Crisis management. Cheat sheet: briefly, the most important

Lecture notes, cheat sheets
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Crisis management. Cheat sheet: briefly, the most important

Lecture notes, cheat sheets

Table of contents

1. THE CONCEPT OF THE CRISIS AND THE REASONS FOR ITS APPEARANCE

Crisis - this is an extreme aggravation of contradictions in the socio-economic system (organization), threatening its viability in the environment.

Causes crisis:

1) objective, related to the cyclical needs of modernization and restructuring;

2) subjective, reflecting mistakes and voluntarism in management;

3) natural, due to climate, earthquakes, etc. The causes of the crisis can be external и internal. For example, for a company, external causes of a crisis may be associated with trends and strategies of macroeconomic development or even the development of the world economy, competition, political situations in the country, and internal causes - with risky marketing strategies, internal conflicts, shortcomings in the organization of production, imperfect management, innovation and investment policy.

If we understand the crisis in this way, then we can state that the danger of a crisis always exists, that it must be foreseen and predicted. In understanding the crisis, not only its causes are of great importance, but also effects: perhaps the renewal of the organization or its destruction, recovery or the emergence of a new crisis - perhaps even deeper and longer. Crises can occur as a chain reaction.

There is a possibility conservation crisis situations for quite a long time. This may also be due to certain political reasons.

The consequences of crises are closely related to two factors: their causes and the possibility of managing crisis development processes.

The consequences of the crisis can lead to abrupt changes or a soft, long and consistent way out of it. Crisis changes in the development of the organization are long-term and short-term, qualitative and quantitative, reversible and irreversible.

Different consequences of the crisis are determined not only by its nature, but also by the nature of anti-crisis management, which can either mitigate or exacerbate the crisis. The possibilities of management in this regard depend on the goal, professionalism, art of management, the nature of motivation, understanding the causes and consequences, and responsibility.

2. TYPOLOGY OF CRISES

Practice shows that crises differ not only in their causes and consequences, but also in their essence.

There are general and local crises.

General cover the entire socio-economic system, local - only part of it. Depending on the problems of the crisis, macro- and micro-crises can be distinguished.

Macro crisis rather large volumes and scales of problems are inherent; microcrisis captures only a single problem or a group of problems.

Depending on the structure of relations in the socio-economic system, the differentiation of the problems of its development, separate groups can be distinguished.

Economic crises reflect acute contradictions in the country's economy or the economic condition of the firm. These are crises of production and sale of goods, relationships between economic agents, crises of non-payments, loss of competitive advantages, bankruptcy, etc.

Социальные crises arise when contradictions or clashes of interests of various social groups or formations aggravate: workers and employers, trade unions and entrepreneurs, workers of various professions, personnel and managers, etc.

Organizational crises manifest themselves as crises of separation and integration of activities, distribution of functions, regulation of the activities of individual units, as a separation of administrative units, regions, branches or subsidiaries.

Psychological crises are crises of a person's psychological state. Manifested in the form of stress, acquiring a massive character, the emergence of a feeling of insecurity, panic, fear for the future, dissatisfaction with work and social status.

technological crises arise as crises of new technological ideas under conditions of a clearly expressed need for new technologies (a crisis of technological incompatibility of products, a crisis of rejection of new technological solutions).

By anticipation, crises can be predictable and unexpected.

Predictable - come as a stage of development, can be predicted and are caused by objective reasons for the accumulation of crisis factors - the need for restructuring production, changing the structure of interests under the influence of scientific and technological progress.

Unexpected - are often the result of gross errors in management, or any natural phenomena, or economic dependence, contributing to the expansion and spread of local crises. There are also crises explicit (leak noticeably and easily detected) and latent (hidden, flow relatively imperceptibly and therefore the most dangerous).

In addition, crises are acute and mild.

Sharp crises often lead to the destruction of various structures of the socio-economic system.

Soft crises flow more consistently and painlessly. They are predictable and easier to manage.

3. SIGNS OF A CRISIS: RECOGNITION AND RESOLUTION

The classification of crises is of great importance in their recognition and, consequently, in their successful management. The classification features of a real crisis can also be considered as its parameters, "prompting" or determining the assessment of the situation, the development and selection of successful management decisions. The danger of a crisis is always there. Therefore, it is very important to know the signs of the onset of crisis situations and assess the possibilities for their resolution.

Overcoming crises - controlled process. This is evidenced by many crises that have occurred in the history of human development, production and the economy. The success of management depends on the timely recognition of the crisis, the symptoms of its onset. The signs of a crisis are differentiated primarily by its typological affiliation: scale, problems, severity, area of development, causes, possible consequences, phase of manifestation. In recognizing a crisis, the assessment of the relationship of problems is of great importance. The existence and nature of such a relationship can tell a lot about both the danger of the crisis and its nature.

Crisis prediction possible only on the basis of a special analysis of situations and trends. Recognition is based both on indicators that are effective in management, and on specialized ones, which, probably, will still have to be developed in the future.

Of great importance is not only the system of indicators reflecting the main signs of the crisis, but also methodology their design and practical use. In the modern mechanism of management, this is its weakest link. We are talking about a methodology for recognizing a crisis in all aspects of this process: the goal, indicators, their use in the analysis of situations, the practical value of predicting crises.

The methodology for recognizing a crisis is closely related to the organization of this work, i.e., the availability of specialists, the definition of the functions of their activities, the making of recommendations or decisions, and interaction in the management system. It is supposed to train and have not only so-called anti-crisis managers, but also analysts specialized in this activity.

4. ECONOMIC CRISES AND CYCLICAL DEVELOPMENT OF THE ECONOMY

The possibility and necessity of economic crises determined by the contradictions between the production and consumption of goods. With the development of a market economy, commodity and money circulation, the likelihood of an exacerbation of this contradiction increases, as direct economic ties disappear. The interests of intermediaries wedge themselves into them. A regional and sectoral structure of the economy emerges, and this occurs in conditions of general integration of economic life.

Division of labor, development of specialization and cooperation exacerbate the contradiction between production and consumption. This contradiction is also manifested in the gap between production and consumption both in time and space. The aggravation of the contradiction becomes not only noticeable, but also regular and proceeds like periodic economic crises.

In pre-capitalist modes of production, the economic crisis manifested itself in the form of underproduction material wealth. Under capitalism, it is most acutely manifested in their overproduction.

The manifestation of this contradiction in different historical periods and in different countries has its own specifics. However, the crisis, like any phenomenon of social development, has certain features. The essence of the economic crisis is manifested in a significant mismatch between production and consumption. This disrupts the normal functioning of the entire economic system and manifests itself in the overproduction of goods in relation to effective aggregate demand, disruption of the process of conditions for the reproduction of social capital, mass bankruptcies of firms, rising unemployment and other socio-economic shocks.

The periodicity of the onset of the economic crisis and the phases of its manifestation characterize the cyclical nature of the development of the economy, which, in turn, reflects the pattern of development of reproduction, the alternation of declines and rises in production. K. Marx studied this problem most deeply and thoroughly. He studied the causes of crises and substantiated their natural character.

5. SCIENTIFIC CONCEPTS EXPLANATION OF ECONOMIC CRISES

On K. Marx, the main reason for the cyclical nature of the capitalist economy and economic crises is the insurmountable contradictions between the social nature of production and the private appropriation of its results. This makes it difficult to resolve crises under capitalism.

Closer to the Marxist position are economists who believe that the cause of the crisis is the disproportionate development of the economy, or "disequilibrium" market. Crises, in their opinion, are due to the lack of correct proportions between industries, spontaneous actions of entrepreneurs, and this is a consequence of imperfect, unprofessional management.

Representatives neoclassical и liberal Schools of economic theory do not link the origins and causes of crises with the nature of capitalism. Many of them consider the cause of crises to be underconsumption of the population, which, in their opinion, causes overproduction, which leads to a crisis. (J. Robinson, leader of left Keynesianism). The “cure” for crises is to stimulate consumption. But insufficient consumption and low solvency are more a consequence than a cause of crises, factors and symptoms of their onset.

Economist F. Hayek, a supporter of market freedom and an opponent of government intervention, believes that crises of overproduction arise due to excess financing from the state (cheap loans, pumping up demand, etc.).

Psychological theory of crises (J. Schumpeter).

Each phase has its own psychological picture, which forms the attitude towards investments. The panic and confusion of the crisis state lead to the stagnation of capital investments, the euphoria in the conditions of the rise stimulates the fever. "Changing situations" form the unevenness of the investment cycle.

Summarizing theories explaining the causes of economic cycles and crises, the economist P. samuelson lists the most important ones:

▪ monetary theory, which explains the cycle by the expansion (contraction) of bank credit (Hawtry et al.);

▪ theory of innovation, which explains the cycle using important innovations in production (Schumpeter, Hansen);

▪ psychological theory that interprets the cycle as a consequence of waves of pessimistic and optimistic mood of the population (Pigou, Bagehot, etc.);

▪ the theory of underconsumption, which sees the cause of the cycle in too large a share of income that rich and thrifty people receive, compared to what can be invested (Hobson, Foster, Catchings, etc.);

▪ theory of overinvestment (Hayek, Mises, etc.);

▪ theory of sunspots - weather - crops (Jevans, Moore).

6. HISTORY OF ECONOMIC CRISES

Non-Marxist schools initially denied the inevitability of economic cycles, proving the possibility of overcoming cyclicality as a phenomenon within the framework of the traditional market mechanism. The development of the world economy in the XX century. shows that extreme views on the cyclical nature of the reproduction process do not reflect the realities of development.

The understanding and explanation of the cyclic nature of economic development, the recognition of its objective causes, have changed over time along with the change in the socio-economic reality itself. Russian economists usually distinguish three stages of changing views on economic cycles.

The first stage - since the beginning of the XVIII century. until the mid 30s. XNUMXth century During this period, the prevailing belief was that economic crises were either impossible at all under capitalism (J. Mill, K. - B. Say, D. Ricardo), or were only random in nature, and that the system of free competition was capable of overcoming them independently (K. Sismondi, R. Robertus, K. Kautsky).

The second stage - Mid 30's to mid 60's XNUMXth century During this period, the works of D. Keynes became widespread and, above all, his conclusion that economic crises (more precisely, depressions, stagnation) are inevitable under classical capitalism and are due to the nature of the market inherent in it. Keynes was one of the first Western economists to state that the capitalist market includes various manifestations of monopoly and is combined with state regulation, which makes prices and wages inflexible. Keynes considered government intervention in the economy in order to stimulate effective aggregate demand as a fundamentally necessary means of smoothing out the problems of crisis and unemployment. His merits in the study of the cyclicity factor should also include the theory of the multiplier developed by him, which subsequently became widely used in the analysis of the causes of cyclicality.

The third stage - since the mid-60s. until now. During this period, firstly, special attention was paid to the distinction between exogenous (internal) and endogenous (external) reasons for the cyclical nature of the market economy, and the advantage was given precisely to endogenous factors. Secondly, the position of a number of specialists was determined, who argued that the governments of developed countries do not always strive for anti-crisis regulation, smoothing out cyclical fluctuations and stabilizing the economic balance, but often pursue the so-called pro-cyclical policy, i.e., provoke and support cyclicality.

7. PHASES OF THE CYCLE AND THEIR MANIFESTATION

The classical crisis cycle is characterized by four phases.

1. Crisis (recession). There is a reduction in production volume and business activity, falling prices, overstocking, rising unemployment and the number of bankruptcies. At the same time, the degree of negative impact of economic crises on individual industries varies. In industries supplying everyday consumer goods, production is reduced on a comparatively smaller scale. At the same time, in an unfavorable economic situation, consumers may almost completely stop purchasing equipment or household appliances in anticipation of better times.

2. Depression (stagnation). This is a phase (more or less long - from six months to three years) of adapting economic life to new conditions and needs, a phase of finding a new equilibrium. She is characterized by uncertainty and erratic actions. It is difficult for an entrepreneur to restore confidence in the market situation; he does not yet risk investing significant funds in business, although prices and business conditions are stabilizing.

3. Revitalization. This is the recovery phase. Investments begin, prices, production, employment, and interest rates rise. The recovery primarily affects industries supplying means of production. Encouraged by the success of others, new businesses are created. The recovery ends with the achievement of pre-crisis levels in terms of macroeconomic indicators. Then a new rise begins, higher than before.

4. Rise (boom). The acceleration of economic development is revealed in a series of innovations, the emergence of a mass of new goods and new enterprises, in the rapid growth of capital investments, stock prices and other securities, interest rates, prices and wages. At the same time, bank balance sheets are becoming more strained and inventories are increasing. A rise that takes the economy to a new level in its progressive development prepares the basis for a new periodic crisis.

initial push (cause) of a new periodic crisis is reduction in aggregate demand, after which a decline in production, a fall in employment, a decrease in income, and a reduction in spending and demand begin again. Factors causing an initial reduction in aggregate demand: replacement of worn-out equipment (previous purchases of raw materials, materials, spare parts are reduced), a drop in demand for certain types of products, an increase in taxes and credit interest, violation of the law of monetary circulation, various political events, unforeseen situations, etc. All this can disrupt the existing market equilibrium and give rise to another economic crisis.

