To see the other types of publications on this topic, follow the link: Anti-crisis management of an enterprise.
Journal articles on the topic 'Anti-crisis management of an enterprise'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Anti-crisis management of an enterprise.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Hrabovska, Іryna. "Features of the use of organizational and management innovations in the system of anti-crisis management of an enterprise." Ukrainian Journal of Applied Economics and Technology 8, no. 2 (2023): 215–23. http://dx.doi.org/10.36887/2415-8453-2023-2-31.
Full textAbstract:
The article represents the study of the peculiarities of using organizational and management innovations in the anti-crisis management system of domestic enterprises. The urgent need to use innovations in the anti-crisis management system as an effective tool for overcoming crisis phenomena and ensuring the stable operation of the enterprise in conditions of uncertainty is revealed. The analysis of the practical experience proved that innovations are the most effective tools of crisis management at present. To ensure the effectiveness of anti-crisis measures, it is first necessary to implement innovations in the management system of a crisis enterprise. Organizational and management innovations make it possible to ensure the effectiveness of the anti-crisis management system and are the basis of a "correct" anti-crisis program at the enterprise. The relationship between the goals of anti-crisis management applied organizational and management innovations, and crisis factors that negatively affect the state of the enterprise is revealed. Various approaches to implementing organizational and governance innovations in the activities of crisis enterprises are studied, and their specific features and main types are presented. The content of the anti-crisis program formation stages, which is based on the use of organizational and management innovations, is presented. Among the innovations aimed at optimizing and increasing the management system's efficiency, the author singles out the reengineering system. Removal of problem zones and improvement of the business processes, directed at the increase of competitive potential, is the base for constructing the process-focused model of anti-crisis management representing a qualitatively new method of the enterprise's control. Keywords: innovation, crisis, anti-crisis management system, organizational and management innovations, business restructuring, business model, reengineering.
2
Mocanu, Nelu. "Implementation of Anti-Crisis Management Technologies." International Journal of Innovation in the Digital Economy 9, no. 4 (2018): 11–23. http://dx.doi.org/10.4018/ijide.2018100102.
Full textAbstract:
In the last 20 years, most of the managers of the big enterprises reached the conclusion that the main purpose of the enterprise is the maximization of the incomes by increasing the values of the assets of the company. This article presents radiographies of the contemporary economic theory of management, legislative frame of romania and other official documents, regarding the problems of bankruptcy and anti-crisis management. The results show that the use of the system of complex monitoring of the situation of the enterprise will allow at an incipient level the distinguishing of a close crisis and starting the preparations of the enterprise for preventing the crisis in an opportune moment, and when this is impossible, for a fast drawing of the enterprise out of the crisis.
3
MARTYNOV, Andrii, and Bohdan SHEDKO. "Choice of tools of anti-crisis management at industrial enterprises of Ukraine." Economics. Finances. Law 2/2024, no. - (2024): 44–48. http://dx.doi.org/10.37634/efp.2024.2.9.
Full textAbstract:
The relevance of the research of the tools of anti-crisis management at domestic enterprises and the prerequisites for its optimization in conditions of systemic financial and economic crisis and military conflict are substantiated. The structure of the anti-crisis management system and peculiarities of choosing the anti-crisis management toolkit are defined, which includes tools for identifying the crisis at the enterprise, tools for developing anti-crisis management decisions and tools for assessing the effectiveness of adopted anti-crisis management decisions. It is substantiated that the concept of anti-crisis management determines the relationship between the components of the "reactive" and "preventive" character in the anti-crisis management system, the role and place of the anti-crisis component in the general strategy of enterprise management. The concept of crisis management should take into account such features of the enterprise as: size, industry, methods of capital formation, stage of the life cycle of the enterprise, types of production and financial strategy, market position, types of risks inherent in this enterprise. The tools of crisis management at the enterprise are investigated within two large groups: diagnostic methods and methods aimed at overcoming the crisis. The tools of crisis management are considered in terms of the stages of crisis at the enterprise. The priority of preventive measures in the anti-crisis management system has been determined. The model of anti-crisis management tools is proposed taking into account the factors of crisis, stages of crisis, tasks of anti-crisis management at the enterprise. Therefore, during the study, stages, crisis factors, the structure of the crisis management toolkit, which includes both tools for diagnosing the crisis state at the enterprise and directly tools for overcoming the crisis, which can be the basis for optimizing the crisis management system at the enterprise, are determined.
4
ЄПІФАНОВА, Ірина, та Денис БОЛОТНОВ. "МІСЦЕ СТРАТЕГІЇ В СИСТЕМІ АНТИКРИЗОВОГО УПРАВЛІННЯ ПІДПРИЄМСТВАМИ". Herald of Khmelnytskyi National University. Economic sciences 306, № 3 (2022): 335–38. https://doi.org/10.31891/2307-5740-2022-306-3-51.
Full textAbstract:
In the conditions of russia's armed aggression, the loss of a significant number of enterprises of their production capacities, the deterioration of the logistics supply system, the instability of the national currency exchange rate requires active anti-crisis management from all enterprises, which must be carried out in accordance with the formed enterprise development strategy. Despite a significant amount of research in the direction of anti-crisis management, the issue of the relationship between anti-crisis and strategic management requires further research. The purpose of the article is to determine the relationship and place of strategy in the anti-crisis management system in modern conditions. The article systematizes approaches to determining the essence of the strategy and its place in the anti-crisis management system. It was determined that in modern conditions, the implementation of an anti-crisis management strategy is important for all enterprises, regardless of the form of management. The basic strategies of enterprise development are summarized: strategies of concentrated growth, strategies of integrated growth, strategies of diversified growth, strategies of reduction. The stages of the development of a crisis situation at the enterprise are summarized: the appearance of signs of a crisis; crisis detection; financial response to the unfolding of the crisis; unfolding (deepening) of the crisis; the company's reaction to the crisis. The anti-crisis management strategy is defined as an interrelated sequence of actions to ensure the effective economic activity of the enterprise under the conditions of limited resources and the influence of crisis factors. The anti-crisis management strategy should consist of a strategy for overcoming crisis phenomena and a strategy for preventing crisis phenomena. Both components are important and require constant monitoring of the external and internal environment of the enterprise. The stages of the implementation of the anti-crisis strategy of the enterprise are determined.
5
Bolotnov, Denis. "Features of anti-crisis management of domestic enterprises." Innovation and Sustainability, no. 2 (July 1, 2022): 171–76. http://dx.doi.org/10.31649/ins.2022.2.171.176.
Full textAbstract:
In modern conditions, the socio-economic situation of Ukraine is characterized by significant variability and unpredictability. The activity of business entities takes place in the absence of timely and accurate information about all the consequences of management decisions and possible further changes in the operating environment. It is important for enterprises to organize an effective crisis management system. The purpose of the article is to systematize approaches to determining the essence and features of anti-crisis management of domestic enterprises.
 This work systematizes approaches to determining the essence of anti-crisis management of industrial enterprises. Approaches to defining the essence of anti-crisis management are summarized. The systematization of existing approaches to determining the essence of anti-crisis management made it possible to define anti-crisis management as management aimed at avoiding and neutralizing signs of crisis in the economic activity of enterprises, as well as at adapting the management system to changes in the external environment of the enterprise, which will contribute to sustainable development.
 Factors that cause crisis phenomena at industrial enterprises are systematized in terms of internal and external influence. The main components of the anti-crisis management system are summarized: functions, principles. The main functions of anti-crisis management are planning, organization, motivation, and control. The main goals of anti-crisis management are divided into organizational, production, financial, personnel, sales, marketing, and innovation.
 It was determined that according to the presence of signs of crisis, the anti-crisis management of the enterprise is divided into active and passive; depending on the specifics of the development and state of the enterprise, anti-crisis management is divided into preventive, crisis and post-crisis management.
6
KOSTAKOVA, Lina. "Anti-crisis financial management – component of industrial enterprise management." Economics. Finances. Law, no. 5/1 (May 26, 2021): 10–13. http://dx.doi.org/10.37634/efp.2021.5(1).2.
Full textAbstract:
In the course of the study, it was found that the factors of the internal and external environment produce a destabilizing effect on the activities of business entities. It has been established that anti-crisis financial management is a necessary attribute in overcoming the influence of negative factors and stabilizing the financial and economic activities of enterprises. On the basis of the conducted critical review, it was found that scientists consider anti-crisis financial management, on the one hand, as a separate direction of management, which is a set of financial methods for preliminary diagnostics and prevention of a financial crisis and aimed at effectively overcoming it, and on the other hand, as a component of the overall enterprise management. The place of anti-crisis financial management among such components as financial management of an enterprise and financial management of an enterprise is schematically determined, and interrelationships between them are established. A typical graph-tree of enterprise goals has been developed, which reflects the relationship of each stage of enterprise management by dividing them by the goals of the current level and outlined the tasks of anti-crisis financial management, the essence of which is to maintain a high level of liquidity and solvency indicators, ensure financial stability and financial balance of the enterprise, prevention of possible bankruptcy, formation of the structure of borrowed sources, and the like. It is proved that anti-crisis financial management should be considered in the context of a component of the general enterprise management system.
