

2) influence of factors.

The study of these two directions allows obtaining the necessary information about the state and development of the object. The accuracy of the formulated conclusions about the state of the economic object will depend on the reliability of these data. Information is often used from official sources provided by public authorities. A lot of work is done by the statistical departments, which conduct various mass observations, which allow obtaining primary information about the indicators of the object under study.

Information goes through four stages: assembly, grouping, analysis, conclusion. In addition, qualitative and quantitative analysis is also carried out.

Collection of information - this is the initial stage of working with information; it includes the collection of all data on the object of study for a specified period. Problems often arise due to a fairly large number of information sources, which slows down the process of obtaining it.

To do this, it is necessary to have a systematic basis for storing information that will allow you to quickly determine the desired source.

In addition, when diagnosing an object, the researcher may not know some of the nuances if he has not worked directly with this object before (unscheduled changes in any period, the absence of certain data for various reasons, etc.) .

Modern computer technologies offer unique opportunities for storing large amounts of data in archives. This allows, in addition, to ensure its safety with the help of various codes, which is especially important in our time.

The situation is more difficult if it is necessary to obtain data about some external object. This requires extra effort.

Grouping information - this is the systematization of the obtained data into separate groups according to their essential characteristics. Each group characterizes one or another side of the object under study.

Often at this stage, various tables and graphs are compiled, which are generalized data. This summary makes the data easier to use and, more importantly, to analyze. At this stage, specialists with experience in statistical work often work.

Information analysis is the study of grouped data and the formulation of conclusions based on them. This is a very important stage, since the decisions made depend on it, so it is important to ensure the necessary level of this process. The same data can be interpreted in different ways. For example, a decrease in any indicator may mean a positive trend in one situation and a negative one in another. It is necessary to be able to take into account the interconnectedness of all factors and evaluate their impact on the data. The analysis can be carried out in different ways: based on comparison with past data, research within the framework of a program - it all depends on the specific situation.

Summing-up - this is a generalizing stage that works with data received and processed at all previous stages. Summing up can be one-on-one or take place in the form of negotiations and discussions. It is necessary to consider all alternative options and justify the decision or position. Information in diagnostics is important not only for assessing a specific situation, it also serves to make predictions. Therefore, the reliability of information occupies a special place here.

As a rule, all information obtained with the help of any calculations or calculations has a certain amount of error - to a greater or lesser extent. This percentage must be taken into account when making forecasts. This is especially true for such objects that provide huge amounts of data, which is very difficult to take into account in full. Here, a general trend stands out, which characterizes the development of one direction or another.

8. Peculiarities of bankruptcy of credit organizations

Insolvency (bankruptcy) is the debtor's inability, recognized by the arbitration court, to fully satisfy the claims of creditors for monetary obligations and pay mandatory payments.

Credit organisation - a legal entity that, in order to make a profit as the main goal of its activities, on the basis of a license from the Central Bank of the Russian Federation, has the right to carry out banking operations provided for by this Federal Law. A credit organization is formed on the basis of any form of ownership as a business entity.

The category of credit institutions is assigned by the Law to the same group as insurance companies and professional participants in the securities market. This group is united in the law as a feature of the bankruptcy of the so-called financial institutions.

With regard to the bankruptcy of all these entities classified as financial organizations, certain general features are allowed, which should be established by the Federal Law on the Insolvency of Financial Organizations.

However, if we consider these organizations from the point of view of bankruptcy, then the question arises, what do they have in common. If such a law is adopted, the problem of its correlation with the Law "On Insolvency (Bankruptcy) of Credit Organizations" will inevitably arise.

It follows from this that it is the Law "On the Insolvency (Bankruptcy) of Credit Institutions" that establishes the features of the bankruptcy of credit institutions, and this Law should be the basis for studying these features.

It is also important that the criterion for the separation of credit institutions is the implementation of banking operations on the basis of a license from the Central Bank of the Russian Federation. That is why the bankruptcy of credit organizations is regulated by the Law "On Insolvency (Bankruptcy) of Credit Organizations". The insolvency of a credit organization in the Law is its inability recognized by the arbitration court to satisfy the claims of creditors for monetary obligations and (or) to fulfill the obligation to make mandatory payments.

One more fact should be noted - a credit institution is considered incapable if the relevant obligations are not fulfilled by it within 1 month from the date of their fulfillment and (or) if, after the revocation of the banking license from the credit institution, the value of its property (assets) is insufficient for fulfillment of obligations of a credit institution to its creditors.

A bankruptcy case may be initiated by an arbitration court only after the Bank of Russia revokes the license on the basis of an application. The applicant may be a debtor, a creditor, an authorized body, as well as the Bank of Russia. A distinctive feature of the bankruptcy of credit institutions is the participation of the Bank of Russia in the bankruptcy case or in the bankruptcy arbitration proceedings, as well as the widespread participation of this licensing body and its significant role in the application of bankruptcy prevention measures and various bankruptcy procedures.

Since a bankruptcy case can only be initiated by an arbitration court after the license of a credit institution has been revoked, the above-mentioned applicants must attach to the application for declaring the credit institution bankrupt a copy of the order of the Bank of Russia to revoke the credit institution's banking license.

Persons who have the right to apply to an arbitration court with an application for declaring a credit organization bankrupt also have the right to apply to the Central Bank of the Russian Federation with an application to revoke the debtor's banking license if signs of its bankruptcy are detected. If they do not receive a response from the Bank of Russia, they can apply to the arbitration court with an application to declare the credit organization bankrupt.

The Bank of Russia is obliged to respond within a month. Submission to the arbitration court of a copy of the order of the Bank of Russia to revoke the license to carry out banking operations within the above period is the basis for initiating bankruptcy proceedings.

Upon receipt of a response from the Bank of Russia within a month, the application for declaring it bankrupt is returned to the creditor. In this case, the person who sent the Bank of Russia an application to revoke the license of the credit institution shall have the right to demand in the arbitration court compensation by the Bank of Russia for losses caused by the Bank of Russia’s failure to take a decision to revoke the said license from the credit institution or the Bank of Russia’s failure to take decisions on the implementation of measures to prevent bankruptcy. credit organization.

The Bank of Russia has the right to revoke a license on its own initiative if there are grounds. If, by the time the license is revoked, the credit institution shows signs of bankruptcy, the Bank of Russia must file an application with the arbitration court to declare the credit institution bankrupt within five days. In such a situation, the Bank of Russia must present a candidate for appointment as an arbitration manager to the arbitration court, and this must be done within 15 days from the date the court accepted the application.

Thus, a characteristic feature of the bankruptcy of credit institutions is the provision of an arbitration manager.

If we talk about bankruptcy procedures for credit institutions, then only the following procedures are applied here: supervision and bankruptcy proceedings. The law does not establish any special requirements for the monitoring procedure.

Lecture No. 4. Strategy and tactics of anti-crisis management

1. The role of strategy in anti-crisis management

In the life cycle of any enterprise, a crisis is possible, and it can occur at absolutely all stages of development. Crises can be different, but if the situation at the enterprise as a whole is negative even without it, then even a short-term and local crisis can lead to serious consequences. In order to prevent this, it is necessary to develop an effective management system that contains measures to predict and prevent negative situations. Many researchers now believe that any management should be anti-crisis. The main place in anti-crisis management is occupied by the enterprise development strategy.

If we consider the concept of strategy in a general perspective, then this is a certain direction of development of an enterprise focused on the long term, covering all aspects of its internal and external environment, which serves to achieve its goals. A feature of the strategy in anti-crisis management is its clear focus on identifying and preventing the causes of the crisis, as well as on the correct actions of the enterprise in crisis situations. A well-formed strategy allows you to avoid many crisis situations or smooth out its course in the organization. In fact, it is a plan of action for a certain period of time, which allows you to avoid dangerous situations as much as possible and direct the organization along the path of growth and strengthening its position in the market.

As a rule, an organization at various stages of its existence faces various alternatives, some of which ensure the achievement of effective results, others lead to crisis situations and negative consequences.

The strategy allows you to focus on a certain range of opportunities and discard those that may be potentially dangerous for the sustainable development and functioning of the organization.

As a rule, the strategy is formed in large-scale organizations and firms, whose activities are based in principle on the strategy. For small organizations, which for the most part provide household and household services, the main goal is to survive in the competition. But the large size of the organization also determines the large complex of areas considered in determining the strategy.

The composition of the strategy in anti-crisis management, as a rule, includes the following elements.

1. The scope of the organization and the main directions of its development. It is necessary to determine the features of the occupied market segment for its effective analysis and the possibility of preventing crises.

2. Goals of the organization. For anti-crisis management, goals in the long term are of the greatest interest, since the direction of the organization's development depends on them. The definition of goals determines all further actions to develop a strategy.

3. Definition of methods and forms of achievement of the purposes. This is an extremely important point, since the search and selection of alternatives is carried out here. The whole functioning of the organization depends on what the program for achieving the result will be.