8. THE STATE IN A MARKET ECONOMY

The state plays a significant role in the development of the capitalist economy. The main forms of strengthening the economic activity of the state are its role in situations of market failure, its role in the redistribution of income and wealth, its reaction to the pressure of the electorate in the form of parliamentary coalitions and lobbies, the role of bureaucracy. The failure of the state system is explained by the distorting effect of two important points - the behavior of the electorate and the behavior of the bureaucracy. Distortions can also arise in government structures when the actions of state authorities are aimed at bringing benefits to the officials themselves.

Functions of the staterelated to economics:

▪ normative;

▪ client (when the state acts as a customer and buyer of national economy products);

▪ property;

▪ financial and distribution;

▪ social;

▪ planning and forecast;

▪ resource and distribution;

▪ coordinating;

▪ licensed;

▪ control;

▪ investment and technological;

▪ certification and standardization;

▪ human rights;

▪ security and protective;

▪ environmentally friendly;

▪ health care;

▪ motivational and propaganda.

The implementation of these functions in their specific combination carries the possibility of crises in the public administration system.

In order for the transformations in the public administration system to be successful, maximum public support is required. To do this, politicians need to learn how to solve two independent, but interrelated tasks: to study public opinion and, at the same time, shape it.

Political work involves two parallel processes:

1) informing the public about government policies and advocating them;

2) informing politicians about the opinion of voters. Public relations activities should be part of the policy development process.

The administrative process is of great political importance. At the place of provision of any public services, the population comes into direct contact with the state - for most citizens this is the only situation of direct communication with it.

An equally important issue is the proper application of laws and regulations. The legal legacy of the former system is largely inconsistent with a market economy. Filling existing gaps and revising outdated legislation are urgent tasks.

9. WAYS TO OVERCOME THE CRISIS IN THE SYSTEM OF PUBLIC ADMINISTRATION

The effectiveness of public administration is manifested in the development and strengthening at all levels interconnections the state administration apparatus with society, with citizens. In the absence of interaction, the demands of life become incomprehensible to state bodies, and citizens become alienated from power. The experience of countries with developed democracies shows that the interrelations and interaction of the state apparatus (especially its top echelon) and society are the subject of particular concern and close attention.

Current and future state Russian society urgently requires advancing public administration, i.e., managerial activity that is professional and creative in nature, capable of transferring the experience and values of society into the process of socialization, actively combining knowledge with practice that brings high-tech technologies to society. The following mechanism of such state administration is possible:

▪ formation of knowledge, management concepts, draft plans and programs;

▪ development of management relations;

▪ motivation of creative activity in the field of management;

▪ fostering in society respect for the state, laws, institutions, morality;

▪ development and implementation of management technologies that optimize the management process and combine into one whole management knowledge, relationships and creative activity, the work of public institutions.

Since public administration is based on state power as an organized force of society and extends to the whole of society, it must act with caution.

Russia has just begun its democratic development and the creation of the necessary public and state institutions for these purposes. The authoritarian past hinders the new, hinders its progress, tries to reproduce itself in a new guise. This can explain the persistent violations in the functioning of many state bodies.

10. ECONOMIC SECURITY MANAGEMENT

There are many justifications for various methods that contribute to putting the country on the path of sustainable development and ensuring economic security. Let's consider some of them.

1. Ensuring effective interaction between the state and business in regulating economic processes and strengthening economic security. The economic activity of the state should not replace market mechanisms. The state should be a welcome partner of business.

2. Improving the quality of management of state unitary and state-owned enterprises. These enterprises cannot operate under market mechanisms alone. The state must be responsible for them, and they, in turn, must be responsible to the state. So far there is no such mutual responsibility.

3. All-round support for small businesses, which allows for structural changes in production, intensifying innovation processes, developing and mastering new technologies in various sectors of the national economy.

4. Innovative activities of various types of enterprises. In order for this activity to be more productive, it is necessary to form a unified state innovation policy, determine priorities for the development of the innovation sphere, improve legislative and regulatory acts, transfer enterprises to higher technological structures and create favorable economic and financial conditions for this.

5. Development and implementation of structural policy - a priority direction of development that ensures the economic security of the country, aimed at preserving the most valuable elements of the accumulated technical potential, overcoming the existing deformations in the sectoral, intra-industry and production structure, expressed in the technical and technological lag of domestic production.

6. Activation of science and technology policy along with the development and implementation of sound structural policies. According to specialists' calculations, the share of budget expenditures allocated to R&D should not be less than 2% of GDP.

7. Preventing capital flight from Russia and returning it to the national economy.

8. Changing the cultural, information and educational policies of the state and civil society structures, bringing this policy into line with the traditional values of Russian spiritual culture.

11. ORIGINATION OF CRISES IN THE ORGANIZATION

The causes of crises in the organization can be different. It is important to recognize the symptoms of crisis development in order to use anti-crisis management programs in a timely manner. It is necessary to distinguish between the factors, symptoms and causes of the crisis.

Symptoms are manifested in indicators and, which is very important, in the trends in their change, reflecting the functioning and development of the organization.

Symptom - this is the initial, external manifestation of crisis phenomena, which do not always characterize the true causes of the crisis, but for which these causes can be established. A crisis should be assessed not only by its symptoms, but also by its causes and real factors.

crisis factor - this is an event, or a fixed state, or an established trend, indicating the onset of a crisis.

Cause of the crisis - these are events or phenomena due to which crisis factors appear.

For example, inflation is a crisis factor, the cause of inflation may be an increase in the supply of money due to a large public debt and the impossibility of repaying it in a certain period of time. The symptoms of the crisis can be, for example, the use of dollars in settlement transactions, unjustified and immoderate wage growth, price increases, etc.

In an organization, factors of a crisis can be a decrease in product quality, a violation of technological discipline, aging of technical means, and a large debt on loans. The reasons may be financial and economic miscalculations, the general state of the economy, low qualifications of staff, and shortcomings in the motivation system. The symptoms of a crisis are the appearance of the first signs of negative trends, the stability of these trends, business conflicts, the growth of financial problems, etc.

12. TRENDS IN THE CYCLE DEVELOPMENT OF THE ORGANIZATION

There are various methods for identifying development cycles of socio-economic systems. One of the most rational five-stage development cycle. Each stage corresponds to certain features of the state of the socio-economic system. These features also characterize the type of firm.

The first stage - explerent: the emergence of a company in a market economic environment, the formation of its initial structure. This is the stage of the hidden formation of the 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. The company has not taken shape completely, but already supplies experimental samples, new ideas or services to the market, probes the market for demand. Here there is a danger of a crisis, which lies in the fact that the company may disappear already at the stage of its emergence. A crisis can be fleeting and relatively easy. They are ready for it, so there is a cover: the company is still in the structure of another company, larger and more stable.

The second stage - patient: with a successful development of events, the organization (firm) continues to grow and increase and enters a new stage. In connection with growth trends, a restructuring, differentiation of management functions, and an increase in performance efficiency are required. This is the stage of conquering any segment of the market, strengthening market positions, developing a competitive strategy, and increasing the role of marketing in the management of the company. Most often it is considered as a stage of quantitative growth. At this stage, too, there is a danger of a crisis. The crisis here is mainly caused by external causes, external cycles of economic development or political reasons.

The third stage - violet: the organization reaches a mature state, a stable position in the market, its competitiveness is high, it feels confident. Violent firms are firms with a power strategy, which, as a rule, work in the field of big business, are characterized by a high level of mastered technology, mass production.

The fourth stage - commutated: the period of decline, aging of the company, when the most significant parameters of its life significantly deteriorate, and development, understood as further improvement, comes to a standstill. The structure tends to be simplified and collapsed.

Fifth stage - lethal: destructuring of the company, the termination of its existence in its former form. At this stage, lethal firms appear, i.e., firms that break up due to the impossibility of their effective functioning, or firms that diversify with a complete change in the profile of activity and complete or partial replacement of previous technological processes, as well as a change of personnel.

13. MANAGED AND UNMANAGED PROCESSES OF ANTI-CRISIS DEVELOPMENT

All processes that occur in an organization can be divided into managed and unmanaged.

Managed processes are amenable to change in a certain direction with a conscious impact on them. Orientation and character uncontrollable processes cannot be changed, for one reason or another they proceed according to their own laws; as a result of these processes, what should happen will happen anyway.

Managed and unmanaged processes are in a certain ratio, which reflects the excellence and art of management. Managed processes under certain conditions can become unmanaged and vice versa. The predominance of unmanaged processes leads to anarchy and crises, while the prevalence of managed processes depends on the effectiveness of management and, under certain conditions, also leads to crisis situations.

In addition to the fact that managed processes reflect only a part of all the processes of functioning and development of the organization, they have a measure of control, that is, they are manageable to a certain extent. Consequently, not all processes can be (and are) managed, and managed processes cannot be absolutely managed. This provision is directly related to anti-crisis development and management.

Anti-crisis development is a controlled process of preventing or overcoming a crisis that meets the goals of the organization and corresponds to the objective trends of its development.

Many development processes are characterized by increasing organizational complexity. This is what happens with production, the economy, and the social sphere. The increasingly complex technology of manufacturing a product, its diversity and functional purpose lead to the complication of economic relations, an increasing variety of human interests.

14. POSSIBILITY AND NEED FOR CRISIS MANAGEMENT

The management of the socio-economic system must always be anti-crisis to a certain extent.

Crisis management - this is management that in a certain way foresees the danger of a crisis, providing for an analysis of its symptoms, measures to reduce the negative consequences of the crisis and the use of its factors for subsequent development.

The possibility of anti-crisis management is determined in the first place human factor, the potential for active and decisive behavior of a person in a crisis, his interest in overcoming the crisis, understanding the origins and nature of the crisis, the patterns of its course. Conscious human activity allows you to search and find ways out of critical situations, concentrate efforts on solving the most complex problems, use the accumulated experience of overcoming crises, and adapt to emerging situations. In addition, the possibility of anti-crisis management is determined by knowledge of the cyclical nature of the development of socio-economic systems. This allows you to anticipate and prepare for crisis situations. The most dangerous are unexpected crises.

The need for anti-crisis management reflects the needs of overcoming and resolving the crisis, and possible mitigation of its consequences. This is a natural human and organizational need. It can be implemented only through special anti-crisis management mechanisms, which should be created and improved.

The need for anti-crisis management is also due to development goals. For example, the emergence of crisis situations in the environment that threaten human existence and health forces us to look for and find new means of crisis management, which includes making decisions about changing technology. Thus, nuclear energy is an area of activity with an increased risk of crisis situations. And here the main thing in crisis management is the need to increase the professionalism of technical personnel, strengthen discipline, and organize the development of new and safer technologies. These are all management problems. Solving technical problems also starts with management.

15. PROBLEMS OF ANTI-CRISIS MANAGEMENT

The problem of anti-crisis management is extensive and varied; it can be divided into four groups.

The first group of - problems of recognizing pre-crisis situations: to see the onset of the crisis in a timely manner, to detect its first signs, to understand its nature. The possible prevention of the crisis depends on this. But not only from this. Crisis prevention mechanisms need to be built and put into action. And this is also a management problem.

Not all crises can be prevented; many of them must be experienced and overcome. And this is achieved through management. It solves the problems of the life of the organization during the crisis, contributes to the exit from the crisis and the elimination of its consequences.

The second group problems of anti-crisis management is associated with key areas of the organization's life. These are, first of all, the methodological problems of its life activity. In the processes of their solution, the mission and purpose of management are formulated, the ways, means and methods of management in a crisis situation are determined. This group includes a complex of financial and economic problems.

The problems of anti-crisis management can also be represented in the diversification of management technologies (third group of problems). It includes, in its most general form, the problems of forecasting crises and behavior options for a socio-economic system in a crisis, problems of finding the necessary information and developing management solutions. Problems of analysis and assessment of crisis situations are also of great importance. There are many restrictions on time, personnel qualifications, insufficient information, etc. This group also includes the problems of developing innovative strategies that help bring the organization out of the crisis.

Fourth group problems include conflictology and personnel selection, which always accompany crisis situations, investment in anti-crisis measures, problems of bankruptcy and reorganization of enterprises.

The composition of the typical problems of anti-crisis management emphasizes that it is a special type of management that has both common management features and specific characteristics.

16. SIGNS AND FEATURES OF ANTI-CRISIS MANAGEMENT

Management is carried out in the socio-economic system, which is the object of management. One of the characteristics of management is its subject. In a generalized view, the subject of management is always human activity.