7
REZNIK, Nadiya, and Vitalii KOSTYLIANU. "ANTI-CRISIS MANAGEMENT OF THE ENTERPRISE AS A MEANS OF BANKRUPTCY PROTECTION OF THE ENTERPRISE." Ukrainian Journal of Applied Economics 4, no. 3 (2019): 181–87. http://dx.doi.org/10.36887/2415-8453-2019-3-20.
Full textAbstract:
The functioning of most medium-sized, small and large enterprises in today's realities remains at a low level of professionalism. Many business executives do not pay enough attention to analytical work, do not develop new strategies and do not improve the proposal related to crisis management. Only the enterprise management of the adequate level of qualification can avoid all the negative consequences of the crisis. The main task of enterprises is to comply with the requirements of the enterprise anti-crisis policy, namely the calculation of financial ratios that reflect its financial stability. The coefficients allow to consider the company from different sides, among which the most important in the implementation of anti-crisis management are: the efficiency of current assets using, own and borrowed funds, using of production potential, effective management in the enterprise, the dynamics of production and sales of products, depreciation of fixed assets, using of investment capital. In addition to monitoring indicators, crisis management involves identifying problem areas in the enterprise and developing measures to eliminate them. The final part of the enterprise's anti-crisis policy is the implementation of these measures, which prevents the bankruptcy of the enterprise at the stage of possible threats and problems. Unfortunately, modern entrepreneurs neglect this measure and therefore find themselves in a difficult financial and managerial situation. Another issue of crisis management is the issue of securities, which allows to raise additional funds used by the enterprise as a means of eliminating possible bankruptcy. This process is a means of lending in today's realities that is more effective than loans made through the banking system. In today's market economy, business development is the driving force, so we believe that the topic of crisis management is relevant, because such measures are developing enterprises, which in turn develops the economic sectors and the country's economy. Keywords: crisis management, crisis, bankruptcy, financial instruments, enterprise management, analysis of financial condition.
8
Lunkina, I. "Developing an Anti-crisis Strategy to Ensure the Balanced Potential of an Enterprise." Economic Herald of the Donbas, no. 4 (78) (2024): 110–14. https://doi.org/10.12958/1817-3772-2024-4(78)-110-114.
Full textAbstract:
The article considers the theoretical and methodological aspects of the formation of an anti-crisis strategy for ensuring the balanced potential of an enterprise, in particular the transport industry, in the context of economic transformation. The specifics of anti-crisis management, which are manifested in a comprehensive approach, orientation to the long-term perspective, flexibility and adaptability, as well as the maximum use of internal reserves and resources of the enterprise, are substantiated. The research of scientists who sought approaches to the formation of anti-crisis strategies and also made a significant contribution to the study of this issue is analyzed. A structural and logical scheme for the formation of an anti-crisis strategy is proposed, which consists of six main stages: determining the purpose of forming an anti-crisis strategy for enterprise management, assessing the influence of external factors on the formation of strategic goals, assessing the internal resilience of the enterprise to the crisis, analyzing the balance of the enterprise's potential, choosing strategic alternatives and implementing anti-crisis strategies for ensuring the balanced potential of the enterprise. Attention is paid to the development of a spatial model for choosing an anti-crisis strategy based on a three-dimensional matrix, which allows determining the position of the enterprise in the crisis space and choosing the optimal strategic alternatives. The main anti-crisis strategies are highlighted: activation and stabilization, concentration and differentiation, consolidation, modernization, restructuring and recovery strategy. The use of a three-dimensional matrix in the process of choosing an anti-crisis strategy allows the enterprise not only to avoid financial losses, but also creates the basis for long-term development and strengthening its positions in the market. The results of the study can be used to increase the resilience of enterprises to crisis, optimize the use of resources and ensure long-term development in conditions of market instability.
9
Bahorka, Mariia, Tetiana Ustik, and Liudmila Kvasova. "THE PLACE OF MARKETING ACTIVITIES IN THE CRISIS MANAGEMENT SYSTEM." Three Seas Economic Journal 3, no. 3 (2022): 15–20. http://dx.doi.org/10.30525/2661-5150/2022-3-3.
Full textAbstract:
The purpose of the article is to establish the place of marketing in crisis management of the enterprise, to study the role of the main aspects of crisis marketing in modern enterprises; mastering the components of marketing crisis management of enterprises, to avoid the vulnerability of the enterprise to crisis phenomena and eliminate their consequences. The methodological basis of the study was the generalization of the results of applied research in the field of economics, scientific works of domestic and foreign scientists, which highlight the fundamental theories of competitive advantage, competitiveness and marketing management. Results. The article conducts a study on determination of the place of marketing in anti-crisis management of an enterprise, establishes the role of main aspects of anti-crisis marketing at modern enterprises; mastered the mechanism of marketing anti-crisis management of enterprises, the purpose of which is to form a strategy for overcoming the crisis and eliminating the consequences of crisis phenomena. Practical results. Given the constant changes in the environment of their functioning, enterprises should develop marketing programs that provide for measures to be taken to stabilize the market situation and overcome the insolvency crisis. Value/originality. In the understanding of the authors, crisis management should cover all subsystems of enterprise management: operational, technical, financial, and especially strategic, marketing, personnel. In the understanding of the authors, crisis management should cover all subsystems of enterprise management: operational, technical, financial, and especially strategic, marketing, personnel. It is recognized that marketing in crisis management is not just one of the subsystems of the enterprise, but the basis that ensures the sustainability of all its other departments.
10
Bahorka, Mariia, Liudmila Kvasova, and Yuliia Yakubenko. "MARKETING SUPPORT FOR ANTI-CRISIS MANAGEMENT OF AN AGRICULTURAL ENTERPRISE." Economics & Education 8, no. 1 (2023): 17–23. http://dx.doi.org/10.30525/2500-946x/2023-1-2.
Full textAbstract:
The purpose of the article is to study the theoretical approaches of anti-crisis management, to generalise the causes of crisis phenomena of agricultural enterprises, to determine the main components of marketing support in the anti-crisis management system to optimise the "producer-market-consumer" chain in order to avoid and overcome the crisis state of the enterprise. The methodological basis of the study was a synthesis of the results of applied research in economics, scientific works of domestic and foreign scientists, which highlighted the basic theories of competitive advantage, competitiveness and marketing management. Results. The article examines theoretical approaches to crisis management, summarises the causes of crisis phenomena in agricultural enterprises, defines the main components of marketing support in the crisis management system to avoid the vulnerability of the enterprise to crisis phenomena and eliminate their consequences. Practical results. The marketing support of an agricultural enterprise in the anti-crisis management system is necessary because without it the enterprise will not be able to function normally and use its resources productively and profitably. Value/originality. It has been established that the purpose of marketing in anti-crisis management is to ensure the process of production and sale of the most demanded goods on the market, which will bring the greatest benefit to the enterprise and ensure profitable activity. It has been proved that the concept of pre-marketing includes the use of special tools even in the condition of stable development and functioning of the enterprise.
11
ГРАБОВСЬКА, Ірина. "ТЕОРЕТИКО-ПРАКТИЧНІ АСПЕКТИ ЗАСТОСУВАННЯ ІНСТРУМЕНТАРІЮ АНТИКРИЗОВОГО УПРАВЛІННЯ В УМОВАХ НЕВИЗНАЧЕНОСТІ". Herald of Khmelnytskyi National University. Economic sciences 328, № 2 (2024): 207–12. http://dx.doi.org/10.31891/2307-5740-2024-328-47.
Full textAbstract:
The article is devoted to the study of the features of the application of modern tools of anti-crisis management of the enterprise in conditions of uncertainty. The relevance of setting and solving a special research task of using an individual set of effective anti-crisis management tools for each enterprise and determining the patterns of forming one's own trajectory in the strategy of preventing bankruptcy and directions for further development has been proven. The approach to the tasks of modern anti-crisis management, as a key factor in the formation of an enterprise - a self-developing microeconomic system, is substantiated. Attention is focused on the non-linear nature of the development of enterprises with sharp transformations at bifurcation points, which can lead to the process of the destruction of the company, or to its transition to a higher level of organization. It is emphasized that the application of analytical tools of homeostatics is also very important from a theoretical and practical point of view, as it allows to classify transitional periods in the business system according to the level of development and their participation in the processes of preventing bankruptcy of the enterprise. The transformation of the anti-crisis management system from the point of view of the systemic approach to the stability of the enterprise is considered. A set of problems of anti-crisis management to overcome "crisis points" in the business cycle of the enterprise and prevent its bankruptcy is highlighted. An algorithm for managing the organization in crisis by balancing the levels of manageability and adaptability of the business system is presented. Tools are grouped according to the stages of the anti-crisis management process (pre-crisis stage, crisis stage and post-crisis stage). The need to implement tools and methods of preventive anti-crisis management in the activities of domestic enterprises is emphasized. The conditions and limitations of the development of anti-crisis measures are formulated, the choice of anti-crisis management tools is substantiated. On this basis, the goals of the implementation of the anti-crisis strategy are determined and the basic provisions of the strategic plan focused on preventing the crisis and bankruptcy of the enterprise are highlighted.
