It is determined that any enterprise functioning in the market environment, operates in conditions of risk and uncertainty. In unstable economic environment the levels of factors of risk and uncertainty are increased and activities of the enterprise can be inefficient that lead to the crisis of the enterprise. But the state of crisis of the enterprise is not a final of its activity.
Even when a company is in crisis, it is possible to use a specific set of measures, models and methods that can help the company to overcome the crisis and to restore effective operation. This complex is the basis of crisis management. It is proved that the essence of crisis management is to ensure such conditions of enterprise functioning, where the financial, production, marketing, personnel and other difficulties do not have a permanent character and are quickly solved with the help of special events.
Anti-crisis management of enterprise is the enterprise management system, which is complex, systemic in nature and is aimed at preventing and eliminating adverse business phenomena through the development and implementation of enterprise special activities that have strategic character and allow to remove temporary obstacles, to preserve and increase market position [1].
Carrying out rehabilitation and, if necessary, a comprehensive restructuring of the enterprise, it is very important to build such control system which is aimed at preventing crisis situations, resolving issues by the moment when they become irreversible. This will allow to overcome temporary obstacles, to maintain and increase market position under any external (economic, political, social) conditions, relying mainly on its own resources.
Thus, the introduction of anti-crisis management in the enterprise has the goal of implementing the following measures: diagnostics of processes and trends leading to crisis situations; prediction of the origin, development and probable consequences of crisis situations; implementation of anti-crisis support (identification of processes and trends that lead or could lead to crisis situations); carrying out advance preparation in case of emergencies (crisis prevention); organizing and coordinating effective action to deal with emergency crisis situations and their consequences [1].
It is scientifically proved that the special role in crisis management is played by financial management. It consists of strategic and tactical elements of the financial security of the enterprise, allows to manage cash flow and to find the optimal solution. The basis for the implementation of this system at a particular enterprise is its relationship with the profit of the company [2]. This allows management to determine the factors that make up the structure of profit of enterprises, to provide their detailed study and as a result – to form the enterprise financial management system.
The introduction of crisis management in enterprises is complicated by the fact that there is no relevant practical experience, knowledge and skills either in the domestic enterprise or foreign, because even the definition of crisis management is new in economic science. According to the modern market requirements such scientific direction as “problem management” is rapidly developing in the West [3]. Domestic literature, unfortunately, not enough lights approaches to deducing of the enterprises from crisis, to improve their functioning.
List of references:
1. Мельниченко О. О. Сутність антикризового управління підприємством у сучасних умовах господарювання / О.О. Мельниченко // Економічний аналіз : зб. наук. праць.– Тернопіль: Видавничо-поліграфічний центр Тернопільського національного економічного університету “Економічна думка”, 2015. – Том 21. – № 2. – С. 157-162.
2. Шевцова, О. Й. Антикризове управління щодо системи фінансового менеджменту підприємства/ О. Й. Шевцова // Вісник Дніпропетровського університету. Серія «Економіка». – 2013. – Вип. 7(4). – С. 132-236.
3. Starosta A. Anti-crisis Management Strategies. The case of companies in the Greater Poland Voivodeship / A.Starosta // Management. – 2014. – Vol.18, No. 1. – 255-266 p.
___________________________________
Scientific adviser: Perederii V.V., Ph. D., Associate Professor, National Aviation University
|
Голосування 
Ця робота ліцензується відповідно до Creative Commons Attribution 4.0 International License
Знайшли помилку? Виділіть помилковий текст мишкою і натисніть Ctrl + Enter