The essence of crisis management is expressed as follows:

a) crises can be foreseen, expected and caused;

b) crises to a certain extent can be accelerated, anticipated, postponed;

at) it is possible and necessary to prepare for crises;

d) crises can be mitigated;

d) crisis management requires special approaches, special knowledge, experience and art;

f) crisis processes can be controlled to a certain extent;

g) management of crisis recovery processes can accelerate these processes and minimize their consequences.

Crises are different and their management can also be different. This diversity is manifested in the management system and processes (algorithms for the development of management decisions) and especially in the management mechanism.

The anti-crisis management system should have special properties:

▪ flexibility and adaptability, which are most often inherent in matrix management systems;

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

▪ diversification of management, search for the most acceptable typological signs of effective management in difficult situations;

▪ reduction of centralism to ensure timely situational response to emerging problems;

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

Features of anti-crisis management technologies:

▪ mobility and dynamism in the use of resources, carrying out changes and transformations, implementing innovative programs;

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

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

▪ increased attention to preliminary and subsequent assessments of management decisions and the choice of alternatives of behavior and activity.

Control mechanism, which characterizes the means of influence, also has its own characteristics. Conventional means of influence do not always produce the desired effect in a pre-crisis or crisis situation.

17. MAIN CHARACTERISTICS OF ANTI-CRISIS MANAGEMENT

Some of the characteristics of crisis management require more detailed consideration.

1. Crisis Management Functions - these are activities that reflect the subject of management and determine its result. They answer a simple question: what should be done to manage successfully on the eve of a crisis, during a crisis and in the presence of its consequences? There are six functions: pre-crisis management, crisis management, management of crisis recovery processes, stabilization of unstable situations (providing controllability), minimization of losses and missed opportunities, regulation of decision-making and execution time.

2. In the development of any management, two of its opposites coexist - integration и differentiation, which are in a dialectical relationship. Strengthening integration always leads to weakening differentiation and vice versa. The way out of the crisis is to change the ratio of integration and differentiation of management on a new organizational basis.

3. Office has restrictions - internal and external, which are in a certain, but changing ratio. Depending on this ratio, the probability of crisis phenomena also changes.

Restrictions can be adjusted, and this is the essence of crisis management. Internal restrictions are removed through either the selection of personnel, its rotation, training, or the improvement of the motivation system. Information support of management also contributes to the removal of internal restrictions on effective management.

External restrictions are regulated by the development of marketing, public relations.

4. One of the most important characteristics of anti-crisis management is combination of formal and informal governance. Various types of such combinations determine the zone of rational organization of crisis management, which can narrow or expand. Its narrowing reflects an increase in the danger of a crisis or the danger of its most acute manifestation.

5. Crisis management is of particular importance prospects, the ability to choose and build a rational development strategy.

Strategy crisis management:

▪ preventing a crisis, preparing for its occurrence;

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

▪ counteracting crisis phenomena, slowing down its processes;

▪ stabilization of positive situations through the use of reserves and additional resources;

▪ calculated risk;

▪ consistent recovery from the crisis;

▪ foreseeing and creating conditions for eliminating the consequences of the crisis.

18. FACTORS OF THE EFFICIENCY OF CRISIS MANAGEMENT

1. professionalism of crisis management and special training.

2. the art of management acquired through special training processes. In many crisis situations, individual management skills are the decisive factor in overcoming or mitigating the crisis.

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

4. Scientific analysis of the situation, forecasting trends. A vision of the future - not subjective, but based on an accurate, scientifically based analysis - allows you to constantly keep in sight all manifestations of an approaching or passing crisis.

5. An important factor in the effectiveness of anti-crisis management is also corporatism. Corporate spirit is a reliable support for anti-crisis management. But it does not arise on its own, but is the result of management and an element of its goal and, in addition, a means in the management mechanism.

6. Leadership. There are many shades and modifications of leadership, which is determined not only by the personality of the manager, but also by the established style of work, the structure of management personnel, strengthened trust in the manager, and confidence.

7. Efficiency и flexibility management. In crisis situations, there is often a need for quick and decisive action, operational measures, changing management in emerging situations, and adapting to crisis conditions.

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

9. Human factor to a certain extent reflects the factors of corporatism and leadership, the art of management. In crisis management there is a concept anti-crisis team - the closest assistants of the anti-crisis manager, who can enjoy his special trust and are able to coordinately and purposefully implement the anti-crisis management program.

10. A significant factor in the effectiveness of anti-crisis management is crisis monitoring system. It represents specially organized actions to determine the likelihood and reality of a crisis and is necessary for its timely detection and recognition.

19. PARAMETERS OF CRISIS DIAGNOSTICS

Diagnostics - determination of the state of an object, object, phenomenon or process (managerial, production, technological, etc.) through the implementation of a set of research procedures, identifying weak links and bottlenecks in them.

The object diagnostics can be either a complex, highly organized dynamic system (the entire economy of a country, a separate industry, a specific company or organization of any form of ownership), or any element of this system (the internal environment of an organization, specific types of resources, production functions, organizational structure, cost, etc. .). The basis for managing the diagnostic object is specific management procedures.

Goal diagnostics - to establish a diagnosis of the object of study and give an opinion on its condition at the date of completion of this study and in the future, after which it is possible to correct an effective economic (political, social) policy, strategy and tactics.

Tasks diagnostics - the definition of measures aimed at coordinating the work of all the constituent elements of the system. The tasks of diagnostics are closely intertwined with the tasks of forecasting and analysis.

Diagnosis is a research process, therefore, all the basic requirements for scientific research are transferred to it:

1) authenticity, i.e. based on primary sources (on primary reliable information of any kind and any form of presentation);

2) objectivity: Before diagnosing, its participants need to develop an assessment procedure and draw up a program for studying the object. This procedure must take into account three mandatory conditions: who conducts the study; where it is held; a clear definition of the basic parameters on which the study is conducted. This will minimize the influence of the subjective factor in the diagnosis;

3) accuracy - a necessary requirement for the correct diagnosis.

Experience the Power of Effective Results - this is the correspondence of the diagnosed object to some level, requirement, standard, norm, characteristic or deviation from the base of comparison. The results are presented in the form of statistical tables or charts and allow you to determine the forecast of the state of the object based on the dynamics of changes in data about the object over time.

Establishing diagnosis - a necessary condition for the successful functioning and development of individual systems and society as a whole, and, if necessary, taking into account its results can prevent a crisis situation in a particular area.

20. STAGES AND METHODS OF DIAGNOSTICS OF A CRISIS

There are two stages of diagnosing a crisis:

1) establishing the belonging of an object to a certain class or group of objects;

2) identification of differences between the diagnosed object and the objects of its class by comparing its actual parameters with the base ones.

The first stage - the stage of qualitative identification of an object - implies the definition of parameters that are common to a certain set of objects.

The second stage - quantitative identification of the object, for which the basic parameters of the diagnosis are used, defined as deviations of the actual from the base ones.

Diagnostics is carried out by various methods - analytical, expert, linear and dynamic programming, diagnostics on models.

К analytical include methods based on various operations with statistical data. Analytical diagnostics involves the conduct of diagnostic studies by non-contact methods using statistical information, using methods of complex economic analysis, scoring, etc.

Under expert diagnostics refers to the means of diagnosis based on the generalization of assessments and information given by experts. It is based on information obtained for the purposes of diagnosis by contact methods through special expert surveys.

Linear programming - a mathematical technique used to determine the best combination of resources and activities required to achieve an optimal result. It allows you to optimize a particular process, increase profits, use resources and time efficiently.

Dynamic programming - a computational method for solving control problems of a certain structure, when a task with n variables is presented as a multi-stage decision-making process. At each stage, the extremum of the function of only one variable is determined. In this case, the study goes through three stages:

1) building a mathematical model. Diagnostics on the model is the process of obtaining information about the diagnosed object using model simulations;

2) solution of a managerial problem;

3) analysis and generalization of the obtained results. The possibility of using various diagnostic methods allows obtaining a set of fundamentally new data on the diagnosed object, object, phenomenon, process and drawing appropriate conclusions about its economic and social development.

21. INFORMATION IN CRISIS DIAGNOSIS

The role of information in diagnosing a problem is obvious. When diagnosing a crisis, it is not the static state of the object that is examined, but its development over time. If the object of diagnosis is the economy of the state, then the diagnostic criteria are macroeconomic indicators; if the diagnostic object is an industry, then the diagnostic criteria are the main technical and economic indicators of this system used in accounting.

Information, necessary to obtain a conclusion about an object, is summarized in two blocks:

1) influence of factors stabilizing the system;

2) dynamic properties of the system and the scale of their manifestation.

The study of these information blocks using diagnostic tools and methods makes it possible to obtain the necessary data on the state and prospects for the development of the object. Reliable information is the key to a correct diagnosis of the state of an economic object. To study the state of any object, information is taken from official sources provided by state statistics bodies.

Work with the received information about the object is in progress three stages:

1) grouping and generalization;

2) material processing;

3) analysis.

When passing through these stages, the information is subjected to statistical processing methods, but a qualitative analysis of the parameters of the diagnosed object is carried out first. This is necessary for making a diagnosis, since in any object there are not only quantitative, but also qualitative changes.

The first stage. Collection and grouping of information using cluster analysis. The belonging of information to a specific group, subgroup or class is determined based on the principle of similarity and homogeneity. The results obtained are presented in the form of analytical matrices. This procedure allows us to identify objects being compared with each other and the features of their development. Then the obtained data is summarized.

The second stage. Calculation of indices, determination of synthetic indicators for assessing the state of the diagnosed object, trends and patterns of its development.

The third stage. Conclusions are drawn about the state of the diagnosed object in the form of text, supplemented by graphs, tables, diagrams and other illustrative material.

22. DIAGNOSIS OF BANKRUPTCY OF AN ENTERPRISE

Regulatory and methodological materials on the insolvency (bankruptcy) of enterprises define a system of coefficients for establishing an unsatisfactory (or satisfactory) structure of the balance sheet of insolvent enterprises.

1. K_tl - current liquidity ratio, or K₁, - the norm of the coefficient is not less than 2. The coefficient is determined as the ratio of the actual value of the working capital available to the enterprise (the sum of II and III sections of the balance sheet asset) to the most urgent obligations of the enterprise (the result of section II of the balance sheet liability minus lines 500, 510, 730, 735, 740):

2. K_oss - equity ratio, or K₂, - the norm of the coefficient is not less than 0,1. The coefficient is defined as the ratio of the difference between the volume of sources of own funds (the result of section I of the balance sheet liability) and the actual cost of fixed assets and other non-current assets (the result of section I of the balance sheet asset) to the actual value of the working capital available to the enterprise (the sum of the results of sections II and III balance sheet asset):

The company's balance sheet structure is unsatisfactory, and the company is insolvent if

К_tl < 2 K_oss <0,1.

3. K_in - coefficient of restoration of solvency of the enterprise, or K₃, - this coefficient is calculated if at least one of the coefficients K₁, K₂ takes a value less than the criterion value; the norm of the coefficient is not less than 0,1. Estimated K_in is defined as the sum of the actual value of K_tl at the end of the reporting period and the change in the value of this coefficient between the end and the beginning of the reporting period in terms of the period of restoration of solvency, set equal to 6 months:

where K_tl - the actual value (at the end of the reporting period) of the current liquidity ratio; To_tln - the value of the current liquidity ratio at the beginning of the reporting period; 2 - the normative value of the current liquidity ratio; 6 - the period of restoration of solvency; T - reporting period (3, 6, 9 or 12 months).

If K_in > 1, the enterprise has a real opportunity to restore its solvency; if K_in < 1, there is no such possibility.

23. THE CONCEPT OF RESTRUCTURING

Enterprise restructuring is a restructuring in order to ensure the efficient distribution and use of all the resources of the organization. Her objectives:

1) ensure stable and efficient operation;

2) increase the volume of revenues to the budgets of the constituent entities of the Russian Federation and cities;

3) improve the environment by increasing jobs and regular wages.

Restructuring must comply with the following requirements:

▪ preservation of the established scientific, technical, production and personnel potential;

▪ coordination of interests of all parties, target orientation towards balance, harmony of interests of the company, consumers and society;

▪ solving problems of repaying debts to creditors;

▪ increase in real budget revenues;

▪ minimum possible reduction and creation of new jobs;

▪ protection of shareholders' rights. Restructuring, being an integral part of the strategy, is only one of the tools for achieving the long-term goals of the enterprise. Next, mechanisms for using the advantages available to the enterprise must be used.

During the development and implementation of the strategy, an iterative process of assessing the external conditions of activity, internal company potential takes place; identification of intrafirm potential and external conditions; choice of strategy; development of measures to implement this strategy.

24. CRITERIA FOR THE EFFICIENCY OF RESTRUCTURING

The effectiveness of restructuring is related to the definition of its criteria.