12
Hryhorian, R. "Features of diagnostics as a crisis management tool for agricultural enterprises." Ekonomìka ta upravlìnnâ APK, no. 2 (193) (November 28, 2024): 140–49. https://doi.org/10.33245/2310-9262-2024-193-2-140-149.
Full textAbstract:
The article considers theoretical and practical approaches to diagnosing the crisis state of agricultural enterprises within the framework of anti-crisis management. It is argued that anti- crisis management is a strategic process that changes the activities of the enterprise based on the diagnosis of potential problems, as well as taking into account the features of the institutional environment at the stages of the crisis. It is substantiated that for small farms and medium-sized agricultural enterprises it is advisable to combine the consideration of the general and local crisis, since they very often coincide. The need to take into account certain external factors when diagnosing the crisis state of agricultural enterprises is proven, since most of them are unable to form anti-crisis potential, the potential for stability and are more dependent on the environment. The use of a combined approach to conducting a crisis diagnosis of an agricultural enterprise and analyzing external factors is proposed. It is substantiated that the development of financial analysis models for predicting threats to the enterprise can be considered within the framework of the early crisis warning system. It is emphasized that financial ratios are important tools for predicting problems in the economic activity of the enterprise, and it is advisable to use them when developing predictive models. It is substantiated that managing an enterprise during a crisis is possible only if a diagnosis of potential problems is carried out, since its results provide a high justification for management decisions regarding the development of a plan for overcoming the crisis and recovery. It is proved that the combined model for conducting diagnostics is advisable to use at the stage of the crisis, when there is a need for prompt decision- making. Key words: diagnostics, anti-crisis management, agricultural enterprise, stages of the crisis, financial indicators, external factors.
13
Ryabicheva, Olga Ivanovna, Diana Bagomedovna Ibragimova, and Amina Muslimovna Eminova. "ANTI-CRISIS MANAGEMENT OF THE ENTERPRISE." Industrial Economics 8, no. 3 (2022): 766–72. http://dx.doi.org/10.47576/2712-7559_2022_3_8_766.
Full text
14
KOSTAKOVA, Lina, and Oleh TESLENKO. "Anti-crisis management – the basis of ensuring the economic security of the enterprise." Economics. Finances. Law, no. 1 (January 27, 2021): 5–9. http://dx.doi.org/10.37634/efp.2021.1.1.
Full textAbstract:
In the course of the research it was established that under the conditions of modern development of economic relations in Ukraine a significant share of enterprises is in a state of crisis. It is established that crisis processes are predictable and expected and it is necessary to be ready for crisis situations. It was found that the neutralization of crisis phenomena, forecasting and prevention of insolvency of economic entities, as well as the stabilization of their financial and economic activities are possible under the conditions of effective anti-crisis management. Based on the systematization of the authors' interpretations on the definition of crisis management and economic security of the enterprise, it was found that crisis management is the basis for ensuring the appropriate level of economic security of the enterprise. The role of anti-crisis management functions is determined and their division into universal and specific, the action of which is aimed at maintaining the economic security of the enterprise in its various aspects. It is proved that the creation of an effective system of crisis management of the enterprise is a fundamental system, through which you can not only determine the location of the crisis, but also its causes. The essence of the main tasks of anti-crisis management of the enterprise is revealed, the implementation of which will help to identify crisis situations at the enterprise and minimize their negative consequences. The characteristic of principles of anti-crisis management of the enterprise is given. The process of anti-crisis management of the enterprise, which ensures its economic security in terms of the financial component, is studied. It is substantiated that the creation of an effective anti-crisis program is a guideline in ensuring the economic security of the enterprise.
15
Egorkina, Tat'yana, Marina Golovchanskaya, Oksana Alekseeva, and Oleg Maron. "FORMATION OF AN EFFECTIVE MECHANISM OF ANTI-CRISIS MANAGEMENT OF THE ENTERPRISE." Russian Journal of Management 13, no. 3 (2025): 1–13. https://doi.org/10.29039/2500-1469-2025-13-3-1-13.
Full textAbstract:
In the conditions of a dynamic and unstable market, the formation of an effective mechanism of anti-crisis management becomes a key element of successful activity of enterprises. This work is devoted to the study of the essence of the mechanism of anti-crisis management and the features of its formation. It formulates the author's definitions of the terms "mechanism of anti-crisis management", "effective mechanism of anti-crisis management". Based on the behavioral analysis of approaches to anti-crisis management and the mechanism of anti-crisis management of an enterprise in modern realities, the main aspects were identified and requirements were developed that allow creating an effective mechanism of anti-crisis management of an enterprise, with the help of which companies can painlessly survive not the best times in conducting business activities.
16
Piletska, S., Y. Kopcha, and S. Kamyshna. "Controlling in the System of Anti-Crisis Management." Economic Herald of the Donbas, no. 1 (67) (2022): 52–58. http://dx.doi.org/10.12958/1817-3772-2022-1(67)-52-58.
Full textAbstract:
It is noted that the economy, as well as each of its subjects, is developing cyclically, changing one stage by another. The cyclic nature of economic development has led to the formation of such scientific direction as “controlling”, designed to ensure the sustainable functioning of enterprises in the deployment of crisis processes. The aim of the study is to develop theoretical foundations and practical recommendations on the specifics of using controlling in the system of anti-crisis management of the enterprise. The methodological basis of the study are the scientific works of classics of economic science, publications of leading scientists and experts exploring controlling as a means of diagnosing market opportunities and positions of the enterprise, the problems of crisis management of the enterprise. It was determined that the practice of application of controlling shows that without tools in this period of economic development it is impossible to compete with those enterprises that successfully apply it. The controlling services provide the system gathering, processing and analysis of the information by all enterprise divisions, determine the conformity of the adopted development strategy, prepare the constructive suggestions for the management and administration concerning the effective solution of the problems, which arise in the terms set by the program. It has been substantiated that in the process of formation of the information-analytical platform of controlling, not only the information itself, necessary for making behavioral decisions, but also the effective organization of its movement is of fundamental importance. Information controlling system supports the development of basic plans of the company. It is proved that in a changing environment in the process of crisis management the use of controlling by the enterprise will significantly improve the reliability of management information used to make strategic decisions, and reduce operational risks and the likelihood of technical errors in processing data on the activities of various departments of the enterprise. The tasks of controlling include development of information system structure, standardization of information channels and carriers, choice of information processing methods. When the economic situation in an enterprise worsens, manifested in a decline in liquidity and profitability, more services are expected from the controlling services to coordinate plans, analyze the causes of their deviation from the fact, as well as recommendations for survival in the short term.
17
Lunkina, Iryna Yu. "The Theoretical Aspects of Enterprise Anti-crisis Management in the Conditions of External Environment Turbulence." Business Inform 1, no. 552 (2024): 22–28. http://dx.doi.org/10.32983/2222-4459-2024-1-22-28.
Full textAbstract:
The article is concerned with defining the essence of the concept of anti-crisis management and crisis in general. The correct definition of the essence of anti-crisis management allows you to create a system of the most effective methods of counteracting and preventing a anti-crisis. This study examines the causes of the economic crisis, consisting of two levels: objective and subjective, external and internal. The article defines the essence of anti-crisis management in accordance with the principles, and the system of anti-crisis management, which is used by the subjects of management. A general description of the main methods of anti-crisis management of enterprise is provided. It is noted that systematization and definition of the content of these methods contributes to the expansion of the capabilities of enterprises to prevent and neutralize crisis phenomena in their activities. The following principles on which the anti-crisis management system is based are analyzed: early diagnosis of crisis phenomena; urgency of response to crisis phenomena; adequacy of enterprises’ response to the level of real threat; full realization of the internal possibilities of the enterprise’s recovery from the crisis. Methods of diagnostics of anti-crisis management are considered, which are as follows: monitoring of the external environment; system analysis of factors that indicate possible changes in the state and competitive position of the enterprise; audit of the financial situation; analysis of the company’s lending policy and debt; risk identification; assessment of the current state of the enterprise and forecasting possible states in the future. In the aspect of anti-crisis management, strategy is understood as a model of actions necessary to achieve the set goal based on the coordination and allocation of the company’s resources. Within the framework of anti-crisis management, the following types of enterprise development strategies have been chosen: strategy of concentrated growth; integrated growth strategy; diversified growth strategy; production reduction strategy, or liquidation strategy.
18
Humenna, Y. H., and I. V. Basanets. "IMPROVEMENT OF THE ANTI-CRISIS MANAGEMENT SYSTEM AT THE INDUSTRIAL ENTERPRISE." Vìsnik Sumsʹkogo deržavnogo unìversitetu 2021, no. 4 (2021): 153–60. http://dx.doi.org/10.21272/1817-9215.2021.4-18.