It is important to consider these methods from the point of view of safety for the activities of the organization and expediency in relation to the available resources.

4. Personnel policy. Determines the internal structure of the organization's personnel, the level of relationships between departments and divisions.

5. Organization of the production process. From the point of view of crisis management, this is a very important stage, since this includes the distribution of resources, assessment of the technical base, provision of the organization with modern technologies, etc. Often, crises in organizations caused by internal reasons arise due to complications in the production process due to the irrational use of existing funds.

6. Assessment of the internal and external business environment. It should be noted that the whole activity of the organization depends on the quality of the analysis, since the strategy is formed precisely on the basis of these data. Researching the business environment is of paramount importance both for organizations that are just entering the market, and for organizations that are revising their strategy due to a crisis or for other reasons.

7. Development of a marketing program. In modern conditions, this is an integral part of any strategy, not to mention anti-crisis management.

A strategy in anti-crisis management is a kind of guarantee for the stable development of an organization. Of course, one cannot say that the strategy allows you to completely avoid crises. It only allows you to reduce the percentage of their occurrence, and in the event of an onset, to ensure that they are overcome as quickly and painlessly as possible. In addition, the strategy allows to reduce the time for making a decision on the method of overcoming the crisis, which is an important factor.

2. Development of an anti-crisis strategy in the organization

The anti-crisis strategy is aimed primarily at identifying and eliminating the causes of crisis situations. The main place here is occupied by an assessment of the internal and external business environment in order to determine the most dangerous zones. The relevance and accuracy of information is of great importance, since the determination of the real situation of the organization depends on this. Diagnosing the business environment is the first step in developing an organization's anti-crisis strategy.

Evaluation and analysis of the external environment of the enterprise. This is a rather complicated work, since it is necessary to analyze a large number of factors and identify the degree of their influence on the organization.

Often you have to deal with large amounts of information, which makes research difficult, but this is necessary for the reliability of the analysis. Another difficulty is the high dynamism of the external environment in the modern world, which allows us to speak about the relevance of the data obtained for fairly short periods.

In general, two components can be distinguished in the external environment - the microenvironment and the macroenvironment.

Microenvironment assessment. The microenvironment includes economic entities that have a direct impact on the activities of the organization:

1) the state;

2) suppliers;

3) consumers;

4) competitive environment;

5) human resources.

The state influences any organization in the form of various requirements and legislative acts (direct impact) and taxation (indirect impact).

Any organization carries out its production process based on the use of various resources. They enter the organization through suppliers. Therefore, an organization can be quite dependent on suppliers, especially when the resource is scarce and small. The analysis in this case should be reduced to obtaining the maximum possible amount of information to create the optimal level of relationships and, importantly, to ensure that the level of resource costs that would not cause a financial crisis.

Attracting a consumer is the main means of achieving the main goal of any organization - making a profit. The consumer market influences the structure of the organization, its strategy and attitudes. When evaluating consumers, it is necessary to take into account many factors and features:

1) demographic characteristics: age group, gender, field of activity;

2) socio-psychological characteristics: tastes, preferences, interests of consumers;

3) the degree of consumer awareness of the market and product;

4) volume of purchases by customers;

5) sensitivity of consumers to the price of goods, etc.

Assessing the competitive environment is now even becoming a separate area. This is especially true in modern market conditions. When developing an anti-crisis strategy, it is very important to assess all possible competitors. This is also of great importance because now many competitors are resorting to illegal actions, which can lead the organization to crisis and even bankruptcy. The main difficulties that may arise due to competition: a crisis caused by a lack of resources; crisis caused by lack of demand for products; loss of the organization's image.

In addition, the anti-crisis strategy should include not only protection from competitors, but also the organization's own actions in the competition. To do this, it is necessary to examine the strengths and weaknesses of competitive individuals and organizations.

Assessment of the macro environment. These include factors that indirectly affect the organization:

1) political;

2) economic;

3) social;

4) technological.

The political factor is assessed in terms of stability and changes in bills.

An analysis of the economic situation provides data on the distribution and availability of resources in the market. Here, it is important to analyze not only the domestic economy, but the entire world market as a whole. Social factors are the level of income of the population, the level of wages, the presence of certain groups in society (poor, middle, rich strata of the population), etc.

Technology assessment is necessary to create an appropriate technology level in the production units of the organization.

Assessment and analysis of the internal environment. The internal environment of an organization is a complex complex consisting of many elements:

1) management;

2) financial department;

3) production department;

4) marketing department;

5) personnel;

6) transport department.

When developing an anti-crisis strategy, each element must be carefully examined to identify challenges and opportunities.

After diagnosing the business environment, the strategy itself is developed. This process is also accompanied by a revision of the mission and attitudes of the organization. The anti-crisis strategy should contain an optimal set of measures to bring the organization out of the crisis, taking into account all available opportunities. Most often, during the period of overcoming the crisis, it is necessary to make significant adjustments to certain departments and communications of the organization.

But this can be done only on the basis of data on the state of the business, which are the basis for developing an anti-crisis strategy.

3. Implementation of the chosen anti-crisis strategy

An anti-crisis strategy may include various areas: reducing costs, eliminating some departments, reducing production volumes, attracting additional resources, etc. But in any case, this is a set of measures that lead to a positive result only if the chosen anti-crisis strategy is correctly implemented.

The implementation of the strategy includes several stages:

1) approval of the selected anti-crisis strategy, its coordination with the goals of the organization;

2) informing the employees of the organization and conducting preparatory work in order to more quickly and effectively implement the anti-crisis strategy;

3) ensuring the financial level of the organization necessary for carrying out changes (borrowing funds, loans, etc.);

4) bringing production and other processes to a level corresponding to the chosen strategy.

The magnitude of the changes depends on the size of the crisis and the causes that caused it. If you have to make a decision to change the organizational structure of the organization, then for obvious reasons, this will require more time and effort. But regardless of the scale of the new strategy, it is necessary to ensure a high level of control over its implementation. It is also important to take into account that there may be some obstacles to the implementation of the strategy: lack of resources and funds, personnel resistance, time constraints, etc. All these factors must be considered at the stage of developing an anti-crisis strategy and measures should be developed to eliminate them. Otherwise, the implementation of the strategy, especially those associated with major changes (for example, reorganization), may be delayed indefinitely, which clearly will not benefit the organization.

Much depends on the management apparatus of the organization. We are talking not only about bosses and management, but also about middle and lower managers, on whom the immediate result often depends. This is due to the fact that the strategy implementation process, as a rule, is divided into several reporting periods, after which a meeting is held and a report on the results achieved is made.

In practice, in the interim, managers often have to make independent decisions, the rationality and effectiveness of which depends on their professional level. This level is determined not only by skills, but also by skills acquired as a result of past experiences. Many organizations prefer to hire younger employees, but those with work experience are preferred by the organization.

In addition, for the successful implementation of the anti-crisis strategy, close interaction and cooperation of various departments and levels of the organization is important, since in the near future the main task that must be solved is to overcome the crisis.

In the process of implementing the chosen anti-crisis strategy, timeliness and availability of information often decide a lot. In modern conditions, information departments are specially opened in organizations, which are designed to provide other departments with all the necessary data and monitor reporting. A strategy is a plan, and it is impossible to predict and plan situations and processes with absolute accuracy. Therefore, it is so important to monitor the progress of the implementation of the strategy at all its stages and, in case of problems, to apply alternative options. This is another distinctive feature of the anti-crisis strategy - it must have a so-called fallback option. The fact is that in the course of implementing the chosen strategy, various difficulties may arise that will reveal gaps in planning. It is clear that we must not stop in the middle, but take decisive measures to solve these problems. This is possible when planning and developing a strategy, when the weakest points are noted.

The key to the effective implementation of the anti-crisis strategy is constant monitoring of its implementation. It is possible that additional resources will be required or, conversely, the planned costs will be higher than the actual ones.

The last stage in the implementation of the strategy is summarizing and evaluating the results of the implementation of the strategy. Of greatest interest is the correspondence of the obtained results to the set goals and objectives in the anti-crisis strategy. This is the assessment of the effectiveness of the chosen anti-crisis strategy.

4. Organization of the implementation of the anti-crisis strategy

If an organization monitors the state of its internal environment and changes in the external environment, then it is able to detect threats to the business in time and take measures to prevent them. Thus, the degree of occurrence of a crisis in such organizations is significantly reduced. But it is impossible to insure completely. In a crisis, the main difficulty is the time factor, since a strictly limited period of time is often given to restore a stable situation. Therefore, when developing an anti-crisis strategy, it is necessary to plan all processes so that their implementation can be carried out in parallel and take as little time as possible. Often the situation develops in such a way that there is simply no time to prepare the basis for innovations and decisive measures have to be taken, which has a negative impact primarily on the employees of the organization.