Specialists of the Russian Privatization Center distinguish two types of criteria:

▪ “hard”, which can be measured quantitatively;

▪ “elastic”, which cannot be measured quantitatively.

"Hard" criteria the effectiveness of restructuring is to attract foreign investment, create joint ventures, establish strategic partnerships, increase sales volumes, increase exports, and reduce production costs. According to these criteria, the company must implement the changes recommended by the investor in such a way that they lead to positive results that can be measured and documented (for example, the expansion of sales markets resulting from the implementation of the recommended changes).

"Elastic" Criteria the effectiveness of restructuring is the number of top and middle managers covered by assistance programs; degree of participation of Russian consultants in the implementation of technical assistance projects; the number of regions involved in the implementation of restructuring programs; the number of participants in thematic seminars on the study of positive experience; number of handbooks, books and materials distributed. "Elastic" criteria take into account the positive results of the restructuring, which are not directly measurable, but can be attributed to long-term investment in "human capital".

Since most managers of Russian enterprises lack a variety of managerial and professional skills necessary to work in market conditions, an important element in the effective implementation of systemic reforms is to familiarize managers with possible ways to solve problems.

25. ORGANIZATION OF RESTRUCTURING

Currently, most management consulting specialists offer a basic version of the restructuring process, which provides for a fairly strict sequence of the stages of preparation and implementation of the restructuring:

1) full diagnostics of the enterprise: financial condition; condition of assets; sales volumes; loading of funds; profitability of the workshop, site; cost structure;

2) analysis and concept development: mission; success criteria; business processes; market segments; consumers; specialization; competitors; growth or survival strategy; current strategies;

3) restructuring program: business plans; action plans; descriptions of new features; descriptions of business processes; accounting system; functional strategies, models;

4) implementation of the restructuring program: detailed plans; informing employees; incentives for active participation; timing control; financial and industrial restructuring.

The basic version displays a sequence of actions and does not give an idea of the existing opportunities and the mechanism for choosing the directions of transformations, solutions depending on the state of the enterprise, situational factors.

Sequence of actions (stages) when implementing a specific restructuring program:

1) definition of development goals and criteria for their achievement;

2) assessment of the economic potential of the enterprise;

3) analysis of the "problem field" and identification of key problems;

4) formation of ways and projects for solving the problem;

5) assessment of innovative potential;

6) identification of priority areas of activity (strategies);

7) forecast, analysis and evaluation of options for reforming the enterprise;

8) development of a restructuring program;

9) assessment of sources of resources, allocation of resources;

10) allocation of priority projects;

11) team building;

12) selection and fixation of the strategy and reform program;

13) compliance of the chosen strategy with the potential and capabilities of the company;

14) determination of priority organizational steps.

26. THE ROLE OF RESTRUCTURING IN ANTI-CRISIS MANAGEMENT

Restructuring at the enterprise level can be represented in three directions:

▪ entry of new firms into the market or their relative growth;

▪ restructuring and reorganization of existing companies;

▪ exit from the market of firms that are going bankrupt, or the winding down of ineffective firms. Anti-crisis restructuring is aimed not only at preventing bankruptcy (recovery), but also at minimizing its negative consequences (transferring property to more efficient owners without eliminating jobs).

The mass bankruptcy of enterprises in modern Russian conditions is not feasible, since many of them are city-forming or especially significant. Therefore, the external manager most often has to deal not with the liquidation, but with the improvement of the company, to look for ways to reach an amicable agreement with creditors. In this context, the strategy is especially important choice of priority direction activities of the company.

For most enterprises, it is necessary to carry out restructuring, which consists in bringing organizational and production structures, capacities, property and occupied land plots in line with the volume of products for which there is effective demand, while reforming the financial management system. This means that it is necessary to carry out changes in the organizational and production structure, assets, debts, staff composition, etc., which will ensure at least reaching a break-even mode of operation.

In crisis management, restructuring can be applied in three main situations:

1) The company is in a deep crisis. In the modern Russian economy, this situation is typical for most state-owned and privatized enterprises;

2) the current position of the enterprise can be considered satisfactory, but the forecasts of its activities are unfavorable. The enterprise is faced with undesirable trends in terms of competitiveness, deviation of the actual state from the planned one (decrease in sales, profit, profitability, demand, cash receipts, increase in costs, etc.). In this case, restructuring is a reaction to negative changes before they have become irreversible;

3) the current state of the enterprise is safe. The task of the enterprise is to accelerate the separation from the closest competitors and create unique competitive advantages. Moreover, in the case of early identification of a crisis situation, greater freedom of maneuver and a wider choice of anti-crisis procedures, including methods and means of restructuring, are provided.

27. THE ROLE OF STRATEGY IN ANTI-CRISIS MANAGEMENT

Currently, in order to survive in the market and remain competitive, all enterprises must make changes to their business activities from time to time. Crisis management strategy allows you to install:

▪ how an enterprise can withstand changes in the external environment (which occur frequently, irregularly and practically unpredictably);

▪ with the help of what preliminary measures you can maintain your viability and achieve your goals.

Crisis management strategy covers all planned, organized and controlled changes in the existing strategy, production processes, structure and culture of any socio-economic system, including private and public enterprises. The enterprise must constantly monitor the main environmental factors and draw timely and correct conclusions regarding its needs for change. Crisis situations are the impetus for change. Depending on the area in which they pose a danger to achieving the goals of the enterprise, an appropriate anti-crisis strategy is selected.

The survival strategy is carried out in a short time, new decisions are deliberately implemented in a non-democratic way. Management is concentrated in the hands of a few individuals who are endowed with all the necessary legitimate power to carry out the planned changes energetically and in a short time.

An enterprise is successful only if it is in a state of consistent and steady development. Therefore, a full-fledged strategy of anti-crisis management is a strategy of creating, capturing and retaining a certain market niche, a strategy of competitive advantage in the long term.

Strategy is the principle of effective adaptation to environmental changes. External environmental conditions are changing rapidly, so it is very important to receive prompt feedback from the outside world in the form of indicators that would characterize the future, for example, indicators of growth in market share, growth in customer satisfaction. After all, a preventive action is much more effective than an action to eliminate the consequences.

28. DEVELOPMENT OF THE ANTI-CRISIS STRATEGY OF THE ORGANIZATION

In anti-crisis management, the management strategy is of decisive importance. Accurate, comprehensive, timely diagnostics of the state of the enterprise is first stage development of a strategy for anti-crisis management of the enterprise.

Analysis of external factors in order to identify the causes of the crisis. To form a clear and understandable picture of the development of the situation, it is necessary to correctly compare the results obtained and combine several stages of analysis into a single whole:

1) macro environment analysis;

2) analysis of the competitive environment.

Analysis of the state of an enterprise in a crisis situation. When analyzing enterprise strategy, managers should focus on the following five points.

1. Effectiveness of the current strategy. It is necessary to determine:

1) place of the enterprise among competitors;

2) boundaries of competition;

3) consumer groups to which the company is oriented;

4) functional strategies in the field of production, marketing, finance, personnel.

2. strength and weakness, opportunities and threats of the enterprise. The most convenient and proven way to assess a company's strategic position is SH/OT analysis. An important part of the SH/OT analysis is the assessment of the strengths and weaknesses of the enterprise, its opportunities and threats, as well as conclusions about the need for certain strategic changes.

3. Price and cost competitiveness enterprises. The ratio of prices and costs of the enterprise with the prices and costs of competitors should be known. In this case, strategic cost analysis using the value chain method is used. The value chain reflects the process of creating the value of a product/service and includes various activities and profits.

4. Assessing the strength of the enterprise's competitive position. The strength of the enterprise's position in relation to its main competitors is assessed by such important indicators as product quality, financial position, technological capabilities, and product cycle duration.

5. Identification of problems that caused a crisis in the enterprise. Managers study all the results obtained from a study of the state of the enterprise at the time of the crisis and determine what to focus on.

The second stage strategic anti-crisis planning - adjustment of the mission and system of goals of the enterprise.

Mission forms the main prerequisites for the success of the enterprise under various influences on it of the external and internal environment. Then adjusted goals (desired results that contribute to the exit from the economic crisis). The manager compares the desired results and the results of research on the factors of the external and internal environment that limit the achievement of the desired results, and makes changes to the system of goals.

The third stage - formulation of strategic alternatives for the enterprise's exit from the economic crisis and the choice of strategy.

29. IMPLEMENTATION OF THE CHOSEN ANTI-CRISIS STRATEGY:

Management tactics

Tactical (operational) measures to overcome the economic crisis can be cost reduction, closing of divisions, staff reduction, reduction in production and sales volumes, active marketing research, increase in product prices, use of internal reserves, modernization, determination of current losses, identification of internal reserves, attracting specialists, obtaining loans, strengthening discipline, etc.

Strategic and operational planning are interrelated, and it is impossible to deal with one in isolation from the other.

The first stage tactical planning - implementation of the chosen anti-crisis strategy; while managers should:

▪ finally understand the developed anti-crisis strategy and goals, their correspondence to each other;

▪ communicate in detail the ideas of the new strategy and the meaning of the goals to employees in order to widely involve them in the process of implementing the anti-crisis strategy;

▪ align resources with the implemented anti-crisis strategy;

▪ develop decisions regarding the organizational structure.

When implementing a new strategy, it is necessary to focus on how the changes will be perceived, who will resist, what style of behavior should be chosen. Resistance must be minimized or eliminated, regardless of the type, nature, and content of the change.

The company's strategy is influenced and limited by the structure and systems of management, management culture, skills and resources. Many enterprises do not have the optimal combination of structure, culture, skills necessary for successful operation.

Second (last) stage tactical planning - evaluation and control of strategy implementation. It is aimed at finding out to what extent the implementation of the strategy leads to the achievement of the company's goals.

30. THE CONCEPT OF TECHNOLOGY OF ANTI-CRISIS MANAGEMENT

Any control is process, i.e. a sequence of operations, techniques, methods of forming and implementing influence on the controlled object. This process has a natural content, which is determined by the essence of management: goal setting, assessment of the situation, finding the main problem, adoption and implementation of management decisions.

Within the framework of the general content of the management process, there may be various options formation of impact, which reflect the characteristics of the subject and object of management, specific circumstances, experience and competence of the manager and management personnel and other characteristics of the practical conditions of management activities.

In accordance with this, the management process is consciously built according to the criteria of rationality, time saving, resource use, maximum efficiency, and the nature of the problems that arise. This is called control technology, which consists in the selection and implementation of a certain sequence, parallelism, combination of operations when developing a management decision.

Anti-crisis management, like any other, is characterized by certain technological management schemes. But the specificity of anti-crisis management also reflects the specifics of its technology. Here, factors of lack of time, reduced controllability, conflict of interests, a high degree of uncertainty and risk, a complex interweaving of problems, pressure from the external environment, a decrease in competitiveness, and a violation of the balance of power can have a significant impact.

Crisis management technology is a set of consistent measures to prevent, prevent, overcome the crisis, reduce the level of its negative consequences. It involves a large research-analytical and social-organizational activity. The technology of anti-crisis management cannot be reduced only to the search for behavior options - it is a technology of active management activity, characterized by a full range of functions, roles and powers.

31. TECHNOLOGY OF DEVELOPING MANAGEMENT DECISIONS IN ANTI-CRISIS MANAGEMENT

The most important stage in the technology of anti-crisis management is the development of management decisions.

The quality of management decisions in the processes of anti-crisis management depends on many factors, the most significant of which are the following:

1) problem category:

a) standard - their solution requires strict adherence to certain standards;

b) typical - they are solved on the basis of a set of specific, predetermined rules, and in the course of solving it is necessary to choose from the existing set a specific, often the only set of rules that allows you to succeed;

at) heuristic - their solution requires creativity, search, insight;

2) conditions for developing solutions:

a) relatively stable, favorable, in which the manager does not face unforeseen situations, being in a normal, calm environment;

b) extreme - the manager is required to demonstrate professionalism, confidence and determination, composure, since the future fate of the company depends on this;

at) crisis - characterize a whole chain of situations that lead to a drop in normal performance indicators, undesirable consequences, aggravation of contradictions, etc.;

3) sufficiency of initial information:

a) insufficient volume - in this case, in order to solve problems, it is necessary to find or synthesize initial information that will achieve the desired goal;

b) sufficient volume, i.e., to solve the problem, the information that is at the disposal of the manager is quite enough;

at) excess volume - the manager must be able to identify only the necessary information and use it effectively enough;

4) reliability of source information:

a) obviously unreliable, i.e. clearly not corresponding to the conditions of the task;

b) pseudo-reliable, i.e., corresponding to the conditions of the problem, but carrying information that does not allow obtaining correct solutions to the problem;

at) fully reliable, i.e. corresponding to the content of the problem and the conditions for its solution;

5) scale of the problem:

a) global - the life of entire regions, and in some cases the entire planet, depends on its solution;

b) local - the life of a small group of people, in the extreme case of an individual, depends on its solution;

at) microlocal - a specific act of an individual depends on its decision;

6) technical equipment:

a) missing;

b) available in insufficient quantity;

at) is available in abundance.