Full textAbstract:
Anti-crisis management of the enterprise is important for its stable development, avoidance of the economic crisis and providing financial security both at the level of the state and individual businesses. In conditions of unstable political, economic and legal situation, the impact of various factors on the financial condition of industrial enterprises was analysed. It proved that most domestic enterprises have unstable indicators of economic and financial position. Theoretical approaches to the definition of crisis management to ensure the financial security of the enterprise was analysed. The analysis of economic activity of industrial enterprises in Ukraine for the last years was carried out. The main factors of risks and threats to enterprises were studied. The analysis of financial activity of PJSC "Sumykhimprom" in the conditions of economic crisis was carried out and the complex of measures for forecasting of occurrence of financial risks and overcoming of negative consequences of crisis is offered. It is proved that the creation of a set of measures for effective crisis management is relevant not only in the scientific context, but also in practical use to overcome the negative consequences that may be accompanied by the onset of bankruptcy. In the context of bankruptcy risk management, the implementation of the set of measures to prevent and slow down crisis processes, stabilize the financial situation with additional reserves and resources, prepare for the emergence of new risks is grounded. Depending on the crisis situation, anti-crisis measures are defined to stabilize the safe development of the enterprise. The mechanism of anti-crisis measures and strategies in the company is offered. It was confirmed that anti-crisis management is aimed not only at avoiding the crisis, but also at adapting businesses and maintaining stable financial performance in the global economic crisis. Studying the methods of bringing companies out of the crisis and ensuring its stable financial performance, the main approaches to the study of effective financial condition and avoidance of bankruptcy in the enterprise are defined. This paper develops a set of anti-crisis measures to predict and identify negative factors from the external and internal environment at different stages of economic and financial activities of the enterprise.
19
Yeshchenko, Maryna, Ihor Tochono, and Tetiana Petlenko. "Strategic management of construction enterprises in a conditions of crisis situation." Galician economic journal 87, no. 2 (2024): 181–87. http://dx.doi.org/10.33108/galicianvisnyk_tntu2024.02.181.
Full textAbstract:
Theoretical aspects of strategic anti-crisis management are evaluated. The usefulness of research in modern conditions has been proven. Based on the conducted research, four levels of strategic anticrisis management were identified. It was concluded that a crisis is a situation in which the organization cannot adapt to external changes in time, which very quickly causes a loss of stability. Approaches to understanding the essence of anti-crisis management, its purpose and role are defined, and the main requirements for the formation of the anti-crisis management system are given. Types and types of anti-crisis management are considered. What measures are taken into account when developing a strategy for the effectiveness of anti-crisis activities? Anticrisis monitoring of the state of enterprises and the need for diagnostics as an element that guarantees this. The strategy, which includes the development of financial, organizational, technical economic, and other measures aimed at removing the enterprise from a difficult situation, is of crucial importance for the effectiveness of anticrisis activities in the management process. There is an urgent need to create an anti-crisis management system, conduct diagnostics as its only function, determine the admissibility of various diagnostic models, and develop anti-crisis approaches and business development strategies. Strategic management of the company in crisis conditions and the engagement strategy, which involves the organization of joint economic activities by some market participants in order to reduce costs and increase revenues. The necessity and economic importance of using strategic management in the fight against the crisis is substantiated. In general, anti-crisis management of an enterprise is a system of enterprise management. After the assessment, a sequence of actions and management decisions is presented, which allows to development of a system of influence necessary for restructuring the enterprise to minimize the consequences of the crisis. The process of forming an anti-crisis strategy and the main stages of creating a system of basic strategic assumptions of a modern company, which can be used in enterprises of various fields of activity, have been developed.
20
Iskhakova, Gulia M. "Controlling in the anti-crisis management of an agricultural enterprise." Economy of agricultural and processing enterprises, no. 2 (2022): 28–35. http://dx.doi.org/10.31442/0235-2494-2022-0-2-28-35.
Full textAbstract:
The orientation of the modern management system towards strategic development and the creation of potential for long-term growth of enterprises determines the need to develop and apply modern approaches and tools in the management and organization of the effective functioning of the enterprise. Currently, one of these tools is controlling, the concept of which is designed to implement a new approach to the process of internal enterprise management. Not all aspects of controlling have found their due theoretical, methodological and practical solution, therefore, the concept of controlling has not yet found widespread use in the practical activities of domestic enterprises. In this regard, there is a need for a comprehensive study of theoretical and practical approaches to the formation and effective functioning of the controlling system, to determine its place in the enterprise management system. Formation of an effective model of the functioning of the controlling system in the anti-crisis management of an enterprise is a particularly important problem.
21
Лачкова Людмила, Борисова Аліна та Лачкова Вікторія. "ІНСТРУМЕНТИ ПРАКТИЧНОЇ РЕАЛІЗАЦІЇ АНТИКРИЗОВОГО УПРАВЛІННЯ НА ПІДПРИЄМСТВАХ ТОРГІВЛІ". International Journal of Innovative Technologies in Economy, № 8(20) (30 листопада 2018): 40–42. http://dx.doi.org/10.31435/rsglobal_ijite/30112018/6213.
Full textAbstract:

 
 
 The article deals with methodical approaches to the formation of the anti- crisis program of trade enterprises and drawing up of a plan for its implementation. During the research, it was determined that the basis of the crisis management program is diagnostics of the enterprise's development crisis, which should include not only probability of the enterprise bankruptcy, but also determine the existence of internal reserves of confrontation against it. In order to generalize and systematically present the developed anti-crisis measures and expected results after their implementation, it is proposed to use the methodology of problem structuring of the anti-crisis program and the schedule of their achievement, which contributed to the implementation of effective crisis management in trade enterprises.
 
 
22
Khymych, Iryna, Tetiana Vynnyk, Nataliia Konstantiuk, Nataliia Tymoshyk, and Nataliia Yuryk. "Enterprise Financial Security as an Anti-Crisis Management Method." Modern Economics 25, no. 1 (2021): 153–59. http://dx.doi.org/10.31521/modecon.v25(2021)-24.
Full textAbstract:
Abstract. Introduction. Enterprise financial security is one of the measures to ensure and support financial stability. It is able to act as one of the main anti-crisis management methods and is extremely relevant in the uncertainty of the activities implementation. Management and staff must comply with a number of requirements for ensuring and maintaining their own level of financial capacity for effective enterprise functioning. After all, this factor will promote both its general adaptation, and will allow to carry out own activity now. It will also contribute to the plan formation to ensure the enterprise activities for the future, taking into account the necessary changes based on determining their impact on the development of further events in the business world. Purpose. His article has been described the essence and features of the «Financial security of the enterprise» concept. The necessity of its application in modern conditions of enterprise activity as one of the most important anti-crisis management methods in conditions of uncertainty has been described. Results. The financial security of the enterprise is the basis of effective activity of any enterprise in modern business conditions, taking into account the influence of both internal and external factors that take place in the business world as a whole has been determined. It is researched that financial security needs constant updating and improvement. So, it must meet modern requirements for ensuring the stability of the enterprise as an important anti-crisis managing its activities method. The main components of financial security of the enterprise are offered and described, namely: organizational, managerial, and financial-economic. Conclusions. As a result or consequence of this, the formation, support, and development of the country’s enterprises’ financial security are influenced by many different, both interdependent and independent, internal and external factors. In addition, financial security needs constant provision to achieve a high level of support for the stable and uninterrupted operation of the enterprise under any conditions of its operation. Keywords: financial security; anti-crisis method; crisis phenomenon; organizational component; management component; financial and economic component; soft skills.
23
Lysytsia, N. "METHODS AND APPROACHES FOR THE DIAGNOSTICS OF THE ECONOMIC SECURITY OF THE ENTERPRISE." Building production, no. 77 (December 30, 2024): 11–17. https://doi.org/10.36750/2524-2555.77.11-17.
Full textAbstract:
Abstract. The article examines the experience of forming bankruptcy prevention strategies, forming a system of economic security of construction enterprises, and anti-crisis management. Various methods and approaches to the formation of a system of indicators for assessing the threat of a financial crisis of the enterprise have been studied, as well as providing practical recommendations for improving the monitoring of threats to the economic security of the construction business. In the absence of a unified approach, it is proposed to take the factors of the "crisis field" as an approximate list, which in the process of assessing the degree of economic security of construction enterprises are recommended to be supplemented or reduced, based on the specifics of the enterprise's activities and reporting. Indicators of diagnostics of economic security of the enterprise are proposed to be divided into direct and indirect (mediated) according to the degree of influence. The research of many authors who believe that the indicators and risks of one and the same enterprise are different depending on the stage of its life cycle is analyzed. Some authors suggest measuring the life cycle of an enterprise by cash flow, others suggest determining the stage of the life cycle based on data on the enterprise's revenue. The matrix of diagnostic indicators and the dynamics of their level by stages of the life cycle of the enterprise is considered. The critical risks of the enterprise are analyzed depending on the stage of its life cycle. Some authors suggest measuring the life cycle of an enterprise by cash flow, others suggest determining the stage of the life cycle based on data on the enterprise's revenue. The matrix of diagnostic indicators and the dynamics of their level by stages of the life cycle of the enterprise is considered. The critical risks of the enterprise are analyzed depending on the stage of its life cycle. The main approaches to assessing the company's potential have been studied. Theoretical and methodological approaches to assessing the anti-crisis potential of the enterprise and ensuring the economic security of the enterprise were considered, factors affecting the economic security of construction enterprises of Ukraine were investigated, and possible methods of its assessment and forecasting were analyzed. Complexes of primary financial indicators prioritized for the implementation of anti-crisis diagnostics are substantiated, on the basis of which the conditions of effectiveness of anti-crisis management are determined. Indicators have been identified that objectively reflect the anti-crisis potential of the construction enterprise and comprehensively characterize its financial, production and investment activities.