Personnel resistance is the most common issue when implementing strategic changes in an organization. To solve it, it is necessary to combine psychological measures with stimulation and encouragement of employees. The psychological factor is that many employees are worried about their future position in the organization. Management needs to take care to provide guarantees to employees. When it comes to incentives, management needs to be extremely careful, since in a crisis situation, funds, as a rule, are always insufficient. Typically, in medium and small organizations there are fewer such difficulties with employees than in large-scale ones. Therefore, in large organizations you have to use power and authority to achieve results.

Often specialists from outside are invited to implement the anti-crisis strategy, especially since in modern conditions there are special agencies and firms providing such services; These are various kinds of consultants and specialists. They can also be involved in the development of the anti-crisis strategy itself. However, it would be best if the invited experts do not directly guide the entire development and implementation process, but only provide consulting services.

The process of implementing the anti-crisis strategy should be considered in detail in advance: it is necessary to draw up a schedule, appoint responsible persons, distribute responsibilities and tasks between departments and divisions. In practice, deviations from the schedule are always observed - to a greater or lesser extent. Before the start of implementation, it is necessary to carry out preparatory work, during which it is necessary to firmly distribute responsibilities between subordinates. If serious changes are planned in the personnel composition of the organization, then it is best to make them at the initial stages of implementing the strategy. As a rule, new employees are involved, who need to ensure the right level of interaction with the rest of the staff in order to quickly get on track.

5. Goals and functions of marketing in anti-crisis management

In order to consider marketing in the light of crisis management, it is necessary to give its general assessment. Marketing activity is reduced to the study of the supply and demand market and the subsequent development of an organization's program for actions in the market.

The main goal of marketing is to determine the size of demand for a product, which is expressed in the amount of sales of this product and the share it occupies in the market. The main principle is customer orientation, its interests and needs. However, marketing is not limited to research and creation of a demand market. In reality, its value is much higher. For example, advertising, which is one of the main means of attracting consumers, is also an integral part of the marketing service.

Currently, marketing is an integral part of crisis management. The organization's strategy, its pricing policy, production and output volumes, product range expansion - this is only a small part of the marketing application. During a crisis, when it is so important to develop an effective anti-crisis strategy, much attention is paid to marketing research as a means of diagnosing market opportunities and positions of an organization, its strengths and weaknesses, as well as studying opportunities and threats from the market.

In order to provide the necessary level of anti-crisis management, it is necessary to consider a set of marketing tools, which in essence are market infrastructure factors.

1. Product - products and services produced by the company and offered to the consumer.

The manager must have information about the market demand for the product and its relevance. If a crisis in an organization arose due to a lack of demand for a product or service, then it is worth reviewing the proposed range. This is relevant for those organizations that are engaged in the production of seasonal goods - as a rule, the production of one type of product (for example, ice cream) in the winter is reduced several times for obvious reasons. This allows you to deliver actual goods without losing money.

2. Price is the amount of money a consumer pays for a product.

In the field of crisis management, the pricing policy of an organization is very important, since the stable financial position of the company largely depends on it. A competent pricing policy is possible only by studying consumer demand and the supply of competing firms.

3. Place of the product on the market - this includes methods of distribution of goods on the market, representing the occupation of the most advantageous positions in terms of accessibility to the buyer.

4. Advertising - impact on the consumer in order to attract him to purchase a particular product. In recent decades, advertising has taken on a huge scale and, if properly managed, can even help overcome the crisis.

The use of these tools in a specific market and for specific types of goods allows you to determine the actual marketing potential of the organization and the threat to it from the market, which is extremely important when developing a crisis management strategy.

An organization's marketing capabilities are measured using market concepts such as price, demand, and supply. It is their combined consideration that reflects the effect of economic laws on the market and their possible impact on the state of the organization.

In addition to market research, marketing in the development of anti-crisis policy also considers the internal environment of the organization, namely:

1) technical and technological potential;

2) resource potential;

3) information technology;

4) work of personnel;

5) features of the production process;

6) the level of management and control.

These are the structures on which the qualitative and quantitative characteristics of the product depend; they are also examined for possible complications so that they can be eliminated in a timely manner.

But still, the main task of marketing in crisis management is the study of the external market environment of the organization, primarily the microenvironment. We are talking about such important subjects as suppliers, competitors, partners. Much depends on their competence and reliability, especially when the organization is in crisis. It is necessary to analyze existing connections and relationships and form new, favorable conditions.

A big plus will be the study of competitors' strategies, their tactics and behavior in the market.

The tasks of anti-crisis management also include monitoring the state of the level of development of equipment and technologies in order to maintain the competitiveness of the organization and improve product quality. This observation is also included in the functions of marketing; this includes not only scientific and technological development, but also social, political, cultural changes, to which the organization is very sensitive during a crisis.

As you know, information plays a separate role in anti-crisis management. Marketing services are called upon to investigate the state of the situation in individual markets (including the world), in the regions of the country and around the world. In addition, it is necessary to take into account the fact that in the modern world the degree of competition is very high, therefore it is important to study not only the market and various factors that make up the socio-economic environment, but also the analysis of the management technology itself is especially important: management systems, planning, forecasting, work with personnel, skills in advertising, etc.

6. Formation of marketing strategies in anti-crisis management and their classification

The development of a strategy in crisis management is in itself a complex and time-consuming process. The marketing strategy is one of the guiding activities of the organization, as it determines the behavior of the organization in the market, which has to withstand many negative environmental factors. The purpose of the marketing strategy is to occupy the organization with the most advantageous position in the market, as well as a set of measures to ensure the achievement of this position. This goal can generally be called the fundamental basis of the marketing strategy; in addition to it, other tasks can be set, which are dynamic and in the process of implementing the strategy are adjusted in accordance with the real market conditions.

Marketing strategy in its formation goes through 4 main stages:

1) analysis of the marketing opportunities of the organization - an assessment of the strengths and weaknesses of the organization, its advantages from functioning in the market in question, possible threats and risks;

2) the choice of functioning markets - consideration of the positive and negative sides of the market, its consumer composition, the need for products in which the organization specializes and, of course, the analysis of supply and demand;

3) development of the main provisions of the marketing program - the formation of a pricing policy, methods for bringing goods to the market and its subsequent distribution, organizing control over the sale of products, determining an advertising campaign;

4) approval and implementation of marketing programs - substantiation of the generated programs in terms of anti-crisis management and the overall strategy of the organization.

Since it is necessary to consider marketing strategies in the field of anti-crisis management, it should be noted that they occupy a significant place in the overall anti-crisis strategy and are often decisive in the question of the organization's way out of the crisis.

Marketing strategies are most conveniently classified by features; In view of what has been said, the following classification can be presented.

1. Market Strategies:

1) a strategy aimed at occupying a larger market share;

2) a strategy aimed at obtaining (capturing) competitive advantages;

3) a strategy related to the development of a new market.

Market strategies are focused on achieving the organization's sustainable and most advantageous position in the market. The main criterion for assessing the position of the organization in the market is its share in this market.

2. Integration strategies:

1) macroeconomic strategy;

2) microeconomic;

3) regional;

4) intra-industry;

5) intersectoral;

6) the strategy of the production sector;

7) the strategy of the non-productive sphere.

3. Anti-crisis strategies:

1) a strategy aimed at preventing bankruptcy;

2) a strategy for overcoming a crisis situation;

3) a strategy designed to eliminate the consequences of the crisis.

4. Strategies for factors of production:

1) the strategy of production factors;

2) strategy of financial factors;

3) strategy of investment factors;

4) strategy of personnel factors;

5) strategy of information factors.

The above strategies (integration, anti-crisis and production factor strategies) are in essence the preparation of the socio-economic and legal basis for the planned serious transformations.

5. Marketing strategies:

1) commodity;

2) price;

3) branded;

4) advertising.

Of course, this is not a complete list of existing strategies - these are the main types.

You can also distinguish strategies depending on the size of the organization, market structure, etc.

7. Use of marketing tools in crisis management

Marketing is not only a system for monitoring and analyzing the market environment, but also a management system.

Of course, this is not a priority management structure in the organization, but it should be noted that depending on the stage of anti-crisis management, certain marketing tools are used.

In light of this, 3 main states can be distinguished: pre-crisis management, crisis management, and post-crisis management.

1. Pre-crisis management. At this stage, the main tasks of marketing are to prevent a crisis situation and build basic strategic plans.

The main controls are:

1) strategies aimed at preventing crises;

2) strategic plans of the organization, business plans, preparation of advertising campaigns;

3) formation of basic marketing strategies (market and strategies through marketing);

4) development of programs to stimulate and motivate labor;

5) diagnostics of the state of the business environment and risk factors;

6) development of a decision-making program.

Such methods make it possible to study the main socio-economic trends, gain experience, which in future periods provides a faster and more effective response to the emergence of various situations in the market and, with the help of various management tools, allows one to avoid negative consequences.