32. PROCESS OF DEVELOPING MANAGEMENT DECISIONS IN ANTI-CRISIS MANAGEMENT

The process of developing managerial decisions in anti-crisis management consists of the following stages.

Step 1. Development of a system of measures (in accordance with the goal and situation) to prevent a crisis or bring the company out of a crisis situation.

Step 2. Collection of initial information about the situation in the organization, i.e. analysis of documents (reports, plans, correspondence) of various structural divisions of the company. Analysis of economic activities allows us to identify weaknesses that require improvement in order to increase the development potential of the organization.

Step 3. Morphological analysis of the external and internal situation, study of random and natural trends, threats and development opportunities, advantages and critical factors.

Step 4. Searching for options to avoid a crisis (if there is a likelihood of its occurrence), mitigating or ways to get the organization out of a crisis situation. This stage involves determining the path for further development.

Step 5. Control over ongoing processes without interfering in them and obtaining support from the state or region. In the future, the changed situation on the market may allow us to return to the problem of bringing the organization out of a crisis situation - in this case, the following two development options are considered (stages 6 and 7).

Step 6. If the crisis situation has had a significant negative impact on the organization’s activities and its further existence is impossible, a model of destructuring, termination of the organization’s activities and declaring it bankrupt is built.

Step 7. If the crisis situation has had a slight negative impact on the activities of the organization, a model of its reorganization (change in status) is built, which involves changing the structure of the organization (if it is production), reducing those productions that are unprofitable or the costs of which are not commensurate with the profit received.

The models obtained at stages 5-7 will make it possible to predict the performance of the organization depending on the chosen way out of the crisis.

Step 8. Determining the resources necessary to achieve the set goals of the reorganization. The amount of resources depends on the scale of the reorganization. Resources can be internal or external. If there are sufficient resources, measures are developed to achieve the set goals (stage 9).

Step 9. Development of measures to implement the set goals, i.e. drawing up an action program for the implementation of anti-crisis management decisions.

Step 10. Checking the possibilities of achieving the set goals, i.e. analyzing the available resources and checking the quality of the morphological analysis of the crisis situation.

Step 11. Formulating management decisions to overcome a crisis situation (anti-crisis management decisions) based on the data obtained and developed programs for achieving goals.

33. MORPHOLOGICAL ANALYSIS OF PROBLEMS

Morphological analysis involves determining the origins and nature of the problem, its type and structure, severity of manifestation and includes the following actions:

1) the reasons for the emergence of danger or the reality of a crisis situation are determined, which can be internal or external, natural or accidental (the result of errors), remote or immediate, etc.;

2) the causes of the crisis are ranked according to the criterion of importance, interaction (the possibility of a chain reaction) with the allocation of controlled and uncontrolled processes;

3) analyzes the sectoral orientation of the activities of some organizations, which is necessary for the further choice of strategy;

4) the company's strategy is chosen; in this case, three options can be distinguished:

a) all activities of the organization remain the same;

b) elements of the new are introduced into the activities of the organization;

at) the activity of the organization changes completely (p. 5-8);

5) if all activities remain the same, then this means that it is currently inappropriate to make any changes - this may worsen the current situation;

6) if elements of the new are introduced into the work of the organization, i.e., either raw materials or technology change insignificantly, this means that the transition to a new direction of activity, close in its fundamental provisions to the previously existing one, will allow the organization to increase its competitiveness in the market;

7) if the activity of the organization changes completely, that is, one of the factors of activity changes fundamentally, then this means that a new direction of activity will allow the company to get out of the crisis and become competitive in a new market for itself;

8) the conclusion about the need to develop structural models for each area of activity is not ruled out: drawing up structural and morphological classifications for each area of activity, analyzing data on the activities of a firm and firms producing similar products;

9) a check is made of the interconnection and interconnection of activities in a single system, i.e., the identification of contradictions between various activities;

10) the possible competitiveness of the organization under the new working conditions is assessed.

34. ANALYSIS OF THE ACTIVITIES OF THE ORGANIZATION IN THE TECHNOLOGY OF ANTI-CRISIS MANAGEMENT

Analysis of the organization's activities can be carried out in various directions, according to various methods, taking into account the specifics of a particular situation. Analysis can be carried out:

1) personnel;

2) production technologies;

3) the financial condition of the organization;

4) information support;

5) management organizations;

6) legal field;

7) position of the organization in public relations;

8) safety and risk;

9) economic situation and market trends, etc.

It is necessary to highlight analysis of financial and economic activities, including an analysis of the financial condition of the organization and an analysis of the financial results of its activities.

Financial condition is identified using a system of indicators that reflect the availability, placement, use, movement of enterprise resources in monetary terms, and is formed under the influence of many factors.

Financial results The activities of an enterprise in the market sphere are also evaluated by a whole system of indicators, among which the main ones are profit and its derivatives.

Information support analysis shows the sufficiency and value of information for making effective decisions in anti-crisis management. For its implementation it is required: to find out how the flow of management information is organized to the management of the organization;

▪ what information is received in the existing management organization, from which divisions and from which persons, how often and to whom;

▪ determine whether this system suits crisis management specialists, whether it provides management with information sufficient for operational management;

▪ resolve the issue of timely provision of information.

В analysis of the economic situation cost is of great importance. Management of the economy of an enterprise is to a large extent cost management. Cost management means planning and controlling the cost, and then taking the necessary actions related to marketing, business planning, developing new options for organizing production, and managing personnel so that the cost meets certain standards.

Analysis of sales of products and behavior of the organization in the market It comprises:

1) marketing assessment of sales volume of products;

2) assessment of the existing sales scheme, comparing it with competitors' schemes;

3) identification of the main consumer, the possibility of expanding the sales market;

4) analysis of problems arising in sales (marriage, suppliers, etc.);

5) analysis of personnel and wage systems in the sales department, reporting and sales standards.

RџSЂRё evaluating the activities of the marketing service main directions:

1) advertising and public relations;

2) marketing surveys that allow the manager to get a more complete picture of the relationship and make more far-sighted and informed decisions.

35. SIGNS AND PROCEDURE FOR ESTABLISHING BANKRUPTCY OF AN ENTERPRISE

Bankruptcy is the result of the development of the crisis state of the enterprise. Modern economic problems have specific forms of manifestation. One of them - bankruptcy, an inevitable phenomenon of the market space, which is used as a market instrument for the redistribution of capital and reflects the objective processes of structural restructuring of the national economy.

Russia's transition to a market economy led to the emergence of new organizational formations and concepts in the spheres of politics and economics. Changing from one form of social development and government to another is always painful and unstable, especially in the economy.

In addition to the existing state-owned enterprises, state and municipal institutions, there are private ownership structures: open and closed joint-stock companies, partnerships, holdings, etc. New concepts have been added to the usual concepts: the market and the struggle for it, competition, survival in the the consequence is the threat of bankruptcy of enterprises and the likelihood of their liquidation.

The Federal Law "On Insolvency (Bankruptcy)" dated October 26, 2002 establishes the grounds for declaring a debtor insolvent, regulates the procedure and conditions for the implementation of measures to prevent insolvency, as well as the procedure and conditions for conducting bankruptcy procedures. In addition, the Law provides for the possibility of fulfilling the debtor's obligations to creditors at any stage of the bankruptcy procedure.

The main goal Law - the definition of normal payment discipline and a new balance of relationships between all participants in the bankruptcy process. The circle of legal entities that can be declared bankrupt, the procedure for initiating bankruptcy proceedings have been established. Financial support for the consequences of the activities of an arbitration manager is introduced, including through liability insurance. The law provides for the expansion of the rights of the state as the owner of the debtor's property - a unitary enterprise, the improvement of the procedure for concluding a settlement agreement. Law does not aim mandatory liquidation of the enterprise in the presence of signs of bankruptcy. If there are opportunities to improve (restore) the activities of the enterprise in order to prevent its liquidation, special reorganization procedures are provided, and a new procedure is introduced - financial recovery.

36. ROLE AND ACTIVITIES OF THE COURT OF ARBITRATION (BANKRUPTCY)

Bankruptcy cases are considered by the arbitration court at the location of the debtor enterprise. Appeal to the arbitration court is possible if the claims against the debtor - legal entity in the aggregate amount to at least 1000 minimum wages (minimum wages), and there is also a sign of bankruptcy. In this case, the current payments of the debtor enterprise are suspended and, on the eve of its bankruptcy, it may apply to the arbitration court.

The composition and amount of monetary obligations and obligatory payments are determined at the time of filing an application for declaring the debtor bankrupt with the arbitration court.

the right to appeal to arbitration with an application for declaring a debtor bankrupt, the debtor, the bankruptcy creditor, authorized bodies have.

The debtor's application is submitted on the basis of the decision of the body authorized in accordance with the constituent documents to make a decision on the liquidation of the debtor, or the decision of the body authorized by the owner of the debtor's property - a unitary enterprise.

The debtor's application must be sent to the arbitration court in writing no later than one month from the moment the relevant circumstances arose. Failure by the debtor to submit an application within the established time period entails subsidiary liability of the head of the debtor, members of the liquidation commission (liquidator) for the debtor's obligations to creditors that arose after the expiration of the period.

Documents substantiating it are also attached to the debtor's application, and first of all, form No. l - the balance sheet as of the last reporting date.

To initiate an insolvency (bankruptcy) case, claims against the debtor are taken into account if they are recognized by the debtor not earlier than one month before the date of filing the bankruptcy application or are confirmed by a court decision that has entered into legal force.

All actions in relation to the debtor on behalf of bankruptcy creditors and authorized bodies are carried out by the creditors' meeting and the creditors' committee. Participants of the meeting of creditors with voting rights are bankruptcy creditors and authorized bodies. The organization and holding of the meeting of creditors shall be carried out by the arbitration manager. A notice of holding a meeting of creditors shall be submitted to them at least five days prior to the date of holding.

The meeting is held by the arbitration manager at the location of the debtor. Decisions of the meeting of creditors on issues put to the vote shall be adopted by a majority of votes from the number of votes of bankruptcy creditors and authorized bodies present at the meeting of creditors.

37. TYPES AND PROCEDURE FOR IMPLEMENTATION OF BANKRUPTCY PROCEDURES

When considering a case on bankruptcy of a debtor - a legal entity, the following bankruptcy procedures:

1) observation;

2) financial recovery;

3) external management;

4) bankruptcy proceedings;

5) settlement agreement.

In case of bankruptcy proceedings mandatory publication notifications are subject to the introduction of a monitoring procedure in respect of the debtor, the recognition of the debtor as bankrupt and the opening of bankruptcy proceedings, the termination of bankruptcy proceedings.

In the absence of objections from creditors, the debtor - a legal entity may declare its bankruptcy and voluntary liquidation.

In the event of signs of bankruptcy, the head of the debtor is obliged to inform its founders about this. All accomplices prior to the filing of an application with the arbitration court for declaring the debtor bankrupt are obliged to take measures to prevent the bankruptcy of enterprises, that is, measures aimed at financial recovery.

Bankruptcy cases of legal entities, including those registered as individual entrepreneurs, are considered by an arbitration court in accordance with the rules provided for by the Arbitration Procedure Code of the Russian Federation, at the location of the debtor.

An application for declaring a debtor bankrupt is accepted by an arbitration court if the claims against the debtor - legal entity in the aggregate amount to at least 1000 minimum wages and these claims have not been paid off within three months.

The application must be accompanied by evidence that measures have been taken to collect debts on mandatory payments in accordance with the procedure established by law.

The judge of the arbitration court accepts an application for declaring the debtor bankrupt, filed in compliance with the requirements provided for by the Arbitration Procedure Code of the Russian Federation and the Insolvency Law. Preparation of a bankruptcy case for trial is carried out by a judge of an arbitration court in the manner prescribed by the Arbitration Procedure Code of the Russian Federation.

A bankruptcy case must be considered at a session of an arbitration court within a period not exceeding seven months from the date of receipt of an application for declaring a debtor bankrupt by the arbitration court.

Based on the results of consideration In a bankruptcy case, the arbitration court shall adopt one of the following judicial acts:

1) a decision to declare the debtor bankrupt and to open bankruptcy proceedings;

2) decision to refuse to declare the debtor bankrupt;

3) determination on the introduction of financial rehabilitation;

4) determination on the introduction of external management;

5) ruling on termination of bankruptcy proceedings;

6) ruling on leaving the application for declaring the debtor bankrupt without consideration;

7) determination on the approval of the settlement agreement. The adopted judicial act is subject to immediate execution.