24
Plikus, Iryna. "ANTI-CRISIS BUSINESS MANAGEMENT IN THE DIGITAL ECONOMY." 62, no. 62 (December 31, 2021): 88–97. http://dx.doi.org/10.26565/2524-2547-2021-62-08.
Full textAbstract:
The purpose of this article is to substantiate the theoretical and methodological foundations and practical recommendations for the development of anti-crisis management tools in the digital economy based on the cost criterion and intangible factors. Practice shows that the development of artificial intelligence, big data analytics, machine learning and the development of the mobile Internet open up new opportunities for enterprises and affect the business strategies of companies. The digital transformation of the economy has led to the emergence of challenges for management, which can be divided into the following groups: change in the business economy; changing the business model of the business; changes in business value factors. We substantiated that in the conditions of digitalization there is a need to form new anti-crisis tools, taking into account the features of both new digital companies and existing businesses, which adapt their activities in the conditions of digitalization. We have determined that the selection of anti-crisis tools in the digital environment will maintain a majority of cost indicators on the basis of which decisions are made, but the interpretation of these indicators changes as they adapt to assessing business performance in the digital economy. We believe that digital technologies are changing attitudes towards physical assets and increasing the role of intangibles. We substantiated that the main source of creating sustainable advantages of enterprises are intangible intellectual assets. We believe that the value of the enterprise obtained from intangible intellectual assets is equal to the difference between the market value of the enterprise and the value of tangible assets according to the model of valuation of real options. However, the model of real options indicates how much the value of the enterprise will increase with the effective use of intangible assets and does not give the absolute value of intangible assets. In this paper, we proposed the calculation of the lost benefit for owners from not taking into account the impact of intangible intellectual assets on the value of the enterprise.
25
Davidenko, Volodymyr, Olga Karpun, Zenon Zamiar, and Lesia Kostiuchenko. "Strategic management of the enterprise in the conditions in the instability of the market environment." Electronic scientifical and practical journal "Intellectualization of logistics and Supply Chain Management" 1, no. 7(8) (2021): 57–63. https://doi.org/10.46783/smart-scm/2021-7(8)-5.
Full textAbstract:
<em>The article discusses the role of preventive anti-crisis management on the basis of comprehensive measures to overcome the crisis situations. The reasons and moments of crisis beginning are considered, and in case of objective impossibility to avoid entering the crisis period, the approaches to overcoming them are indicated. The basic concepts of anti-crisis management, preventive management and preventive anti-crisis management, which are effective tools for crisis management in the conditions of cyclical crisis phenomena, are defined. The main tasks of preventive anti-crisis management are revealed, and the estimation of probability of occurrence and analysis of consequences of influence of potential crisis phenomena and situations, at development of anti-crisis strategy, realization of action plans on crisis prevention is presented. The key areas of preventive management and the necessary tools for the implementation of anti-crisis measures at the enterprise are identified. The crisis warning functions that will be performed by the crisis prevention service are presented</em>
26
Tsishchyk, Roman, and Nataliya Kotys. "Information and statistical support of anti-crisis management of enterprises." Economic Analysis, no. 32(3) (2022): 216–22. http://dx.doi.org/10.35774/econa2022.03.216.
Full textAbstract:
Introduction. Today, the issue of the need to solve the problem of forming information support for the processes and procedures of anti-crisis management of enterprises is rather acute. The emergence of this problem is caused by crisis manifestations in the economy, differences in the systematization of information for management purposes, lack of information databases to solve the multifaceted tasks of preventing and identifying the risks of bankruptcy of enterprises and their way out of the crisis. Purpose. The purpose of the article is to determine the essence and place of statistics and information in anti-crisis management, to develop methods for organizing the information system of enterprises to identify problematic aspects of a crisis situation, and to scientifically substantiate the feasibility of using information and statistical tools for effective anti-crisis management. Method (methodology). The methodical basis of the study was a set of methods of scientific knowledge. To reveal the topic of the article, namely to find out how the selection and analysis of information and statistical data affects management decision-making in crisis conditions, general scientific methods were used: abstraction, formalization, idealization, comparison, functional and statistical analysis. The basis of the research is the interdisciplinary approach. The results. The article substantiates the need for anti-crisis management in modern economic conditions. Approaches to defining the essence of anti-crisis management are summarized. The factors of formation of effective management decisions in the process of enterprise activity under the conditions of a crisis environment were studied. Attention is focused on the important and constantly growing role of information and statistics in anti-crisis management of organizations and enterprises. It has been proved that effective anti-crisis management of enterprises is connected with the need for timely obtaining and analysis of complete, reliable, scientifically based statistical information. The essence and methodological foundations of informational and statistical support of anti-crisis management of the enterprise are defined. An analysis of the effectiveness of the application of methods of statistical and informational analysis by heads and managers of enterprises was carried out. The levels of construction of the information field of collection, grouping, generalization and processing of information for use in the development of anti-crisis policy are proposed. The problems of the information nature, faced by users of information in the development and adoption of management decisions regarding the stabilization of the conditions of enterprises and their development, are identified. The need and directions to solve the problems of forming information and statistical support for the processes and procedures of anti-crisis management of the enterprise are substantiated.
27
Lazorenko, L. V., and O. M. Motuzka. "Consulting in the Field of Anti-Crisis Management." Herald of the Economic Sciences of Ukraine, no. 1(46) (2024): 57–60. http://dx.doi.org/10.37405/1729-7206.2024.1(46).57-60.
Full textAbstract:
The article reveals the essence of anti-crisis management and the role of consulting support in this area. One of the ways to improve the efficiency of the enterprise is to introduce an anti-crisis management system, even in those conditions when the crisis has not yet occurred, because the key to the company’s success is not only a quick response to emerging problems, but also their prevention. In the scientific literature, there is no single interpretation of the essence of the concept of anti- crisis management, since it is quite multifaceted and its methods can be used in different conditions of activity, even the most favorable. Anti-crisis management involves the management of crisis phenomena, their identification, evaluation, determination of ways to prevent or overcome them, assessment of possible risks and scenarios for the development of the enterprise and it is an integral part of the management system as a whole. There are the following types of anti-crisis management: anticipative, preventive and reactive. The company does not always have the opportunity to develop and implement anti-crisis management mechanisms itself. This is due to the lack of specialists with appropriate qualifications, the lack of funds necessary to pay for the work of such specialists on an ongoing basis, the lack of awareness of the management about the seriousness of the situation. In this case, enterprises engage consulting firms to solve such problems. Consulting as a direction of activity in the global business environment occupies a significant place and plays an important role in the activity. Consulting in the field of anti-crisis management involves the need to implement certain measures, namely: assessment of the financial condition and financial capabilities of the enterprise; assessment of the possibility of bankruptcy and restructuring of the company; development of measures to eliminate financial threats to the enterprise; support during the re-issuance of legal documents, if necessary; assistance in reconfiguring the business to other activities, if necessary; search for enterprises for further cooperation or association; development of measures to increase competitiveness, market research, improvement of advertising and pricing policy, change or expansion of sales markets; search and selection of new partners; assistance in identifying sources of funding, searching for investors.
28
Біловол, Раїса Іванівна, Ірина Володимирівна Черниш, and Аліна Сергіївна Арзуманян. "Project planning anti-crisis management service by enterprise." ЕКОНОМІКА І РЕГІОН Науковий вісник, no. 1(72) (June 24, 2019): 74–82. http://dx.doi.org/10.26906/eir.2019.1(72).1440.
Full textAbstract:
According to the authors of the article, the creation of a specific structure for anti-crisis management should depend on the volume of activity and size of the enterprise, as well as the phases of the crisis: light, deep, catastrophe.
 As a result of this study, the authors found that the issues of organization planning of the company's anti-crisis management services and the mechanism for its functional provision remain insufficiently investigated today.
 The principles considered by the authors on the proposed introduction to the anti-crisis management service argue that it should always be ready to overcome the crisis or critical pre-crisis situation that may arise due to a conflict of interests of the owners of enterprises in the market and the influence of factors of the internal and external environment.
29
Біловол, Раїса Іванівна, Ірина Володимирівна Черниш, and Аліна Сергіївна Арзуманян. "Project planning anti-crisis management service by enterprise." Економіка і регіон/ Economics and region, no. 1(72) (June 24, 2019): 74–82. https://doi.org/10.26906/eip.2019.1(72).1440.
Full textAbstract:
According to the authors of the article, the creation of a specific structure for anti-crisis management should depend on the volume of activity and size of the enterprise, as well as the phases of the crisis: light, deep, catastrophe. As a result of this study, the authors found that the issues of organization planning of the company's anti-crisis management services and the mechanism for its functional provision remain insufficiently investigated today. The principles considered by the authors on the proposed introduction to the anti-crisis management service argue that it should always be ready to overcome the crisis or critical pre-crisis situation that may arise due to a conflict of interests of the owners of enterprises in the market and the influence of factors of the internal and external environment.