2. Crisis management. The main goal is to get out of the crisis as soon as possible and as painlessly as possible. Controls:

1) anti-crisis strategies and programs to overcome the crisis;

2) strategies aimed at reducing the negative impact of the crisis on the state of the organization;

3) plans and strategies developed for each specific situation (if the crisis is deep enough);

4) programs to minimize costs;

5) diagnostics of the most unstable structures.

In the field of marketing management, priority is given to situational programs, as they are more adapted to specific conditions and, therefore, are more effective.

3. Post-crisis management. The emphasis is on rehabilitation and stabilization of the organization:

1) stabilization programs;

2) strategies aimed at updating problem areas;

3) strategies aimed at assessing the strengths and weaknesses of the organization, as well as searching for new market opportunities;

4) innovative business structures.

In anti-crisis management, an important place belongs to such a marketing tool as information and communication structures.

Information currently occupies a leading position in management, especially in anti-crisis management, where timely and accurate assessment of the situation is so important.

Since marketing itself implies market research, it is clear that the quality of the information received is in the first place, since anti-crisis strategies are developed and decisions are made on the basis of the data received.

Communications It is a way of information flow through which connections are established. In anti-crisis management, communications are a means of evaluating and moving information, mainly for marketing services; more precisely, communication is the main marketing tool for working with information. External types of communications are mainly used - direct interaction with market structures, the media, and the population.

Of course, there are also internal communications - these are the relationships between departments and divisions of the organization), but the priority still belongs to external ones. In working with information, the methods of its use and processing are of great importance. The efficiency of use depends on the equipment of the organization with technical means and the latest developments, which significantly reduce the processing time and improve the quality of the data obtained.

In anti-crisis management, the role of effective communications increases dramatically, since the correctness and direction of actions depend on the reliability and timeliness of information. Speaking about marketing tools in anti-crisis management, one cannot fail to mention advertising as the most common and effective means of communication. Advertising is a type of communication that operates on the market and ensures the movement of goods to the consumer by providing information about the main characteristics of the goods - of course, the most positive ones. Advertising establishes the relationship between the producer and the consumer, thereby being a means of management that ensures the development of production and market relations.

8. F. D. Roosevelt's "New Deal" - a program to bring the American economy out of the crisis

In order to reveal the main provisions of the New Deal, it is necessary to give a general assessment of the American economy at that time.

In the 1920s there was increased growth in industry and trade in America. However, there was a significant problem - there were not enough funds for circulation. In 1929, the cash amount amounted to 1910 million dollars - despite the fact that the volume of GNP was equal to 104 billion dollars. In order to somehow speed up the process of cash turnover, various methods began to be used, the most widespread among which was consumer credit. However, this only made the situation worse, as banks issued loans without leaving reserves. As a result, on October 29, 1929, a crisis called the Great Depression broke out. More than 2 banks went bankrupt with a total volume of deposits of about 000 billion dollars. US GNP fell from $2,8 billion to $104 billion in just 56 years - from 4 to 1929.

In 1932, the Democratic Party, headed by F. D. Roosevelt, won the presidential election; he proposed to the country a series of reforms called the New Deal. The economic situation in the country was such that the need for reform of the credit and financial sector was obvious. At the suggestion of Roosevelt, the "Emergency Banking Act" was proposed to Congress. Its main points were as follows:

1) banks were given loans from the Federal Reserve System;

2) the opening of banks was allowed only if their condition was assessed as "healthy";

3) the Minister of Finance was given the right to prevent a run on deposits;

4) a ban on the export of gold was introduced;

5) a special decree was introduced, according to which US citizens had to hand over gold reserves in excess of $100;

6) at the same time, the issue of new banknotes not backed by gold was allowed;

7) following this, the government of F. Roosevelt imposed an embargo on gold circulating between the United States and other countries.

On June 16, 1933, the Banking Law was adopted, the basis of which was to separate the deposit and investment functions of the bank; the Federal Deposit Insurance Corporation was created under this law. By early 1934, approximately 80% of all US banks had insured their deposits, given the desire of most depositors to have such protection. The law established the following: deposits of up to 10 thousand dollars are subject to insurance for 100%, from 10 to 50 thousand dollars - for 75%, and more than 50 thousand dollars - for 50%.

January 1934 was marked by the devaluation of the dollar, which reduced the gold content by 41%. A special position in the New Deal reform system belonged to the establishment of the Civilian Resource Conservation Corps. At the suggestion of F. Roosevelt, Congress passed a law on sending unemployed urban boys to work in forest areas.

In the early summer of 1933, camps were built for 250 young people between the ages of 18 and 25 from assisted families and unemployed veterans. By 1935, the camps were doubled - up to 500 thousand people.

The total number of people who visited them is over 3 million Americans. As a result, forest plantations were created - 200 million trees were planted, a significant number of reclamation structures, bridges and much more were built.

The Law on the Restoration of Industry also deserves attention.

According to it, entrepreneurs in every industry were invited to voluntarily come together and develop "codes of fair competition" that:

1) would establish the size of production;

2) would determine the level of wages and the length of the working day;

3) would distribute sales markets between individual competitors.

The Industrial Recovery Act also affected labor relations:

1) workers were given the right to participate in collective agreements and trade unions;

2) three main working conditions are defined:

a) a minimum wage of $12-15 per week;

b) the maximum duration of the working day - 8 hours;

c) child labor is prohibited.

The New Deal also addressed agrarian issues. The government proposed that farmers reduce their acreage and livestock numbers, but at the same time guaranteed payment of interest on farm debt of no more than $2 billion.

In agrarian policy, the "New Deal" was also implemented in the law of 1938, which introduced the concept of "always a normal granary":

1) the implementation of price maintenance by not destroying surplus products, but by preserving, paying farmers an advance on account of agricultural products that have not yet been sold;

2) a policy of dumping abroad in the export of wheat, cotton and other goods, encouraging farmers by issuing import premiums.

F. D. Roosevelt is especially proud of the fact that he managed to convince the US Congress of the need to create a special Administration of the river valley. Tennessee (TVA). The state of affairs in this large region was deplorable. The TVA State Corporation had to organize the production of electricity (on the basis of the construction of a cascade of hydroelectric power stations), cope with soil erosion, and carry out massive forest plantations. TVA results:

1) creation of 20 more dams in addition to the 5 that previously existed in Tennessee;

2) creation of navigation on the river;

3) growth of incomes of the population of the region;

4) improvement of agriculture, soils and forests.

Following the recovery in the American economy in 1933, there was a dramatic change in the structure of federal spending: for the first time, a social budget appeared at the level of the federal government.

By implementing the New Deal reforms, Roosevelt's team hoped to renew the country's economy and save it from such crises. But it is impossible to talk about the complete achievement of these goals.

9. Anti-crisis orientation of L. Erhard's reforms

Ludwig Erhard (1897-1977), scientist and politician, the second chancellor of the FRG, is deservedly called "the architect of the German miracle." The state of the economy of West Germany in the post-war period was in a very negative state - almost the entire industry was destroyed, the financial condition was generally in a terrible state. The amount of money in circulation was many times greater than the cash commodity reserves. Inflation reached 600% compared to pre-war levels. In addition, the housing crisis worsened.

Under such conditions, L. Erhard developed and carried out reforms aimed at leading the country out of the deepest economic and social crisis. The theoretical basis of anti-crisis reforms was the concept of "social market economy" developed by L. Erhard.

L. Erhard proceeded from the idea of ​​a strong state as a "constituting", "governing" and "regulating" force capable of shaping society. The state actively participated in economic processes, but the direction and nature of the intervention were focused strictly on the formation of a market economy based on private ownership of the means of production, protected by the legislative system of power. The state provided support to industries experiencing difficulties, especially the coal and electrical industries, as well as metallurgy. Investors and entrepreneurs were granted tax incentives.

In July 1948, a monetary reform was carried out. The goal was to get rid of depreciated money and create a hard currency. Decree introduced new money - Deutschmarks. Each resident received 40 marks. Half of the available savings and cash were allowed to be exchanged at a ratio of 1:10, and the other half was frozen and exchanged at a rate of 1:20. Ultimately, the size of the money supply (cash and bank deposits) was reduced by more than 14 times.

Then the price reform was carried out. In accordance with the Law on the Principles of Economic Structure and Price Policy, prices were set free, the administrative distribution of resources and numerous normative documents that previously regulated economic relations were abolished.

After some time, legislative acts on credit and tax policy, antimonopoly and anti-cartel decrees, etc. were also adopted.

L. Erhard took decisive measures to strengthen the position of Germany in the world market. And he succeeded - exports almost tripled. Regarding the domestic market, measures were taken to protect it from external competitors. Much attention was paid to the development of small and medium-sized businesses. It should be noted that indicative (contractual) planning also played a positive role in overcoming the crisis in Germany.