38. INTERIM AND ADMINISTRATIVE MANAGERS

Arbitration court decision on refusal to declare the debtor bankrupt accepted in cases where there are no signs of bankruptcy. The adoption by the arbitration court of a decision to refuse to declare the debtor bankrupt is the basis for the termination of the circumstances that are the consequence of the acceptance of an application for declaring the debtor bankrupt and (or) the introduction of supervision within a period not later than 30 days from the date of the ruling. The definition on the introduction of observation indicates the appointment temporary manager, who is appointed by the arbitration court to carry out surveillance procedures. The introduction of surveillance is not a basis for the removal of the head of the debtor and other management bodies of the debtor, which continue to exercise their powers with restrictions.

The interim manager must:

▪ take measures to ensure the safety of the debtor’s property;

▪ analyze the financial condition of the debtor;

▪ determine the presence of signs of fictitious bankruptcy and deliberate bankruptcy;

▪ identify the debtor's creditors, maintain a register of creditors' claims, notify creditors of the introduction of surveillance against the debtor;

▪ convene and hold the first meeting of creditors.

After appointment, he determines the date of the first meeting of creditors. The competence of the meeting includes the adoption of a decision on the application of a particular bankruptcy procedure in relation to the debtor. From this moment on, the observation stops.

Financial recovery is introduced by the arbitration court on the basis of the decision of the meeting of creditors. Attached to this decision is a financial recovery plan and a debt repayment schedule. Financial rehabilitation is introduced for a period not exceeding two years. In this case, the performance of the obligations of the head of the debtor is assigned to the administrative manager, who acts until the end of the financial rehabilitation or its early termination.

Administrative manager appointed by the arbitration court for the implementation of financial rehabilitation. If the debtor repays all the creditors' claims provided for by the debt repayment schedule before the expiration of the established period of financial rehabilitation, the head of the debtor shall submit to the court a report on the early completion of financial rehabilitation. The basis for early termination of financial rehabilitation is repeated or significant (for a period of more than one month) violation by the debtor in the course of financial rehabilitation of the terms of repayment of creditors' claims established by the debt repayment schedule.

39. EXTERNAL MANAGER

Based on the results of the conclusion of the administrator and the report of the head of the debtor, the meeting of creditors decides to apply to the court with one of the petitions: on the introduction of external administration or declaring the debtor bankrupt and on the opening of bankruptcy proceedings. If a real possibility of restoring the debtor's solvency is established, external management is introduced. If this is not possible and the debtor is declared bankrupt, then bankruptcy proceedings are opened. External management is introduced for a period of no more than 18 months, which can be extended for no more than six months.

external manager appointed by the arbitral tribunal to conduct external administration. Not later than one month from the date of his appointment, the external manager must develop external management plan, providing for measures to restore the debtor's solvency. The external manager has the right to enter into a settlement agreement. He reports to the meeting of creditors, and his report is subject to mandatory consideration by the arbitration court. If settlements with creditors are not made within the prescribed period, the arbitration court makes a decision to declare the debtor bankrupt and to open bankruptcy proceedings.

From the moment the arbitration court decides to declare the debtor bankrupt and to open bankruptcy proceedings:

1) the deadline for the fulfillment of all monetary obligations of the debtor, as well as deferred obligatory payments of the debtor, is considered to have come;

2) the accrual of forfeits (fines, penalties), interest and other financial (economic) sanctions on all types of the debtor's debt is terminated;

3) information about the financial condition of the debtor ceases to be classified as information of a confidential nature or a trade secret;

4) execution of enforcement documents is terminated.

40. COMPETITOR

Bankruptcy proceedings are introduced for a period of one year, but it can be extended (by court order) for six months. When making a decision on declaring a debtor bankrupt and on opening bankruptcy proceedings, the arbitration court appoints bankruptcy trustee in the manner prescribed for the appointment of an external manager.

The bankruptcy trustee is acting until the completion of bankruptcy proceedings. Information on declaring the debtor bankrupt and on the opening of bankruptcy proceedings is sent to the bankruptcy trustee no later than 10 days from the date of his appointment. From the moment the bankruptcy trustee is appointed, the all powers to manage the debtor's affairs, including the authority to dispose of the debtor’s property.

The bankruptcy trustee, from the moment of his appointment, shall carry out the following functions:

▪ takes charge of the debtor’s property, analyzes the debtor’s financial condition;

▪ makes demands on third parties who have a debt to the debtor to collect it;

▪ notifies the debtor's employees of the upcoming dismissal in accordance with Russian labor legislation;

▪ considers, in accordance with the established procedure, the claims of creditors presented to the debtor, maintains a register of claims of the debtor’s creditors;

▪ checks the validity of these requirements.

In the course of bankruptcy proceedings, the bankruptcy trustee carries out an inventory and appraisal of the debtor's property, for which he attracts independent appraisers with payment for their services at the expense of the debtor's property.

The bankruptcy commissioner is obliged to use only one debtor's bank account, and in the absence of such an account, open such an account (the debtor's main account) during bankruptcy proceedings. The balances of the debtor's funds from these accounts must be transferred to the main account of the debtor.

The bankruptcy trustee then proceeds to sell the debtor's property at public auction. Property whose balance sheet value exceeds 1 million rubles must be sold only at open auction.

The bankruptcy commissioner makes settlements with creditors in accordance with the register of creditors' claims.

In case of non-receipt of this amount by the creditor within three years from the moment it is deposited with the notary, the said amount shall be transferred by the relevant notary to the federal budget.

After completion of settlements with creditors, the bankruptcy trustee submits to the arbitration court a report on the results of the bankruptcy proceedings. After consideration by the arbitral tribunal of the report, it issues determination on completion of bankruptcy proceedings, which is subject to immediate execution and is the basis for making an entry in the Unified State Register of Legal Entities about the liquidation of the debtor no later than three days from the date of submission.

41. THE CONCEPT OF ORGANIZATIONAL CHANGES IN ANTI-CRISIS MANAGEMENT

A necessary element of anti-crisis management are organizational transformation - changes in the organization that promote a new, usually more effective, way of doing things. Transformations differ from restructuring in having a wider range of changes.

For anti-crisis management, product transformations that determine the material result of management, process transformations that change all the processes of the organization's functioning, and resource transformations associated with the redistribution of resources are of the greatest importance.

Process crisis management transformations include the following innovations:

1) in the processes of interaction of the organization with the external environment (organization of sales and procurement activities, cooperation schemes, selection of partners, etc.);

2) in the processes of managing the movement of inventories and funds (logistic transformations);

3) in the processes of information and analytical management support (efficiency, reliability, timeliness, analytical value, etc.);

4) technological - in the processes of production of a product, service, etc.;

5) organizational - in the processes of interaction between functions, personnel, target groups, etc.

Process transformations are focused on saving all types of costs, time, and improving the quality of work.

Grocery transformation is the selection and development of new types of products and services. When developing product transformations in the processes of anti-crisis management, there is always a need to choose such transformations that will be most appropriate in the specific conditions of the enterprise's functioning, its position in the market, competitiveness and resource intensity.

Product transformations are of decisive importance in the implementation of anti-crisis management.

Resource transformation is a reconstruction of the main factors of the enterprise functioning:

▪ reorganization of the enterprise in various factors of its functioning - management, production organization, work with personnel, etc.;

▪ redistribution or restructuring of material and intangible resources;

▪ redistribution of responsibilities of officials and powers of managers at various levels, strengthening of discipline, increasing the organizational clarity of the work of all levels of management. Resource transformations do not directly bring additional profits, but are a necessary condition for the implementation of all product-type transformation projects, all transformations to increase sales and reduce costs.

At the same time, resource transformations, like all others, require certain costs, are sometimes very painful in a socio-psychological sense, and slowly pay off. They characterize the strategic aspect of anti-crisis management.

42. PROCESS ANTI-CRISIS TRANSFORMATIONS

Process transformations in the rehabilitation of enterprises - these are innovations that are introduced into the processes of management and organization of production and can lead to the fastest results in the financial recovery of the company.

Process anti-crisis transformations include the following.

1. Measures to save fixed (conditionally fixed) operating costs are important because the profit of the enterprise and the funds remaining in its accounts are most dependent on the level of fixed or semi-fixed costs.

The main directions of saving the fixed costs of the enterprise during its rehabilitation:

a) savings on renting excess assets;

b) savings on the purchase of assets in the ownership of the enterprise, which it will need only after some time;

at) sale of assets that are non-functioning (surplus) and that can be either sold or leased out before the need arises;

d) savings on administrative and managerial and support staff;

d) savings on production personnel involved in the production of an unprofitable, obsolete product;

f) savings on non-renewal of payments to maintain ownership of intangible assets such as patents, licenses, various benefits, etc., savings on fees for consultants and lawyers;

g) savings on deductions to reserve funds that insure various risks.

2. Transformations in personnel management provide:

a) analysis and diagnostics of the general system of labor relations with employees of the enterprise: determining the need, possibility and usefulness of dividing personnel into groups of employees who should be left in the organization's staff, and those with whom work contracts should be concluded;

b) revision of labor relations with carriers of the company's technological and commercial know-how. When diagnosing labor relations, one should also check whether it is advisable to renew fixed-term employment contracts with key employees - carriers of the company's commercial and technological know-how, who belong to a highly paid category.

3. Anti-crisis transformations in the organization of work with customers (buyers) and suppliers (contractors) relate to the strategy of working with partners in transactions, and on the other hand, the organization of the contractual work of the enterprise. In the strategy of working with partners, the main thing is to determine their reliability, i.e. their solvency, capacity and efficiency.

43. PRODUCT ANTI-CRISIS TRANSFORMATIONS

Product transformations are aimed at switching the enterprise from unprofitable to more profitable types of business. This allows the company not only to acquire a profitable mode of operation in terms of the ratio of current costs and results, but also to increase its financial attractiveness for investors and creditors.

There are conservative and radical approaches to product transformations.

conservative approach to the choice of new, more profitable products or services is most acceptable for financial-crisis enterprises, limited both in the possibilities of financing significant initial investments in a new business, and in the payback period.

A conservative approach to product transformation boils down to the selection for development of such products, services or operations that would include:

1) already created technological, as well as commercial backlog of the enterprise (purchasing and marketing communications);

2) the enterprise has special technological equipment and tooling, stocks of materials;

3) previously launched investment projects. This approach can be achieved with a large number of conservatively chosen product transformations.

Radical approach involves the choice by the enterprise not only of a new product or service, but also of the most solvent segment of the market, in which it will be profitable for the enterprise to work. With this approach, it is necessary to decide "for whom to work", to whom to offer something for sale, which group of consumers with the maximum total solvency to focus on.

Under total solvency of the market segment it is understood not the solvency of individual representatives of the selected group of buyers, but the funds available to all of them.

A radical approach to new product selection borders on an offensive enterprise transformation strategy. A conservative approach is closer to a defensive transformation strategy.

offensive strategy transformation assumes that the enterprise maintains its competitiveness, maintains its market share through the constant creation and development of products that are new not only for it, but also for the market, consumers.

Defensive strategy transformation means that the company deliberately does not hurry with product innovations or only slightly improves a previously released product - this is called incremental transformations. An enterprise follows a pioneer firm (one that makes radical product innovations) after it is satisfied that the firm is commercially successful because of those innovations.

44. CONCEPT OF MANAGEMENT RISK

Concept "risk" in the economic sense, it implies losses, damage, the probability of which is due to the presence of uncertainty (insufficiency of information, unreliability), as well as benefits and profits that can be obtained only through actions burdened with risk, which is most often associated with innovative activity.

Management risk should be considered as a characteristic of management activities carried out in a situation of varying degrees of uncertainty, due to insufficient information, when a manager chooses an alternative solution, the efficiency criterion of which is associated with the likelihood of negative implementation conditions.

The size of the losses of the organization as a result of activities under conditions of uncertainty is price of risk, and the amount of success (additional profit) is risk fee. Risk manifests itself in the process of selling products of a production and economic system or service and is one of the final results of the activity. The essence, content, and nature of the manifestation of risk in the activities of an organization make it possible to determine the nature of the risk as economic.

In management practice, the following risk characteristics:

1) the amount of probable damage (losses) or the amount of expected additional income (profit) as a result of activities in a risk situation;

2) risk probability - the degree of completion of the risk source (event), measured within values from zero to one, each type of risk has lower and upper (from zero to one) probability limits;

3) risk level - the ratio of the amount of damage (losses) to the costs of preparing and implementing a risky decision, varying from zero to one, above which the risk is not justified;

4) degree of risk - a qualitative characteristic of the magnitude of the risk and its probability. There are high, medium, low and zero degrees;

5) risk acceptability - the probability of losses and the probability that these losses will not exceed a certain level (line);

6) legitimacy of risk - the probability of risk, which is within the normative level (standard) for a given field of activity, which cannot be exceeded without legal violations.