30
DIATLOVA, V. V. V. V., L. A. MALICH, and K. Е. YUNHBLIUD. "Anti–crisis management of an industrial enterprise: the latest approaches and an innovative component of the mechanism." Market Relations Development in Ukraine 97, no. 10(289) (2023): 34–41. https://doi.org/10.5281/zenodo.10403197.
Full textAbstract:
The subject of the study is theoretical and applied provisions on anti–crisis management ofan industrial enterprise, scientific and practical recommendations on the latest approaches andinnovative components of the mechanism.The purpose of the study is the scientific and applied substantiation of the latest approaches andelements of the industrial enterprise anti–crisis management mechanism innovative component.Research methods. In the process of writing the article, the following methods were used:abstract–logical, systematization, comparison, generalization.Results of work. It is substantiated that the introduction of anti–crisis management is actualized bythe current difficult period in the economy of Ukraine, in which the number of insolvent enterprises andbankrupts is increasing. The place of anti–crisis management in the general management of industrialenterprises is determined. The elements of external and internal factors that cause the crisis havebeen scientifically substantiated and specified. The concept of the anti–crisis management mechanismas such, which includes certain components and elements, is proposed. Features of the mechanismdepending on the state of the economy are established. Based on the characteristics of innovationsused in the management of industrial enterprises, it is substantiated that the mechanism of anti–crisismanagement should contain an innovative component with the proposed components, which are aimedat the implementation of anti–crisis measures regarding the financial support of the innovation process.Scope of the results application. Management of industrial enterprises, anti–crisis management,innovation sphere.Conclusions. The place of anti–crisis management in the general management of industrialenterprises is determined, the set of factors causing the crisis is substantiated. The latest approaches,features of the anti–crisis management mechanism are established, and the elements of its innovativecomponent are substantiated.
31
Рябичева, О. И., Э. Ф. Мирзабекова, К. М. Тагирова, and М. А. Шихшинатова. "Anti-crisis financial management at the enterprise." Экономика и предпринимательство, no. 5(130) (June 25, 2021): 1273–77. http://dx.doi.org/10.34925/eip.2021.130.5.252.
Full textAbstract:
В исследовании рассматриваются современные вопросы антикризисного управления на предприятии. Изучение значение и роль финансового управления на предприятии. Кроме того, важное значение уделяется исследованию особенностей антикризисного финансового управления на различных этапах развития кризисной ситуации в компании. Предложены мероприятия по совершенствованию антикризисного финансового менеджмента в целях повышения финансовой устойчивости хозяйствующего субъекта. The study examines the current issues of crisis management at the enterprise. Study of the importance and role of financial management in the enterprise. In addition, important attention is paid to the study of the features of anti-crisis financial management at various stages of the development of the crisis situation in the company. Measures are proposed to improve the anti-crisis financial management in order to increase the financial stability of an economic entity.
32
Zakrieva, Zinaida Magomedovna, Zaira Magomedovna Alieva, and Magomedrasul Magomediminovich Alibekov. "STRATEGIC ASPECTS OF ANTI-CRISIS ENTERPRISE MANAGEMENT." Industrial Economics 5, no. 5 (2022): 438–44. http://dx.doi.org/10.47576/2712-7559_2022_5_5_438.
Full text
33
KOVALENKO, Nadiia, and Natalia STOLYARCHUK. "Anti-crisis management as an element of stabilization of activities of civil aviation of Ukraine." Scientific Bulletin of Flight Academy. Section: Economics, Management and Law 5 (December 21, 2021): 132–41. http://dx.doi.org/10.33251/2707-8620-2021-5-132-141.
Full textAbstract:
Abstract. The article examines the features of the introduction of elements of crisis management by civil aviation in the global pandemic Covid-19. Differences between classical and pandemic crisis factors are identified. The main cycles of anti-crisis management of an aviation enterprise in a pandemic are presented. Practical recommendations for the implementation of anti-crisis management of the aviation enterprise in overcoming the crisis are offered. Key words: airline, aviation enterprise, crisis management, civil aviation industry of Ukraine, global pandemic, Covid-19
34
Ложачевська, Олена. "ЕФЕКТИВНІСТЬ ДОСЛІДЖЕННЯ СИСТЕМ УПРАВЛІННЯ НА ПІДПРИЄМСТВІ". Automobile Roads and Road Construction, № 112 (30 листопада 2022): 395–400. http://dx.doi.org/10.33744/0365-8171-2022-112-395-400.
Full textAbstract:
The article reveals the main idea regarding the effectiveness of the study of enterprise management systems. It has been established that the entire business is currently in a state of crisis, and therefore the activities of enterprises are moving into the mode of anti-crisis management. Analysis of the experience of Ukrainian enterprises during the last three years of the global crisis makes it possible to conclude that the destruction of the management system most often occurs in two phases, when a period of gradual stabilization (adaptation) follows a sharp deterioration of the situation. Practice also shows that enterprises that are delayed in the first phase risk being on the verge of financial bankruptcy. That is why the main tasks of management in crisis situations are the prevention or mitigation of a shock state, which is characterized by a lack of planning, ineffective management, a breakdown in interpersonal and intergroup relations, and chaos in the organizational structure. This led to a study of methods of anti-crisis analysis of enterprises. It has been established that the study of management systems should be carried out in two directions, namely: the study of financial anti-crisis management and conducting a comprehensive analysis of the effectiveness of the enterprise's business processes. It has been proven that the complex application of business analytics models will lead to an effective study of the enterprise management system. The possibility of using different methods of diagnosis allows to obtain a set of fundamentally new data on the management of objects being diagnosed and to draw appropriate conclusions regarding its economic and social development. Forecasting models designed to determine the goals and prospects of the enterprise's development are highlighted in the article. It has been established that the positive effect of the study of management systems comes from conducting a comprehensive analysis using effective financial and management tools.
35
Palvashova, Hanna, and Iryna Sedikova. "Diversification strategy as a tool for anti-crisis management of enterprises." Ukrainian Journal of Applied Economics and Technology 8, no. 2 (2023): 296–301. http://dx.doi.org/10.36887/2415-8453-2023-2-42.
Full textAbstract:
Business entities faced serious challenges under the conditions of a full-scale war between the russian federation and Ukraine. Suppose previously the focus of the business was profit and cost minimization after February 24, 2022. In that case, the owners and managers of enterprises are responsible for protecting the life and health of their employees, preserving the material and technical infrastructure, and restoring everyday work as soon as possible. In adapting Ukrainian enterprises to the new functioning realities, the problem arises of developing an anti-crisis strategy for developing canning industry enterprises. In the conditions of limited raw resources and their seasonality, the rational and objective selection of development projects, placement, and integration of processing enterprises deserve special attention. This study aims to research the process of forming a diversification strategy as a tool for anti-crisis management of the enterprise. The method of forming a diversification strategy as a tool for anti-crisis management of the enterprise is disclosed. A scheme of the sequence of development of the management decision strategy in the anti-crisis management of the enterprise has been developed. The dynamics of retail prices for fruit and vegetable products were analyzed. The market segmentation of fruit and vegetable products and processed products in Ukraine was developed based on the conducted survey. The factors of the crisis in the fruits and vegetables canning industry have been revealed and systematized. For Odesa Cannery PJSC, the authors proposed management solutions to overcome the problem. In the system of choosing the strategy of anti-crisis management of the enterprise, in addition to the theoretical, methodological, and practical support for making management decisions, the methodological support for the diagnosis of financial and economic indicators (calculation of liquidity and capital adequacy ratios, the ratio of the balance of the structure of liquid assets by the crisis and the degree of its influence) is of great importance, capital liquidity and the degree of its power to increase the objectivity of the assessment of the consequences of a crisis should be paid special attention. Keywords: diversification strategy, management decisions, diagnosis of financial and economic indicators, anti-crisis management
36
ДЬЯКОВ, С. А., Е. А. ГРОМОВА, Н. А. СУХОРУКОВА, and Т. А. ТИТОВА. "THE ROLE OF CRISIS MANAGEMENT IN ENSURING THE ECONOMIC SECURITY OF THE ENTERPRISE." Экономика и предпринимательство, no. 1(150) (May 27, 2023): 765–69. http://dx.doi.org/10.34925/eip.2023.150.1.151.
Full textAbstract:
Статья посвящена изучению роли антикризисного управления в обеспечении экономической безопасности российских предприятий. Авторами на основе изучения теоретических источников проанализирована сущность понятий «экономическая безопасность предприятия», «антикризисное управление», «кризис». В процессе исследования определены направления реализации антикризисного управления; установлены причины, формирующиеся во внешней и внутренней среде и вызывающие кризисное состояние на предприятии; охарактеризованы основные стратегии выхода из кризиса на предприятии, встречающиеся в российской практике. Анализ деятельности отечественных предприятий показал наличие проблемных аспектов в их функционировании, которые подрывают экономическую безопасность и усиливают необходимость применения инструментов антикризисного управления. Представлена модель обеспечения экономической безопасности российских предприятия, которую необходимо реализовывать в рамках антикризисного управления. The article is devoted to the study of the role of anti-crisis management in ensuring the economic security of Russian enterprises. Based on the study of theoretical sources, the authors analyzed the essence of the concepts of "economic security of an enterprise", "anti-crisis management", "crisis". In the course of the study, directions for the implementation of anti-crisis management were determined; the causes that are formed in the external and internal environment and cause a crisis state at the enterprise are established; the main strategies for overcoming the crisis at the enterprise, which are encountered in Russian practice, are characterized. An analysis of the activities of domestic enterprises showed the presence of problematic aspects in their functioning, which undermine economic security and increase the need for the use of anti-crisis management tools. A model for ensuring the economic security of Russian enterprises is presented, which must be implemented within the framework of anti-crisis management.