According to the researchers, the basis of success was laid in the following factors:

1) a high level of preparation of planners who used the entire accumulated stock of economic science;

2) multiple alternatives in the choice of methods and tools for the implementation of these plans, the absence of dogmatics and narrowness of approaches;

3) the firmness and consistency of the professional state apparatus, which purposefully implemented the adopted programs;

4) development of broad national consensus regarding the main goals of socio-economic development for the short and long term.

The anti-crisis reforms carried out by L. Erhard would not have been so successful without the active support of the public and the participation of citizens in the process of making and implementing decisions on socio-economic issues. In accordance with the law, an expert council was created in Germany on the prospects for the overall economic development of Germany, which developed the necessary initial proposals for the government to make economic and political decisions.

10. The activities of Lee Iacocca in the largest corporation Chrysler

Prominent American manager Lee Iacocca, Chairman of the Board of Directors of Chrysler, became famous for the fact that in the early 1980s. saved one of the "big three" corporations operating in the US automobile industry from collapse.

To begin with, it is necessary to give a general assessment of the state of the company at the time of the start of Lee Iacocca's activities. In the upper management structures, there was no organizational consistency and elementary discipline.

There was no coherent management system that made decisions, held meetings, etc. There was also no financial control system. As a result of all this, a spirit of uncertainty and conflict reigned among the employees. In addition, there was no control over the preservation of industrial secrets, which led to the development of industrial espionage on a fairly large scale.

The corporation faced another major issue - the lack of orders from dealers; there was not enough space on the factory floors to accommodate new cars, at the same time, the cash of the corporation was rapidly declining.

Iacocca began his career by looking for a specialist in finance. They became Gerald Greenwald. However, Greenwald applied for a higher position and offered in his place.

Steve Miller, who was his chief financial officer. Next, Hal Sperlich was invited to help resolve personnel issues. The next step was the search for a highly qualified specialist in the field of car quality. Iacocca brought in Hans Matthias, Ford's chief designer, who specialized in quality control, to do the job. For a year and a half, he significantly strengthened the discipline in the organization of production at Chrysler enterprises. An important role in improving the quality of cars was played by another specialist in this field - George Bats, who had already served in the corporation before the arrival of L. Iacocca. A special quality control department was created for Buts.

In addition to product quality issues, it was necessary to urgently establish logistics services. For this work, Paul Bergmoser was invited, thanks to whom a fairly effective logistics system was created in the corporation. Next, Lee Iacocca took up marketing issues. Thus, the work of Lee Iacocca was to create a close-knit team of specialists of highly professional levels and capable of solving tasks of increased complexity in critical situations. Iacocca was guided by the principles of unity, personal participation in the selection of a team, creating strong relationships in it, endowing independence and relative freedom.

Lecture No. 5. Key factors of anti-crisis management

1. Nature and classification of management risks

Everyone knows that any activity related to management is always, but to varying degrees, risky.

The very definition of risk has a very multifactorial nature and, first of all, it is associated with such concepts: probability and uncertainty.

Risk is an economic category that characterizes the state of uncertainty in relations associated with production. Risk is also understood as the likelihood that an organization will lose part of its income as a result of carrying out any activity.

The size of the loss of the organization is the "price of risk", and the success or additional profit - "payment for risk". Risk is one of the key results of the organization's activities.

With economic risk, three outcomes are possible:

1) negative, as a result of which there is damage, loss - loss;

2) zero;

3) positive, due to which there is a benefit, profit - gain.

There are uncontrollable and unpredictable fluctuations in supply and demand in the market; changes in public policy, often leading to political instability in the country; there is no guaranteed positive effect of investment policy within the firm.

In management practice, there are risk characteristics:

1) legitimacy of risk - its probability to be within the normative level;

2) risk acceptability - the probability of losses and the probability that they will not exceed a certain threshold;

3) degree of risk - the magnitude of the risk and its probability. There are four degrees: high, medium, low and zero;

4) the level of risk - is determined by the ratio of the amount of damage to the costs of implementing and preparing a risk solution. It is measured from zero to one. If the value is higher than one, then the risk is considered unjustified;

5) risk probability - measured in the range from 0 to 1. In general, each type of risk has upper and lower limits of probability.

Here are examples of management risk:

1) financial risk: most often expressed in the amount of loss of profitability of securities due to the financial crisis, depreciation of the exchange rate and the likelihood of such a situation occurring;

2) investment risk lies in the uncertainty of the return on invested funds and the receipt of income;

3) the marketing risk of the company's development is expressed in the loss of market share, in the fall in sales and profits;

4) production risk arises as a result of current costs exceeding the business plan as a result of unforeseen situations: shortage of materials, equipment downtime.

The most common risks of the socio-economic development of the country.

Economic:

1) loss of the wealth of the nation;

2) falling competitiveness of the country;

3) a decrease in the investment attractiveness of the economy;

4) reduction in the share of GDP per capita;

5) increase in the level of inflation;

Social:

1) a drop in the level of education of the population;

2) decrease in the material security of the population;

3) increase in mortality and morbidity of the population;

4) difficult demographic situation;

Environmental:

1) environmental pollution;

2) soil erosion, deforestation;

Political:

1) the threat of national conflicts;

2) moratoria.

Many of these risks correspond to the crisis situation in our country's economy.

There are risks that most often recur in the course of the enterprise's activities. These include:

1) the risk associated with the unfavorable political and economic atmosphere in the country;

2) the risk of falling scientific potential;

3) the risk of loss of prestige of the enterprise;

4) the risk of falling product quality;

5) the risk of loss of human resources;

6) the risk of changes in external factors;

7) the risk of reducing controllability.

The classification of risks is presented in table 1.

Table 1

Risk classification

2. Anti-crisis risk management

Crisis situations create a huge number of risks. These risks are very diverse in content, magnitude of possible losses and source of manifestation. In this regard, there is a need to create a risk management system with the involvement of experienced “risk managers” who are specialists in managing risk situations.

The most obvious example of risk management is considered to be the process of developing and implementing risk management decisions. Decisions that are made under conditions of uncertainty, but with a known probability of achieving a result, are considered risky. A purposeful management process involves the implementation of management functions in a logical sequence.

Management risk is studied by a purposeful management process, which has organizational, economic, informational, temporal, legal and social parameters. The information aspect consists in the transformation of information about the sources and facts of uncertainty, information about the levels of probability of the implementation of conditions of uncertainty in such processes as production and sale of products. This information is then converted into indicators of the level of performance or inefficiency of performance under risk. We also receive information about the negative impact of activities on social and environmental conditions of life.

We will study the functions and controls that characterize the risk management process. Let's talk about the stages of the process of developing and implementing risky decisions. The leading role in them is occupied by information analysis, which includes work on monitoring the internal and external environment, to prevent the emergence of new sources of risk and the study of known factors. There is also such a thing as diagnosing a situation. It depends on the specifics of the problem to be solved, the main amount of work is to study the reasons that cause risk deviations. The development of decision options as a stage of the management process is based on the fact that for each decision option, the limits of the likely negative manifestation of risk are studied. The decision-making stage contains justification of the parameters of acceptable risk and the development of a system of responsibility.

And the final stage, of course, is organization and implementation. Its main task is to implement risk solutions. Timely monitoring of deviations in risk parameters and adjustments are often essential.

There are also basic controls used in risk management. Management strategy is actions aimed at ensuring and studying the tasks, functions and goals of the enterprise risk manager. The criteria for selecting a risk decision determine the boundaries of legality depending on sales volume, cost, inflation and price changes. Identification of ways and means to minimize risk losses. This includes insurance and other various risk protections, which are mandatory in crisis management. And at the end, the effectiveness of the achieved level of losses in relation to the costs of risk management is assessed.

Thus, it can be concluded that risk assessment is part of the effectiveness assessment.

When managing organizations, organizational and managerial links arise. These include such as forecasting and risk assessment, consulting services. The simplest solution is considered to be the introduction of a risk manager position at an enterprise and the creation of a body that coordinates actions to manage the main types of risk.

Incredibly great importance in anti-crisis management acquires professionalism in the management of risk situations. Often the level of risk depends more on the perception of the situation by the manager, on his knowledge, intuition and experience, rather than on the development of the market and the economy as a whole.

Successful risk management requires:

1) an information support system that corresponds to the global trend in the development of information technologies;

2) managerial education of personnel;

3) professional skills;

3. Methods for assessing investment risk

The most urgent problem of anti-crisis management in Russia is the development of investment processes. At the moment, there is a tendency for foreign investors to distrust the domestic investment structure.

The process of economic stabilization gives rise to the need for credit resources.

An important role is now being acquired by studies of the investment climate, the quantitative indicator of which is investment risks, which characterize the probability of losing funds invested in the economy.

Investment risk assessment is primarily necessary for potential investors so that they can imagine what the situation is at the investment object and foresee the likely directions for its development.

There is a fairly large number of groups of methods for assessing the investment climate. Let's designate one of them.