45. CLASSIFICATION OF RISKS IN ANTI-CRISIS MANAGEMENT

Risk classification according to the main characteristics:

1) risk assignment: risk involving losses;

▪ risk that implies benefit;

2) functional features of the risk process:

▪ marketing;

▪ innovative;

▪ investment;

▪ production;

▪ insurance;

▪ financial;

3) the content of the risk-result: economic;

▪ social;

▪ organizational;

▪ psychological;

▪ image;

4) the consequences of the implementation of the risk decision: social;

▪ political;

▪ environmental;

▪ demographic;

5) the level of external sources (factors) of risk:

▪ international;

▪ macroeconomic;

▪ regional;

6) market risk factor: competitive;

▪ opportunistic;

▪ price;

▪ communication;

7) markets, factors of production as sources of risk: human resources;

▪ informational;

▪ financial resources;

▪ material resources;

▪ temporary;

8) means of influence: target, strategic, tactical;

▪ predicted, planned, conceptual;

▪ motivational, stimulating;

▪ structural;

9) the nature of the manifestation: subjective;

▪ objective;

▪ unlawful (legitimate);

▪ unjustified (justified);

▪ criminogenic;

10) methodologies: expert;

▪ economics and mathematics;

▪ discounting;

▪ statistical;

▪ intuitive.

Systematization and a detailed study of risks make it possible to rank them, create scenarios for the likely course of events for a specific situation, develop risk maps, and identify thresholds for the stability of a control system through simulation and other types of modeling. Risk classification is the basis of risk management organization. Each production and economic system is unique, and the composition of risks is changeable, therefore, the enterprise should develop on the basis of a common risk management system. Solving risk problems becomes the professional business of risk managers. Classification of risks - the methodological basis of professional anti-crisis management.

Consideration of the nature of risk, its content, the variety of sources (factors) of risk, the variety of risk situations that require organization and management, gives reason to interpret risk as a category of management.

46. RISK MANAGEMENT: DEVELOPING RISK SOLUTIONS, MEANS

Risk management can be most clearly considered on the methodological basis of the process of developing and implementing risk management decisions.

Stages of the process of developing and implementing risk solutions.

1. Information analysis: monitoring the external and internal environment, identifying new sources of risk and adjusting known factors; depends on the availability of information about changing management conditions.

2. Diagnosis of a situation, which is determined by the specifics of the problem being solved. The main emphasis is on taking into account the reasons causing changes in risk, their ranking and assessment of losses (benefits) under certain parameters of the situation.

3. Development of risk solution options. For each solution option, the boundaries (limits) of possible negative manifestations of risk are considered.

4. Decision-making is a comprehensive justification of both the decision itself and the probability and acceptable risk parameters adopted along with it.

5. Organization and implementation are types of management activities for the implementation of a risk solution, during which new aspects of the manifestation of organizational risk are identified (non-compliance, delays, etc.).

The main means of influence when managing risk in crisis management.

1. Management strategy is a policy that ensures the legitimacy and acceptability of a specific type of risk in risk decisions developed in relation to specific socio-economic systems and situations.

2. Criteria for choosing a solution, which provide for the development of limits (boundaries) of risk, the dynamics of changes in losses (increase, decrease) depending on sales volume, the size of costs, price changes, inflation, etc.

3. Developing ways and means of minimizing losses, neutralizing and compensating for the negative consequences of risk decisions, insurance and other risk protection opportunities are necessary conditions for the development and implementation of risk decisions and are used to one degree or another when performing work at each stage of the risk management process.

4. Assessment of the effectiveness of the achieved level as the ratio of missed opportunities or losses to the costs of risk management. The assessment result provides the basis for adjusting individual elements of the risk management process.

5. Formation of such flexible organizational and managerial units in the management system of organizations as “expertise and risk forecasting”, “consulting services in the field of risk activities”.

47. CONTROLLING AND ITS ROLE IN ANTI-CRISIS MANAGEMENT

Organizations usually have control systems, i.e. a set of interrelated acts of checking the state of the control object, establishing deviations of parameters from standard values. These systems can also be different. In the processes of production development and changes in economic conditions, the need arises to change control systems. This need is particularly acute in crisis management.

The system of continuous monitoring of organizational development trends by the method of detecting weak signals of a crisis and analyzing their possible consequences is called controlling. Gradually, in the processes of economic development, controlling is formed into a type of management.

The need for timely recognition of the problem and decision-making increases the role of the control function. At a certain stage of this process, there is a need for organizational transformations in the use of this function - creating or raising the status of specialized control units, expanding the range of controlled processes, monitoring deviations and analyzing their causes, determining control points and boundaries, systems for responding to control results, creating mechanisms for typological impact control over the functioning of the organization (soft or hard control, latent control, etc.). Control function as its priority increases turns into a type of control - controlling.

Controlling closely related to planning. It allows you to evaluate the quality of the plan, adjust it in a timely manner, or create conditions for its implementation. Controlling requires streamlining and a system of normative regulation of processes. It is the most important factor in process management. This is its advantage and role in modern management.

In the conditions of diversified production, controlling allows you to quickly resolve the issues of resource allocation, switching them to the most advantageous areas of production development. Thus, controlling contributes to the formation of resource-saving technologies.

Controlling is a concept in practical management aimed at finding possible crisis situations, timely elimination of bottlenecks and deviations, ensuring sustainable strategic development trends in accordance with the goal, plan and mission.

48. PRINCIPLES OF CONTROLLING

The peculiarity of controlling as a type of management is most clearly manifested in its principles and functions.

There are the following main principles of controlling:

1) principle regulating the dynamics of the organization's development, i.e. acceleration or inhibition of various processes in the organization. Some processes require acceleration, while others, on the contrary, require inhibition. The combination of the first and second is the most important task of controlling, which is intended to recognize and identify positive and negative trends, and the ability to influence them accordingly;

2) principle fixing facts, norms, tasks, indicators etc. Without fixing or documenting it is impossible to compare and substantiate trends, analyze their origins and causes. In modern management, such fixation is carried out by means of computer technology. However, some facts need to be documented;

3) principle regularity of control, process monitoring. Controlling is built not on episodic or selective control, but on regular control. Regularity reflects not only periods of time, but also process stages and control points;

4) principle control flexibility, i.e. the need to vary methods and forms of control depending on the circumstances of the organization’s development;

5) principle facts, reflecting the rule of logical collection and construction of facts. The basis of such logic should be the goal and mission of the organization, the management concept, the systematization of facts;

6) principle accumulation of information, which allows you to maintain statistics and perform statistical analysis, see trends and predict the future;

7) principle trend analysis, i.e. comparative assessments and comparisons;

8) principle strategicity. The main content of controlling is to ensure the development of the enterprise according to the strategic program, the implementation of its activities in accordance with the developed strategy;

9) principle timeliness of detection of deviations - elimination of deviations in the work of the enterprise at an early stage of the crisis, especially if they were the result of an error;

10) principle organizational support, i.e. the need to allocate a special service and provide it with the status necessary to implement all of the listed principles and specialized functions.

49. SPECIFIC CONTROLLING FUNCTIONS

Any type of management is characterized by functions (management system), priorities (management mechanism) and technology (development and decision-making process).

Controlling specific functions:

1) monitoring the state and changes of the organization in all spheres of its functioning - economic, social, technological, organizational, informational;

2) information support for management decisions: search, receipt and processing of information, differentiation of information on problems, organizational units, development of alternative solutions;

3) control and motivation of execution of decisions and creativity in activities. This function “feeds” a system of responsibility and rewards, which can be different - administrative, economic, socio-psychological, collective, etc. Monitoring performance is also a significant motivational factor, including a factor in rewarding creativity;

4) assessment of the sustainability of the organization's development, implementation of crisis management in the form of decisions on crisis prevention, preparedness for crisis situations, determining the nature and characteristics of a possible or real crisis;

5) setting limits for deviations (restrictions) from current norms, planned indicators and development trends;

6) analysis of the causes of deviations, determination of objective limitations, natural in a given situation, necessary for efficiency or for the chosen goal;

7) development forecasting for the near and long term;

8) cost control and resource management: financial, material, human, information, resources of time and space;

9) development of planning methodology taking into account the possibilities of control, regulation and coordination, criteria of dynamics, efficiency, resource saving;

10) correction of plans on critical situations, changing conditions, opportunities for profit, the need for change.

50. TYPES OF CONTROLLING

There are many types of controlling, which reflect both its general tasks and the characteristics of the organization and the conditions in which it is located. Very often, strategic and tactical are distinguished as the main types of controlling.

Strategic controlling monitors changes occurring both in the organization itself and in its environment. In this case, the nature of the changes plays an important role.

Strategic controlling is focused on maintaining and building the potential for success, conducting an anti-crisis policy in all its areas and solves the following tasks:

1) controlling the reality of qualitative and quantitative parameters of development, setting goals, determining the principles of anti-crisis management in specific conditions;

2) distribution according to the form and measure of responsibility for the fulfillment of certain tasks of the strategic program;

3) analysis and research of alternative strategies;

4) determination of "critical" factors for the implementation of the strategic program - both external and internal;

5) determination of milestones in the implementation of the strategic program that require increased control, the use of special methods of assessment, detection, etc.;

6) establishing the relationship of indicators for the purpose of anti-crisis management, their validity and reliability, sufficient composition, calculation methods;

7) formation of a criteria basis for assessments, deviations, standard values.

Tactical controlling in anti-crisis management characterizes the current activities for the implementation of systematic control over the activities of the organization and solves the following tasks:

1) establishing the necessary frequency of control, allowing timely detection of deviations, dangerous phenomena and weaknesses;

2) determination and implementation of the scope of control. There are systems of total, selective, local and general control;

3) ensuring the depth of control, reflecting the possibility of capturing weak signals, detecting those processes that can only be the most noticeable in the near future;

4) regulation of the complexity of control, which largely depends on its organization and methodology, the use of modern technical means of processing information, the scale and depth of control, the qualifications of personnel performing the control function;

5) motivation and provision of control conditions, reflecting that control always involves one or another measure of human participation;

6) determination of critical points of the controlled process.

The connections between strategic and tactical controlling are manifested in the methodology and organization of control activities.

Controlling methodology characterizes its goals, approaches and principles, tools and methods.

51. ANTI-CRISIS INVESTMENT STRATEGY OF THE STATE

To ensure the success of anti-crisis investment policy, it is important to ensure the link between strategic and tactical investment decisions. The main goal of the anti-crisis investment strategy of the state is the restructuring of the economy. Tactical investment decisions are aimed at maintaining the efficient operation of enterprises, providing state financial support for insolvent enterprises in order to restore their solvency or finance reorganization measures.

Tactical and strategic investment decisions differ in the scale of financial investments and the degree of uncertainty in the results of decisions made, which leads to a different degree of financial risks.

The implementation of the state anti-crisis strategy should be based on a number of prerequisites:

▪ political and socio-economic stability in society;

▪ the presence of a legislative framework for the development of the investment process, including the improvement of tax legislation;

▪ growth of real tax revenues to the budget;

▪ stability of the national currency;

▪ reduction in inflation rates;

▪ stopping capital flight from the country. The anti-crisis investment strategy should be aimed at overcoming negative phenomena in the Russian economy.

In management investment process you must:

1) clearly define goals investment (creation of new enterprises; technical re-equipment and reconstruction of existing enterprises, modernization of equipment, etc.);

2) select objects investments in accordance with the identified priorities. So, in modern conditions, the primary direction of using budgetary funds is the creation of relatively small projects with a high rate of capital turnover and quick returns. In the context of the crisis in the investment sphere, such a financing principle acquires special significance, such as obtaining the maximum effect at the minimum cost;

3) reveal real sources investments and, taking into account certain opportunities, create a legislative framework for the implementation and development of investments, including foreign ones.

These basic conditions should ensure solution of the main problem anti-crisis investment strategy at the state level - the creation of savings for the renewal of fixed capital, for long-term investment in the real sector of the economy.

52. ASSESSMENT OF INVESTMENT ATTRACTIVENESS OF ENTERPRISES

In the process of making investment decisions, the following can be distinguished: stages:

1) assessment of the financial condition of the enterprise and the possibilities of its participation in investment activities;

2) justification of the amount of investments and the choice of sources of financing;

3) assessment of future cash flows from the implementation of the investment project.

One of the most important stages in assessing the investment attractiveness of an enterprise is the analysis of its financial and economic activities.

Financial condition of the enterprise - this is a complex concept that implies an assessment of the degree of efficiency in the allocation of funds, the stability of solvency, the availability of a sufficient financial base, the availability of own working capital, the organization of settlements, etc.

Techniques based on the analysis of financial ratio systems. With all the variety of methods using financial ratios, their main differences are determined by:

▪ the degree of multiplicity of financial ratios used in the analysis;

▪ principles for assessing the weight of these coefficients;

▪ methods for obtaining a generalized assessment of the financial condition of an enterprise.

Particular attention should be paid to the presence of such items in the reports of enterprises as losses, credits and loans not repaid on time, overdue accounts payable and receivables.