37
Larka, Ludmila. "DIAGNOSTICS OF THE EFFICIENCY OF ANTI-CRISIS MARKETING AT THE ENTERPRISE." Bulletin of the National Technical University "Kharkiv Polytechnic Institute" (economic sciences), no. 4 (November 18, 2022): 40–43. http://dx.doi.org/10.20998/2519-4461.2022.4.40.
Full textAbstract:
The necessity of applying the principles of anti-crisis marketing in modern conditions and diagnosing the effectiveness of its application within the concept of anti-crisis management is substantiated. The need to analyze the effectiveness of the marketing management subsystem in relation to other functional management subsystems is emphasized: production management, personnel management, financial management, innovation management. Indicators of the effectiveness of marketing activity are systematized, which are expedient to use when diagnosing the effectiveness of anti-crisis marketing at the enterprise. A form of semantic differential has been developed for evaluating the effectiveness of the implementation of anti-crisis marketing functions at the enterprise. Zones of marketing security and marketing threats are allocated in accordance with the likely results of the assessment. Correspondence of anti-crisis marketing functions to "zones" of marketing activity is determined. It is proposed to determine the effectiveness of anti-crisis marketing in three directions: the effectiveness of preventive marketing, the effectiveness of crisis marketing, and the effectiveness of post-crisis marketing. A system of indicators is proposed for evaluating the marketing stability of the enterprise within the framework of diagnosing the effectiveness of anti-crisis marketing. The block of quantitative indicators includes the level of profitability of the enterprise's marketing activities, the dynamics of changes in market share, the consumer satisfaction index, the consumer loyalty index, and the evaluation of the client's efforts. The block of quality indicators includes the speed, accuracy and timeliness of diagnosing crisis phenomena in the field of marketing, the effectiveness of using the marketing potential of the enterprise, the effectiveness of the implementation of anti-crisis marketing functions, the effectiveness of preventive marketing, the effectiveness of crisis marketing, the effectiveness of post-crisis marketing.
38
Kara, N., Z. Atamanchuk, and V. Kurytskyi. "FORMATION OF MECHANISMS FOR ANTI-CRISIS MANAGEMENT OF ENTERPRISES: INTERNATIONAL ECONOMIC FEATURES." Journal of Lviv Polytechnic National University. Series of Economics and Management Issues 8 (November 1, 2024): 197–208. https://doi.org/10.23939/semi2024.02.197.
Full textAbstract:
Purpose. The purpose of the study was to analyze the mechanisms of anti-crisis management of the activities of enterprises in the conditions of international economic activity. The formation of mechanisms for anti-crisis management of enterprise activities was studied, in particular, the development of event development scenarios and action plans in case of their implementation, early warning systems, cost optimization, production efficiency improvement, personnel training for work in crisis situations. Design/methodology/approach. The definition of the concept of "anti-crisis management" is considered, as well as the goals and main tasks of anti-crisis management are highlighted. Classification of the factors of activation of anti-crisis management at the macro, meso and micro levels has been carried out. The international experience of anti-crisis management of enterprises is considered. The following research methods are used: analysis, synthesis, generalization, analogy, comparison, systematization. Findings.The international economic features of the formation and development of anti-crisis management of enterprise activities are analyzed. The use of artificial intelligence for proactive risk management with the aim of improving anti-crisis management, in particular in forecasting large databases, forecasting trends, identifying risks, creating scenarios and automating routine tasks, is considered. It was concluded that the formation and development of effective anti-crisis management mechanisms is one of the most important tasks for any enterprise, and, taking into account international economic features, enterprises must constantly adapt their strategies and tools to ensure sustainable development in conditions of uncertainty. Practical implications. In anti-crisis management, the use of AI allows to achieve the following results: improved forecasting – AI allows more accurate forecasting of risks and opportunities, which helps companies respond to market changes in a timely manner; optimization of resources – AI helps to optimize the use of resources, such as finances, personnel and materials, which allows to reduce costs and increase efficiency; increasing the speed of decision-making – AI allows you to quickly process large volumes of data and make informed decisions; improving the quality of customer service – AI allows personalizing interaction with customers, which increases their loyalty; increased competitiveness – companies that use AI can adapt more quickly to market changes and remain competitive. Originality/value. Modern trends in the field of anti-crisis management of enterprises include: proactive risk management (instead of reacting to crises that have already occurred, enterprises switch to proactive risk management, predicting them and taking measures to minimize them); use of technologies (artificial intelligence, machine learning and other technologies allow analyzing large volumes of data, identifying potential threats and making more informed decisions); cooperation with external experts (engagement of consultants and other specialists helps enterprises gain additional knowledge and experience in the field of anti-crisis management).
39
Titenko, Zoia, and Vitalii Pasichnyi. "Increasing the efficiency of enterprise asset management." Market Relations Development in Ukraine 117, no. 95-102 (2024): 2(273). https://doi.org/10.5281/zenodo.11043741.
Full textAbstract:
The subject of the study is theoretical and practical aspects of enterprise asset managementThe purpose of the study is to generalize the theoretical and methodological foundations of enterprise asset management, to evaluate the effectiveness of the asset management system on the example of Zorya LLC. Research methods. The following were used to solve the problems: the dialectical method of scientific knowledge, the method of analysis and synthesis; method of comparison; economic and statistical methods.Work results: feasible classification of enterprise assets, according to individual classification features. The method of assessing the effectiveness of asset management, which involves the use of six consecutive epats, is generalized. In accordance with the proposed methodology, an integral assessment of the effectiveness of asset management was carried out using the Harrington scale.Field of application of results: enterprise economy, finance, management, administration.Conclusions. An effective asset structure plays an important role in ensuring financial stability and the ability of the enterprise to adapt to changes in the external environment. To achieve this goal, enterprises should carefully analyze and improve the structure of their assets based on specific strategic goals, risks, and resource constraints. The key areas of effective asset management at enterprises include: profit maximization, risk minimization, optimal use of resources, strategic planning, monitoring.
40
Ларченко, О. В. "CONCEPTUAL FRAMEWORK FOR FORMING AN ENTERPRISE ANTI-CRISIS MANAGEMENT SYSTEM." Таврійський науковий вісник. Серія: Економіка, no. 20 (May 31, 2024): 241–48. http://dx.doi.org/10.32782/2708-0366/2024.20.29.
Full textAbstract:
The main reason for the crisis in domestic enterprises is the low level of stimulation for further development. Other reasons that contribute to the crisis include loss of efficiency of production facilities and passivity of counterparties, lack of prospects for stabilizing the economic situation of enterprises. Also among the factors noted is the inconsistency of the mechanism for managing the business processes of the enterprise with the requirements of today, the uncertainty and unpredictability of the economic environment in Ukraine during the war and post-war period leads to destabilization of the business activity of enterprises. Impact of the war on the majority of economic entities in Ukraine is a difficult test for the development of the domestic economy. This situation showed the incompetence of business owners in case of failure to fulfill contractual obligations, as well as the provision of unpaid deferments to employees for insignificant periods, reduction or liquidity of general purchases, purchases, etc., destabilization of logistics stability, insignificance of a specific situation. In the conditions of an unstable external environment, it is practically impossible to strategically plan and forecast the company's development scenarios. We are observing a situation where the incomes of enterprises have significantly decreased and expenses have increased. Considering the high probability of occurrence of crisis phenomena in the activities of enterprises, especially in modern conditions, this indicates the necessity of forming a system of anti-crisis management of the enterprise, countering their development and neutralization.
41
Sylkin, Oleksandr, Myroslav Kryshtanovych, Andryi Zachepa, Sofiia Bilous, and Anna Krasko. "MODELING THE PROCESS OF APPLYING ANTI-CRISIS MANAGEMENT IN THE SYSTEM OF ENSURING FINANCIAL SECURITY OF THE ENTERPRISE." Business: Theory and Practice 20 (November 20, 2019): 446–55. http://dx.doi.org/10.3846/btp.2019.41.
Full textAbstract:
The methodological approach to the application of anti-crisis management in the system of ensuring financial security of the enterprise, unlike the existing ones, summarizes and systematizes the theoretical and methodological features of determining the main stages of anti-crisis management, based on the use of functional modelling methodology and graphical description of processes (IDEF0), significantly increases the ability enterprises adapt to a changing market environment, increase competitiveness and ensure to be stable in financial activities. A complex diagram of the IDEF0 model of applying the anti-crisis management in the process of ensuring the financial security of the enterprise is proposed. It includes input, control, output, mechanism. As a result, a decomposition of the first and the second level context diagrams of the IDEF0 model of anti-crisis management application in the process of ensuring the financial security of the enterprise was formed, which includes, in addition to input, control, output and mechanism, information about the progress of subprocesses and directives for their regulation.