Statistical analysis. Here, the level of risk is usually measured by two criteria: dispersion (average expected value) and variation in the possible result (variability). At the same time, the variance measures the possible average result, and when assessing the financial risk of an organization, it is a weighted average of the squared deviations of the true financial results. Variation, on the other hand, reflects the degree and measure of deviation of the expected mean value from the actual mean value.

Factor analysis of financial risks. This analysis is divided into two groups: diversified and non-diversified. Diversified risk is assessed by the number of options for the development of the investment object, the level of competition, the number of contracts concluded and orders received. Non-diversified risk is assessed by the bank interest rate on loans, by the presence of inflation and the overall development of the country. The coefficients of financial stability, business activity are calculated, and the probability of bankruptcy is also determined.

Method of expert assessments.

Assessment methods developed by Western companies:

1) socio-political;

2) external balance of payments;

3) economic.

Often these days, risk factors in Russian regions are assessed. Territorial differences objectively reflect the specifics of individual regions, their national, social, political and economic differences.

In accordance with this issue, it is possible to single out the factors of Russian regional investment risks, which are presented in the form of Table 2. We can observe a similar table in the textbook on anti-crisis management edited by Professor E.M. Korotkov.

Table 2

Factors of Russian regional investment risks

As a result, new economic ties give rise to new mechanisms for their implementation, which are determined by risk assessment.

4. Characteristics of the state of the investment process as a basis for making investment decisions in anti-crisis management

Nowadays, the volume of investments is the most important indicator of the sustainable development of the nation's economy. And despite this, in the 1990s there was an incredible decline in investment, which outstripped even the rate of decline in production. So, in 1995, compared with 1990, there was a decline in gross domestic product (GDP) by 38%. While the volume of investments in fixed capital decreased over the same years by 69%. In 1997, compared with the same 1990, the decline in GDP was 40%, and the decline in investment in fixed assets over the same period was 76%. Thus, the situation in the field of investment in this area in the 1990s should be characterized as a crisis.

The investment crisis in Russia of that period was caused by a number of factors:

1) a significant decrease in the absolute volume of accumulation;

2) a significant reduction in its share in GDP;

3) a decrease in the share of profits of enterprises that are aimed at expanding production;

4) financing of investments in fixed capital has also decreased significantly.

A special role was played by the fact that in the 1990s commercial structures, the population and even banks invested not in the development of the real sector of the economy, but in:

1) trade and intermediary activities;

2) financial;

3) purchase of foreign currency.

The reason for this situation was that the profitability of industrial production was the lowest.

Therefore, today the main task is to establish the advantages of the sector of the economy, that is, to try to create the most favorable conditions for investment in production.

It should be noted that factors such as:

1) division of financial management functions between levels of government;

2) granting greater independence to the regions in the field of financial policy;

3) increasing the role of decentralized funds of financial resources - did not play an important role and did not lead to an increase in the financial impact on the current economic situation in the country.

Analyzing financial activity, it is necessary to clearly distinguish between financial and capital-forming investments. In capital-forming investments, capital investments play an important role. Also exist:

1) investments in intangible assets such as patents, licenses, etc.;

2) investments in working capital, for the purchase of land plots and nature management facilities;

3) the cost of major repairs.

There is a grouping of reasons that determine the need for investment:

1) new construction;

2) reconstruction and technical re-equipment;

3) extension.

To overcome the negative moments in the Russian economy, an anti-crisis investment strategy should be created. When managing investment processes, it is necessary to rely on the study of important phenomena, such as:

1) investment objectives, which must be clearly defined;

2) investment objects to be selected in accordance with priorities;

3) sources of investment, which should be identified taking into account these opportunities.

These seemingly basic, but necessary conditions should contribute to the solution of the main tasks of the state's anti-crisis investment strategy.

5. Sources of investment financing in conditions of limited financial resources

The search for sources of investment financing has long been one of the most important problems associated with investment activities.

In Russia, at the present stage of development, this problem can perhaps be called the most acute and urgent. The entire system of financing the investment process consists of a set of methods, sources and forms of financing investment activities.

In modern conditions, a large number of sources of investment financing have been formed. We list the main ones:

1) net profit of the enterprise;

2) depreciation charges;

3) funds from budgets of various levels;

4) on-farm reserves of the enterprise;

5) funds accumulated by the banking system;

6) funds received in the form of loans and credits from international organizations and foreign investors;

7) funds received from the issue of securities.

In general, all sources of financing are now usually divided into budgetary or centralized and extrabudgetary or decentralized.

Centralized sources include:

1) federal budget funds;

2) funds from the budgets of the subjects of the federation;

3) funds of local budgets;

4) funds from extra-budgetary funds, etc.

Decentralized sources include, respectively:

1) net profit;

2) depreciation charges;

3) funds from the issue of securities;

4) credit resources, etc.

Sources of investment resources are also divided into four groups:

1) budget financing from the budgets of all levels;

2) own savings of enterprises;

3) foreign investments;

4) savings of the population.

Let us consider each of these groups in more detail and, as a basic principle, take an assessment of the possible increase in investments in investments:

1) the use of budgets of all levels to finance investment programs today is quite problematic. In the late 1990s, there was a steady decline in investment in fixed capital, which was financed from the budget. A particularly noticeable decrease in funding was at the expense of the federal budget;

2) the accumulation of own funds of the enterprise, in fact, almost never occurs. A number of reasons contribute to this. One of them is high inflation. For this reason, there is a depreciation of depreciation funds and working capital of the enterprise. Many enterprises now do not have enough finances even to maintain production volumes, and even more so for technical re-equipment or an increase in output.

And, of course, this leads to a decrease in production and a decrease in profit, which is necessary for the accumulation of investment resources. To date, the working capital of enterprises is almost 80% secured by loans from commercial banks, which leads to the fact that most of the profits go to pay bank interest;

3) many politicians and economists associate the opportunity to revive investment processes with the attraction of foreign investment. Now, on the one hand, there is an increase in the volume of foreign investment in enterprises and organizations in Russia, and on the other hand, the share of direct investment varies in different years from 35% to 67,7%. At this time, foreign investors prefer to invest their money in export-oriented industries. Trade, industry and public catering remain the most attractive for foreign investors. It should be noted that almost all foreign investments are risky and sometimes short-term, and, in addition, the behavior of foreign investors depends too much on the influence of political, economic and psychological factors;

4) the volume of savings of the population is estimated by various sources to be up to 20-30 billion dollars. But, unfortunately, most of these savings are kept in cash by the population. In a market economy, the banking system plays a critical role in the distribution of cash savings. Naturally, therefore, banks must be able to convince the population that they should not only save, but also trust the mechanism that will make their savings work effectively.

6. Methods for evaluating investment projects and the attractiveness of enterprises

Methods for evaluating investment projects.

The basis for making managerial decisions regarding investments is the comparison of the volume of investments with cash receipts (annual) after the project is put into operation.

To compare the size of investments and future cash receipts, it is necessary to take into account the time of inflows and outflows of funds as a result of the investment project, for this it is necessary to carry out the procedure for discounting payment flows. Table 3 presents the classification of investment financing sources.

Table 3

Classification of investment financing sources

All methods of comparing investment projects are based on the availability of various information. This information can be obtained as a result of certain actions:

1) it is necessary to estimate the amount of expected cash flows from the proposed project;

2) it is necessary to determine the discount rate of future cash receipts, which should reflect the expected income from the project by the investor;

3) then you need to calculate the discounted value of each flow, which is expected, when they are summed up, the accumulated value of discounted income is determined. The value obtained during the calculation characterizes the funds reduced by the time of investment and the amount of income from investments. And now we can compare this value with the size of investments;

4) and the final step is to calculate the required investment.

Each of these steps is a very complex and time-consuming process. The degree of reliability of such estimates is not high enough, since the level of uncertainty in each of the cash flow parameters and the discount rate is too high. It is also extremely difficult to draw up the financial section of a business plan given high levels of inflation and economic instability. There are many factors to consider when developing a business plan. Let's name some:

1) factors that characterize the trend of industry expansion;

2) the possibility of changing the position of the enterprise in this market and ways to enter new markets;

3) change in the financial capabilities of partners;

4) availability of additional volumes of material and financial resources.

But even these factors can become secondary, provided that the need for investment is determined for reasons of the country's economic security or environmental problems.

Consider the methods that serve as the basis for decision-making in investment policy. The most common in domestic and foreign literature are:

1) determination of the payback period of investments - payback period - PP;

2) calculation of the average return on investment - AR;

3) calculation of net present value - NPV;

4) determination of the internal rate of return - IRR.

The payback period is usually understood as the number of years required to return the initial investment. Previously, this indicator was the most widely used method. Its main advantage lies in the ease of calculation and interpretation. And one of the disadvantages of this indicator is that it does not take into account the impact of cash flows beyond the payback period. And besides, if undiscounted cash flows are used, then this method does not take into account differences between projects with the same cumulative income, but with a different distribution of such income over the years.

When using the second option for calculating the payback period, when discounted cash flows are used, this disadvantage is eliminated.