The next step in the analysis is to assess the financial condition of the enterprise using the system financial ratios. With all the variety of financial ratios, they must include indicators of the following areas of assessing financial condition:

Group I - liquidity indicators;

Group II - indicators of financial stability;

Group III - indicators of business activity;

IV group - indicators of profitability.

53. METHODS FOR ASSESSING INVESTMENT PROJECTS: DISCOUNT

In order to compare the amount of investment and future cash receipts, it is necessary to take into account the timing of cash inflows and outflows as a result of the implementation of the investment project, and all future cash flows should be "brought" to the time of investment, i.e., perform the procedure discounting payment streams.

Various methods for comparing investment projects use the following information, which can be obtained as a result:

1) determining the amount of expected cash receipts from the proposed project with their distribution according to the timing of receipt;

2) substantiation of the discount rate for future cash receipts, which would reflect the investor's expected profitability from the project and the degree of risk of investing funds;

3) calculation of the present value of each of the expected flows, the summation of which determines the accumulated value of discounted income (PV):

where CF_t - income from investments of the f-th period; i_t - discount rate of the f-th period; n is the number of years over which the return on investment is projected.

The value of PV calculated in this way characterizes the value of cash income from investments received in different periods, reduced to the moment of investing funds (if they are lump sum). Now this value (PV) can be compared with the size of investments.

The formula shows that when evaluating investment decisions, it is important the analysis of the size and period of occurrence of cash income as a result of capital investments acquires importance: those investment projects that give sufficiently large incomes after short periods of time will have greater attractiveness;

4) calculation of the capital investments required for the investment project.

54. METHODS FOR ASSESSING INVESTMENT PROJECTS: PAYBACK PERIOD, AVERAGE RETURN, CASH FLOW

Payback period is the number of years required to return the initial investment.

In the simplest version of determining the payback period, the cost of cash flows is not taken into account, taking into account the time factor. The general formula for calculating the PP indicator is as follows:

where C is the amount of capital investment.

One of the main disadvantages of the payback period is that it does not take into account the impact of cash flows beyond the payback period.

This drawback is eliminated when using the second option for calculating the payback period, when discounted cash flows are used to determine it.

According to the principles of calculation, it is close to the payback period method for calculating average return on investment. This indicator is determined by dividing the average annual net profit by the average cost of investment. The average investment value is determined in the presence of a liquidation (residual) value as half the sum of the size of the initial investment and the liquidation value.

This method, like the payback period, has a drawback: it does not take into account the time component of cash flows.

The following method for evaluating the effectiveness of investment projects is based on comparing the amount of initial investment with the total amount of discounted cash flows over the life cycle of investments. Under cash flow (cf_t) is understood as net profit plus the amount of depreciation:

CFt = Пt + At,

where P_с - net profit of the f-th period; BUT_с - the amount of depreciation deductions of the t-th period.

55. METHODS FOR ASSESSING INVESTMENT PROJECTS: NET PRESENT VALUE, INTERNAL RATE OF RETURN

To determine the discounted value, you must first set the discount rate, which in investment calculations is the level of possible profitability from the project under consideration. The sum of discounted cash flows over the entire life cycle of the investment is then determined and compared to the value of the initial costs of the project. The difference between these two quantities is called net present (or present) value (nef presenf value - NPV) and is calculated by the formula

where n is the investment life cycle; C is the initial cost of the project.

In the general case, the project involves not only one-time costs, but also consistent investment over n years, and then the calculation of NPV will be made as follows:

where m is the projected average inflation rate; C - the amount of investments of the i-th period.

If, based on the results of the calculations, a positive net present value (NPV > 0) is obtained, it can be recommended to make a positive decision on the investment project. If the NPV is negative, then the project should be rejected.

A positive NPV indicates that the total cash flow over the life cycle of the investment will cover the investment, provide the desired level of return on investment and increase the market value of the enterprise. If the net present value is negative, then the desired rate of return and coverage of capital investments cannot be provided by the predicted cash flows.

Calculation internal rate of return is based on the same methodological assumptions as the net present value determination. However, in this case, the task is to determine the level of return on investment that will ensure the equality of the discounted values of income and expenses throughout the life cycle of investments. Based on this definition of internal rate of return (IRR), we can say that IRR corresponds to the discount rate of cash flows at which NPV = 0.

56. RENEWAL AND ITS ROLE IN ANTI-CRISIS MANAGEMENT

Sanitation is a set of reorganization measures to restore the solvency of the enterprise, its viability, and prevent bankruptcy. It is aimed at preserving the enterprise through the development and implementation of a comprehensive program for its recovery and development and includes a system of audit measures aimed at identifying and eliminating inefficient structural elements and trouble zones, identifying and using hidden reserves and additional incentives for effective financial and economic activity of the organization.

Rehabilitation is based on the following principles:

1) the principle of missed opportunities: the sooner the need to reorganize the business is realized, the easier it will be for the enterprise to overcome the zone of trouble, to prevent a critical drop in the main performance indicators;

2) the principle of dynamic economic processes: despite the fact that the terms of reorganization are not strictly limited, its implementation should be prompt and proactive, since the delay in urgent measures exacerbates the situation. Therefore, the reorganization program includes mainly tactical and quickly payback activities, which does not deny the existence of strategic guidelines for the transformation of the organization;

3) principle of low-cost anti-crisis measures. This principle is relevant for any plan, but with an acute shortage of resources in an unprofitable enterprise, low potential for receiving external investment without a relative loss of independence, it is of paramount importance;

4) the principle of transparency of all rehabilitation measures: without explaining to the staff the goals and objectives of the rehabilitation, the rehabilitation program is doomed to failure;

5) principle of compromise between interests owners, managers, employees, creditors and investors of the enterprise: despite the difference in the interests of these groups, a compromise must be found, otherwise sabotage of program activities by participants whose interests are infringed is inevitable;

6) principle of cooperation with staff: involvement of employees in the development of the rehabilitation program increases the motivation of the staff and contributes to the effective implementation of the program.

Sanitation procedure - this is an ordered set of poorly formalized, sequentially and in parallel management actions that create conditions for the effective recovery of the enterprise.

57. RENEWAL OF THE INVESTMENT POTENTIAL OF THE ENTERPRISE

Investment potential of the enterprise - these are all the potential opportunities for financing the anti-crisis program. When starting to carry out reorganization, the manager must analyze the explicit and implicit sources of its financing, including the most incredible and hard-to-reach, compile their structure, ranking them according to the cost of financial resources, terms of provision, possible consequences, and priority of use.

Investment sources for the enterprise can be conditionally divided into internal and external.

К internal sources usually include accumulated profit, depreciation, reserve and other funds, which are extremely insignificant or absent at a loss-making enterprise.

The search for internal sources of financing is closely connected with programmatic rehabilitation measures, i.e., with the identification of hidden, unused reserves of the enterprise. Therefore, the manager must first analyze the following Possibilities for receiving funds:

1) sale or delivery for rent unused premises, equipment and other tangible assets;

2) improvement of work with receivables, including the use of such an effective financial transaction as factoring - assignment of rights to a bank (credit institution, business entity) to collect debts. Factoring as a financial instrument significantly reduces contractual risks;

3) organization bill programs. The issuance of bills allows an enterprise to attract ruble resources of varying maturities, the cost of which can be significantly lower than the cash lending rates offered by banks;

4) sale of intellectual property and intangible assets through franchising - agreements with another enterprise on the sale of a trademark to it (commodity franchising), technology (production franchising), licenses for the right to open shops, kiosks, etc. (business franchising);

5) tax optimization - the process of finding the best option for paying taxes from all possible ones according to the criterion of maximizing the reduction of the tax burden on the enterprise;

6) Realization of non-core services: training, legal services, consulting, production of technological equipment, repair of household appliances, etc.

Having examined all internal funding reserves and, if possible, restructured them, the anti-crisis manager can turn to external investment sources:

1) direct lending by a business partner;

2) a bank loan is the most common way for a company to raise additional capital;

3) budget lending, i.e., subsidizing enterprises at the expense of the state or regional budget;

4) leasing of technological equipment with a long service life;

5) issue of securities (issue of shares, bonds);

6) foreign investment.

58. DEVELOPING A RENEWAL PROGRAM

A rehabilitation program can be developed both by enterprise specialists (managers-analysts, forecasters, etc.) under the guidance of an anti-crisis manager (director, company president, etc.), and external consultants (consulting and audit firms, analytical structures under state bodies etc.).

When developing anti-crisis measures you must:

1) carefully analyze not the symptoms, but the causes of crisis phenomena at the enterprise, identify their origin;

2) study all possible ways to reduce the impact of negative factors in the framework of solving each specific problem, studying each cause, while taking into account the alternative nature of the designed solutions;

3) to consider successive anti-crisis measures with indication of responsible persons, terms, volumes of resources and points of control. At the same time, the stages of implementation of planned tasks should be shorter, and control points - more often.

It is especially important to correctly identify the problem, to find the true causes of trouble in the enterprise, and not its symptoms.

to the rehabilitation program the smallest changes and improvements can be included that directly affect customer service, product quality, production and management costs and thus increase the viability of the enterprise.

The main directions of the anti-crisis program should include measures to improve the quality of products (services) and reduce costs.

The formulation of each activity in the rehabilitation program should contain objective means of evaluating its results, and after some time, in accordance with the control points, the performance of the task must be evaluated. This is done to make adjustments to plans that are inevitable in unstable production.

59. THE ROLE OF HUMAN CAPITAL IN THE SYSTEM OF ANTI-CRISIS MANAGEMENT

In anti-crisis management, the role of human capital is manifested in the following factors.

First, it is prevention of crisis situations. The quality of human capital affects the number and nature of errors in decision-making, timely perception of cyclical development signals, objective assessment of situations, and design of anti-crisis activities. After all, personnel only become human capital when their professionalism, motivation and attitude towards the organization determine the high quality of their activities. With the presence of human capital, the likelihood of a deep and destructive crisis is reduced.

Second, the during the crisis human capital acts stabilizing factor. Educated people have a deeper understanding of the events of the surrounding reality and, therefore, they are less prone to panic, relaxation, and lack of discipline. True, on the one hand, this is determined by the nature of the individual, his character, but, on the other hand, many personality traits, in particular confidence, composure, efficiency, are formed in the process of acquiring professionalism, the implementation of education, the manifestation of corporate culture, reflect the concept and reality of human capital.

Thirdly, human capital plays a significant role in accelerating the process of overcoming the crisis. What is important here are such traits as professionalism, enthusiasm, and forward thinking, which are a consequence of education and innovation.

In anti-crisis management, the harmony of the two previously considered functions of human capital - the object and the means of management - is of great importance. In an effort to mitigate the crisis or resolve it in favor of the development of the organization, it is necessary to promote the development of human capital: to invest in education, a healthy lifestyle, to motivate creativity in work, to create favorable social and psychological conditions, to form traditions and values, to promote the accumulation of experience, to raise the level of corporate culture.

Human capital acts as a means or as an element of a management mechanism in the case when, on the basis of its reality and features, the problems of getting an organization out of a crisis, modernizing production, designing and using various innovations, updating technologies, etc. are solved.

60. HUMAN CAPITAL AS A FACTOR OF ANTI-CRISIS DEVELOPMENT OF ORGANIZATION

Human capital is formed not only during the selection of personnel, but also in the course of the normal, current work of a manager. The result of such management depends on what means and methods it is carried out.

Chief among these funds:

1) investment in human capital;

2) motivation for the formation and manifestation of those human qualities that characterize the signs of human capital (education, healthy lifestyle, intellectual potential, etc.);

3) a system of remuneration corresponding to the motivation of activity and personal development, as well as seniority and work experience;

4) value installations that are designed and carried out in management processes;

5) qualification, which demonstrates the level of professionalism, skills and abilities of effective activity;

6) providing information on the criteria of new knowledge, the functional content of the activity, the educational and qualification level of the employee, which reflects the factor of competence;

7) culture (general, organizational, corporate, methodological, etc.).

All these factors interconnected, and only their systematic use makes it possible to obtain the real effect of human capital. This is possible if there is a human capital monitoring system based on management priorities and personnel assessment methods.

The simplest method is method for calculating direct personnel costs. It involves economic costs for personnel wages, taxes, security and improvement of working conditions, costs of training and advanced training. But such an assessment does not reflect the real value of human capital, because it does not take into account the motivational aspect of creativity and self-education.

An alternative to this method is method of competitive assessment of the value of human capital, which involves creating better conditions for one’s own personnel than the working conditions of personnel in a competing organization. This helps attract human capital and the transfer of specialists from competing firms. This method can be called a method of regulating staff turnover. It is of great importance in crisis situations.

Human Capital Projection Method is based on taking into account the dynamics of the cost of human capital for the future - 5, 10, 20 years. It turns out to be not only very effective, but sometimes simply necessary for large, long-term and innovative projects.

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