Also, this method is very actively used when we talk about investments with a high degree of risk. Then the main decision-making criterion is the speed with which the investment pays off. The payback period characterizes the period in which absolutely no additional income was received on the invested funds. Such returns must come in years that are beyond the payback point. And therefore, the payback period should be compared with the value of the investment life cycle, i.e., the period of time during which the investment project should generate income. If this period exceeds the calculated payback period, then the period during which the enterprise will have additional income for investments in fixed capital must be determined. In the case when the payback period and the life cycle coincide, the enterprise will incur losses in the form of hidden costs. This is due to the fact that income could be received on the invested funds.

The method of average return on investment according to the principles of calculation is very close to the payback period. It is determined by dividing the average annual net profit by the average cost of investments.

The main disadvantage of this method is that it does not take into account the time component of cash flows. The remaining two methods are based on comparing the value of the initial investment with the total amount of discounted cash flows over the life cycle of the investment. Where cash flows are net income plus depreciation.

To determine the discounted value, you must first determine the discount rate. This rate in investment calculations represents the level of possible profitability from the considered project. After that, the amount of discounted cash flows that were during the entire life cycle of the investment is determined. This amount is compared to the initial cost of the project. This implies such a concept as net present value, which is the difference between these two values. If at the end of the calculations a positive value is obtained, then the investment project can be accepted, since the total cash flow during the life cycle of the investment will cover the capital investments, an increase in the market value of the enterprise will provide the desired level of return on investment. If the NPV is negative, the project is rejected because the desired rate of return and investment cannot be covered.

From the foregoing, we can conclude that at high discount rates, the value of cash flows will differ significantly from receipts in the corresponding period. So, with a shortage of funding sources, preference is given to short-term projects.

The calculation of the internal rate of return is based on the same methods as the net present value. But here a different task is posed, which is to determine the level of return on investment. This method will ensure that the discounted values ​​of income and expenses are equal throughout the life cycle. It can be concluded that IRR corresponds to the discount rate of cash flows if NPV = 0.

It should be noted that given the crisis situation in the Russian economy, the effectiveness of using quantitative methods in assessing investment projects decreases. The uncertainty of the economic situation affects the quality of forecasts and because of this, there is an increased risk in assessing investments. High inflation explains the need to take future cash flows into account. All this does not mean that we should abandon the use of the methods discussed, but only emphasizes that their use must be approached with greater care and caution.

Evaluation of the investment attractiveness of the enterprise.

Based on world practice, the assessment of the proposed project is carried out in the presence of the necessary data, such as:

1) cash flow;

2) balance sheets;

3) income statement.

For European and Russian firms, the main indicator of investment is the payback period and return on assets. In Japanese companies, everything is different, where the leading role belongs to the strategic assessment of the position in the market. To assess the investment activity of the United States, two indicators are usually used:

1) investment efficiency;

2) residual income.

As for the stages that are used in the process of making investment decisions, at the moment there are three main ones:

1) the amount of investments and identification of sources of financing;

2) assessment of expected cash flows from the implementation of the investment project;

3) assessment of the financial condition of the enterprise and the chances of its participation in investment activities.

1. Perhaps the most important stage in assessing investment attractiveness is the analysis of the financial and economic activities of the enterprise. With its help, the attractiveness and prospects of a given enterprise are assessed from the point of view of the possibility of mobilizing available sources.

Denote what is the financial condition of the enterprise. The financial condition of an enterprise is a concept and its characteristics, which are based on an assessment of the effectiveness of the allocation of funds, the availability of the necessary financial base, the organization of settlements and the stability of solvency. As you know, financial reporting data serve as a source of information to characterize the financial condition, these data are evaluated for a clearly defined period.

Very widespread are various methods created to assess the financial position of an enterprise, which are based on the analysis of a system of financial ratios.

With all the widest variety of existing methods using financial ratios, their significant and main differences are determined by the following circumstances:

1) the degree of diversity of financial ratios that are used in the analysis;

2) principles for assessing the impact of these coefficients;

3) methods for obtaining a general assessment of the state of finance in the enterprise.

2. In the context of economic downturns that are typical for our country, it is very important to focus on enterprises that remain profitable in any difficult economic situation. Such information can be obtained on the basis of the dynamics of the enterprise's profit for a certain number of previous periods according to the profit and loss statements.

3. Based on the data of the same report, the ratios of the coefficients for increasing the proceeds from the sale of goods, services and the total value of assets are determined. If we observe that the growth rates of revenue are greater than the growth rates of assets, then we can safely declare an increase in the efficiency of the use of enterprise resources. If, on the contrary, the value of assets increased faster than the proceeds from the sale, then the conclusion is that the efficiency of the use of resources fell.

4. The presence or absence of the company's own working capital is extremely important. The amount of these funds is determined as the difference between current assets and short-term liabilities. The presence of own working capital is the most important indicator of the financial strength of the enterprise and reliability for partners.

5. Analysis of the range of manufactured products is of undoubted interest to investors. Such an analysis is considered from the point of view of the interaction of fixed and variable costs in the system of its cost. Businesses that have a very high level of fixed costs in their total amount of production are extremely susceptible to the slightest changes in sales volume.

Fixed costs These are those costs, the amount of which does not change with a change in the volume of production. These include, for example: rent for premises, salaries of managers, etc.

In the event that the volume of sales of goods falls, fixed costs will remain at the same level, and as a result, profits will fall even more than revenue. Variable costs change in the same way as the volume of production. Thus, we can conclude that the business risk in enterprises where there are more fixed costs is much higher than where variable costs prevail.

6. In the reports of the enterprise, special attention should be paid to the presence of losses, loans and credits not repaid on time, and necessarily overdue receivables and payables. The next stage of the analysis is an assessment of the financial condition of the enterprise. This assessment is carried out using a system of financial ratios.

With all their diversity, they should include indicators of such areas for assessing the financial condition.

The first group is liquidity indicators.

The second group - indicators of financial stability.

The third group - indicators of business activity.

The fourth group - indicators of profitability.

The choice and justification of evaluation criteria against which the financial ratios of a particular enterprise can be compared is a particular problem. First of all, it must be taken into account that there cannot be uniform values ​​of coefficients for all enterprises due to the specifics of technological processes and the labor intensity of manufactured products. For this reason, indicators of the best enterprises in the industry or industry average values ​​of financial ratios should be used. The availability of information on the relevant indicators provides an opportunity to obtain for each group of coefficients an assessment of the category in which the corresponding enterprise falls. There are three categories here:

1) below average level;

2) average level;

3) the level is above average.

If such guidelines are not available, when assessing financial ratios, it remains possible to track their dynamics over periods and describe the trend in their change. The next step is to interpret according to three trends:

1) favorable, which improves the economic condition of the enterprise;

2) unfavorable, causing a deterioration in the economic condition;

3) neutral, when financial ratios remain in the same position.

By calculating the balance of positive and negative points, you can get a general conclusion about changes in the financial condition of the enterprise.

7. Investment process as a factor of anti-crisis management

Any socio-economic system can achieve its highest success only if there is a basic indicator, which is that this system must be in a state of steady development.

Development is the acquisition of a new quality, which determines the strengthening and sustainability of the enterprise's life and its growth.

An enterprise runs the risk of becoming uncompetitive, no matter how successfully it functions, if the goal of management is not to master new technologies, on the basis of which it is possible to produce new types of products of higher quality and at the lowest cost.

Non-competitiveness - weakening positions in the sales market, a decrease in the number of consumers of products and a decrease in profits.

More recently, this problem was especially relevant for the economy of our country, since it was at the stage of transition to a market economy. A characteristic feature of the then situation in the Russian economy was the general decline in production and competitiveness of products, the lack of interest of the majority of producers and the implementation of innovations.

The crisis in the country's economy is exacerbated by an innovation crisis, which manifests itself in a number of factors:

1) reducing the manageability of the processes of creation and implementation of innovations;

2) lack of funding sources;

3) winding down the activities of research teams.

With this in mind, the search for solutions to the problems of managing innovative processes is the most important goal of anti-crisis management.

In parallel, the features and nature of the development of innovative technologies are determined by the general economic situation and the patterns of its development, which are directly characteristic of the innovation sphere. Their study proceeds within the framework of the theory of innovations from the moment of its origin.

Edward Deming is a famous American economist. The entire Japanese industry owes its birth, development and worldwide success to him. He wrote the book "Out of the Crisis", in which he outlined his corporate management program. This program is that "the success of some breeds difficult problems for others."

And Deming formulated its essence in 14 famous principles. He encourages the management of all companies to follow these principles. Let's name some of them:

1) strive to ensure that the improvement of goods and services is constant. Your goal is to be competitive, provide jobs and stay in business;

2) create a system for training personnel for existing vacancies;

3) constantly strive to improve the production and service system in order to improve quality and productivity, and accordingly, continuously reduce costs;

4) implement a global training and self-improvement program;

5) ensure that every employee participates in the change system;

6) Form an effective leadership team.

In practice, these principles are inevitably associated with the formation of an effective system of innovative enterprise management.

They allow the company to function successfully without facing crisis situations.

Theoretical knowledge, which makes it much easier to understand the structure of the innovation process based on innovation cycles, is an important condition for perceiving the goals and objectives of the innovative development of an enterprise.

J. Schumpeter is an outstanding Austrian economist, who made the greatest contribution to the development of the theory of innovation. At the beginning of the last century, he developed his theory of economic development.

In his opinion, innovation is the basis of economic growth. In accordance with the classification developed by him, innovations are:

1) the production of a new, previously unknown to consumers good. Either the creation of this good of a new quality;

2) the development of a new sales market, in which this industry of this country was not represented before;

3) finding or obtaining a new source of raw materials;

4) the introduction of a new method of production, previously unknown to the industry, based on scientific discoveries.

5) carrying out an appropriate reorganization.

N. D. Kondratiev is the author of the theory of large market cycles.

He is a representative of Russian researchers who have made a significant contribution to the development of the theory of innovation. With the help of the theory of N. D. Kondratiev, many specialists in the field of management got the opportunity to study the causes of recessions in industry and determine possible ways to overcome crises through innovative capital renewal.

R & D - research and development work.

In the initial phase of R&D, theoretical studies and various developments were carried out. As a result of their implementation, new knowledge, ideas, and useful information of the highest quality appeared.

Phases of the product life cycle.

There is a phase of technological development of production, the main objectives of which are considered to be its preparation for the use of the results of development and provision of the necessary conditions. Here we observe the interaction of science and production, on which depend:

1) the timing of the introduction and the start of mass production of new products;

2) the pace of development of innovations.

There is also a phase of replication of new products, the essence is stable production, designed to meet the needs of society in specific types of products.

The last phase shows the stage at which the market reaches saturation.

Then there is a decrease in sales volumes, ensuring demand.

It is possible to identify a number of conclusions arising from the study of the product life cycle.

These conclusions should be kept in mind when studying the strategy of the innovation process.

1. Indicators of change in profits and sales volume clearly show cases of successful introduction of innovations to the market. The increase in profits is significant even after offsetting all R&D costs requiring investment.

But in any case, there is a considerable risk of failure of an innovation introduced to the market, since uncertainty is inherent in the innovation process.

2. Initial success depends on the ability to develop an undeniably new product. But the subsequent profit depends on marketing and the level of production.

8. Innovative potential of enterprises, its role in anti-crisis management

The process of forming an innovation system is affected by the level of the enterprise's innovative potential, i.e. its ability to achieve its goals. The implementation of these goals acts as one of the ways to obtain high profits, increase competitive opportunities in the market, solve the problem of survival and specifically the crisis problem. The more successfully the enterprise avoids crisis situations, the greater the innovative potential of the enterprise.

There are managerial and technical factors that determine the innovative potential of an enterprise:

1) the state of the control system;

2) the level of development of production;

3) type of organizational structure;

4) current policy trends;

5) understanding the need for changes and the readiness of the staff for them.

Factors that determine the level of innovation potential can be divided into the following groups:

1) factors of the innovation process as a directly independent object of management;

2) environmental factors;

3) factors of the internal environment.

This group is a set of its own internal capabilities as a complex system that determines its development.

Setting goals, developing projects and innovative solutions - these elements of the innovation process are highlighted here in the first place.

The composition consists of the capabilities of the enterprise. These opportunities are manifested in a wide range of aspects:

1) financial and economic situation;

2) the position of the organizational structure of management;

3) organizational and technical level of the communication system;

4) the value of material and innovative resources.

5) professionalism and decisiveness of managerial personnel.

The factors presented in Table 4 below have a strong influence on the development of innovative potential.

Table 4

Factors influencing the development of innovations

Distinctive features of innovative enterprises:

1) it is necessary to organize a special group that could be responsible for the creation of new ideas;

2) this group should search for sources of information;

3) stimulation of the creative activity of the staff;

4) encouragement by managers of innovative activity of employees;

5) a strict innovation management strategy.

Analyzing these signs, it should be noted that if the first four signs characterize the organizational policy of the company, then the fifth is the need for an innovative strategy that creates conditions for the development of new ideas.

The innovation strategy closely interacts with the principles of entrepreneurial management.

It requires the leader to:

1) the ability to foresee;

2) courage and realism;

3) entrepreneurial approach;

4) imagination;

5) initiative.

The ability to determine priorities is the most important condition for management. Managers are responsible for the innovation strategy. The related task of management is to:

1) identify managerial potential;

2) periodically review the talent potential of their employees;

3) clearly establish the goals of management training;

4) allocate appropriate resources.

There are two types of innovation strategy:

1) adaptive - characterized by the fact that the company uses innovation as a response to changes taking place in the market. This is done in order to maintain their positions in market conditions, in other words, in order to survive. This strategy is characterized by the concept of efforts with the help of some changes and improvements in existing products, technologies, markets, often in line with established, traditional ways for this organization to achieve success. This problem most often faces enterprises that occupy strong positions in a particular industry, but have not been able to abandon their usual approaches. Organizations with an adaptive strategy can only continue on the path that has led them to success in the past if competitive conditions remain relatively stable. But with this approach, there is no way to overestimate problem-solving methods if conditions change dramatically. This is the danger of an adaptive approach;

2) competitive - here innovation is used as a starting point for success. Innovation is a means of achieving competitive advantage. This strategy is based on a creative approach and involves a feedback analysis of the innovative environment of the enterprise. It consists of factors of innovative potential. This strategy requires continuous innovation and improvement of the enterprise through continuous assessment in the field of ways to analyze and solve problems.

The clearest example of such a strategy is the South Korean conglomerate Samsung. Now it consists of 25 companies that produce a wide range of products: computers, trucks, construction equipment, marine vessels, etc. Samsung has been on the market for more than fifty years, at first it only copied samples and other people’s products, but now it has numerous developments in the field of electronics. The specifics of its strategy are intensive investments in research, development, production development and training of qualified personnel. Every year they spend 2,5 billion dollars for these purposes. One aspect of Samsung's strategy is to transfer assembly shops for simple products to countries with cheap labor.

Scholars identify four levels of organizational experience:

1) the level of the external environment - competitors, consumers, conditions;

2) the level of enterprise actions - innovative strategy and management methods;

3) the level of methods and processes for identifying, defining and solving problems (level of knowledge, culture);

4) the level of organizational consciousness, which includes the three previous ones.

There are organizations whose goal is to use all levels of organizational expertise. Such organizations often experiment and analyze failures and achievements, draw conclusions. Two important aspects of creativity: personal flexibility - the ability to change one's behavior under the influence of reality.

Managers must be able to give up habits, expand the possibilities of their behavior; willingness to take risks. The main task here is to free managers from the fear of losing.

9. Formation of innovative infrastructures as a condition for overcoming the crisis

One of the main objectives of the economic policy of developed and developing countries is the creation of innovative structures. With the help of these structures it is possible to stabilize the economic situation. They are usually created during a period of economic recession, which is accompanied by: job cuts; reduction of budget allocations for scientific development. Nowadays, such innovative structures are very popular: scientific and technical parks, technopolises, high technology centers, business incubators.

Technoparks - provide new jobs, promotes the transition of production to new technologies. Technoparks are usually divided into:

1) research - satisfy the need for effective scientific research;

2) industrial - are engaged in the creation of jobs and industrial premises;

3) technological - help organize small industries and commercialize the results of scientific and technical developments.

Business incubators are created for the development of small science-intensive enterprises. The reasons for their creation are presented in Table 5.

Table 5

Reasons for creating business incubators, technology parks and technology centers in world practice

All the reasons listed above are relevant for our country.

Management of the innovation process requires social mechanisms. This is mainly due to the uncertainty inherent in innovation activities. There is always a risk that the price of developed innovative solutions will be higher or new products will fail in the market. Investment inefficiency is closely related to the possibility of commercial success.

By creating a special program that supports the innovation process, this problem can be solved. Innovative infrastructure is an organizational, financial and credit, material and information base for creating conditions that can contribute to:

1) provision of services for the development of innovative activities;

2) efficient allocation of funds.

The creation of an innovative structure depends on the level of economic development of the country. If this level is large enough, then we can observe such a process as softization and serving.

Softization - increasing the role of non-material and non-material factors of production, informatization of society.

Serving - is closely intertwined with the concept of softization and means the advanced development of the service sector.

An innovative infrastructure in a transforming society can help science enter the market environment and develop entrepreneurship in the scientific and technical field. It is for this reason that its formation is determined by the state of the market infrastructure.

The directions in which the innovation infrastructure distributes risk:

1) by phases of the innovation process;

2) between venture participants;

3) reduces the risk of investing in a certain region;

4) between the state and institutional investors.

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.

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