42
Костин, А. Н., and Н. И. Яшина. "The impact of financial risk on management decisions." Экономика и предпринимательство, no. 8(145) (January 19, 2023): 1172–74. http://dx.doi.org/10.34925/eip.2022.145.8.242.
Full textAbstract:
В статье обоснована актуальность антикризисного управления в условиях цифровой трансформации предприятий, а также вынесена значимость финансовой устойчивости предприятия как основного фактора в системе антикризисного управления. Приведены основные задачи антикризисного управления предприятием; описаны критерии анализа финансовой устойчивости в рамках анализа для антикризисного управления; выделены основные этапы разработки плана по обеспечению непрерывности бизнеса, в рамках планирования и управления в качестве инструмента антикризисного управления. The article substantiates the relevance of anti-crisis management in the context of digital transformation of enterprises, as well as the importance of the financial stability of an enterprise as the main factor in the anti-crisis management system. The main tasks of anti-crisis management of the enterprise are given; describes the criteria for the analysis of financial stability within the framework of the analysis for anti-crisis management; the main stages of developing a plan to ensure business continuity, as part of planning and management as an anticrisis management tool, are highlighted.
43
Neskorodieva, Inna, Nikolay Megits, Vladimir Rodchenko, Svitlana Pustovhar, and Oleksandr Stamatin. "The methodical approach to anti-crisis management system development for metallurgical enterprises of Ukraine." Journal of Eastern European and Central Asian Research (JEECAR) 6, no. 2 (2019): 259–69. http://dx.doi.org/10.15549/jeecar.v6i2.332.
Full textAbstract:
The article presents the methodical approach to anti-crisis management system development for metallurgical enterprises of Ukraine, which is aimed at bankruptcy probability estimation based on financial indicators. The methodical approach is implemented by means of defining the indicators of the enterprise bankruptcy; integrated solvability index calculation; integrated solvability index limits definition by the class of enterprise depending on the risk of the enterprise bankruptcy. The elaborated methodical approach is the instrument for preventive anti-crisis management at the enterprises of Ukraine due to its direction at determining early marks of insolvency. Approbation results for the elaborated methodical approach at metallurgical enterprises testified high bankruptcy risk caused by the enterprise loss-making activity, which has a negative impact on the current financial standing and poses the potential threat of bankruptcy resulting from the lack of self-finance sources, thus, reducing the enterprise financial stability and creditworthiness.
44
Melnyk, Anton, and Oleksandr Petrenko. "Anti-crisis management of enterprise staff based on motivation." Actual problems of innovative economy and law 2024, no. 3 (2024): 39–43. http://dx.doi.org/10.36887/2524-0455-2024-3-8.
Full textAbstract:
Introduction. In the current landscape, the prevalence of crisis phenomena has brought human resource management issues to the forefront at all levels. The personnel of enterprises have been significantly impacted by socio-economic transformations, making competent and qualified personnel management a necessity. Employee motivation, a crucial aspect of personnel management, directly influences the effectiveness of the enterprise. A well-designed motivational system is a significant competitive advantage, while its absence can detrimentally affect labor productivity and the team atmosphere within the enterprise. The publication aims to evaluate theoretical and methodical approaches to anti-crisis management of personnel of entrepreneurial structures based on motivation under modern conditions of uncertainty of socio-economic processes. The results. The article examines the essence of forming anti-crisis personnel management of entrepreneurial structures based on motivation. The essential content of the concept of “crisis” has been determined. Approaches to the study of interpretations of the concept of “anti-crisis management”, “personnel management”, “motivation” are substantiated. The directions of the formation of the motivation system are determined, and the motivation process, the principles of motivation, the essence of the concept of non-monetary motivation, and its types and characteristics are substantiated. The formation of a motivational system in conditions of crisis and uncertainty was investigated through training, the study of the company’s personnel, analysis of the motivational system of competitors, surveys, and employee questionnaires. Conclusions. In modern realities, crises at the enterprise are unique and require an individual approach to their study and regulation. At the same time, the knowledge and ability of the company’s management to overcome crises, predict, prevent, and avoid them plays a key role. When crises arise, competent and qualified transformations, considering the work of the company’s personnel, are necessary. Keywords: motivation, non-monetary types of motivation, enterprise, anti-crisis management, personnel.
45
Єпіфанова, І.М. "АНТИКРИЗОВИЙ МЕНЕДЖМЕНТ ЯК ІНСТРУМЕНТ ПІДВИЩЕННЯ ЕФЕКТИВНОСТІ ДІЯЛЬНОСТІ ПІДПРИЄМСТВА". Наукові записки Львівського університету бізнесу та права. Серія економічна. Серія юридична, № 31 (30 грудня 2021): 12–19. https://doi.org/10.5281/zenodo.5735025.
Full textAbstract:
The article highlights the importance of theoretical development of the use of crisis management to improve the enterprise's efficiency. The author substantiated the necessity of consideration of the crisis state at the enterprise as a consequence of an imbalance of the result of activity received by the enterprise and the resources spent on it in the conditions of the necessity of maintenance of stable development of the enterprise. The purpose of this article is to theoretically substantiate the importance of forming a holistic, proactive system of crisis management to improve the enterprise's efficiency in current conditions. The author determined that in the conditions of occurrence (or prediction) of crises, anti-crisis management is an effective process by which management influences the enterprise's activities to reduce the time and reduce the depth of the crisis and mitigate its negative consequences. The sources of crises at enterprises are analyzed and structured. It is shown that the efficiency of the enterprise, on the one hand, is one of the key tasks of sustainable performance of the enterprise, and on the other - it determines the nature and direction of spending resources to obtain a certain expected result. Therefore, efficiency is a valuable guideline for proactive crisis management is assess the potential for onset and overcome the effects of crises. It is determined that the system of anti-crisis management, focused on improving the efficiency of the enterprise, should help build a new model of strategic business through the implementation of important proactive actions in the enterprise. This orientation involves forecasting and controlled initiation of a turning point in the development of the enterprise, which as a result of anti-crisis measures, creates the basis for a new business model and at the same time eliminates the symptoms of the crisis. The effect of a well-conducted strategic revitalization is the revival and often the achievement of even better economic results than before the crisis.
46
Shumilo, Olha S., Olga V. Zaika, and Roman M. Chaladze. "Features and Problems of Crisis Management in the Context of Modern Challenges." Business Inform 10, no. 561 (2024): 426–32. https://doi.org/10.32983/2222-4459-2024-10-426-432.
Full textAbstract:
Modern enterprises operate in the context of the global challenges that have a significant impact on their activities. In the context of rapid changes in all spheres of life, crisis management plays an important role in ensuring the smooth and sustainable operation of companies in the market, as well as in quickly adapting and overcoming crisis situations that may arise. The article studies the main global challenges, features and tools of crisis management of enterprises. Concerning management, among the most impactful challenges of today are the following: pandemics, in particular COVID-19; the Russian-Ukrainian war; digitalization, rapid development of information systems; competitive challenges; presence of crisis situations in the economy and in the financial sphere; ecological, social crises. The essence and goals of crisis management are defined. It is noted that in order to achieve the goals, effective anti-crisis strategies should be developed, which should be based on certain principles. Among them, the following principles are defined: comprehensiveness, anticipation, awareness, continuity, purposefulness, efficiency and flexibility. The essence of these principles and the efficiency of application are substantiated. It is specified that in order to achieve management results, crisis management must use appropriate tools. The study of the features of the crisis management of the enterprise has been carried out. Among them, the following are highlighted: management orientation to the rapid provision of business processes; remote form of work; digitalization of crisis management; implementation of modern IT solutions in the information structure of the company during the implementation of anti-crisis measures; protection of personal data; formation of anti-crisis action plans for adaptation of the enterprise to new realities; monitoring and adjustment of plans; open and timely management communication both vertically and horizontally; crisis communications management; development of mechanisms to counter information attacks; the use of adaptive models for managing competitive advantages by managers; formation of anti-crisis financial policy of the enterprise; anti-crisis personnel management; minimization of environmental risks.
47
Demianchuk, Olha, and Anastasia Onishchenko. "ANTI-CRISIS MANAGEMENT OF THE ENTERPRISE IN CONDITIONS OF UNCERTAINTY: THEORETICAL AND PRACTICAL ASPECTS." Scientific Notes of Ostroh Academy National University, "Economics" Series 1, no. 33(61) (2024): 41–46. https://doi.org/10.25264/2311-5149-2024-33(61)-41-46.
Full textAbstract:
This article analyzes the theoretical, methodological, and practical aspects of crisis management in enterprises during wartime. It examines the key features of how military conflicts impact the economic stability of enterprises and identifies the main strategies and methods for adapting enterprise activities to extreme conditions. Special attention is given to risk analysis and identifying the most effective approaches to crisis management that can ensure the survival and development of companies in unpredictable circumstances. The practical application of crisis management is examined using the example of «Promin,» a Ukrainian enterprise specializing in the production of electronic components. The article discusses the main strategies and measures implemented to minimize the impact of crisis phenomena and ensure the company’s stable development under uncertain conditions. It is well-founded that the anti-crisis management strategy, focused on improving production processes, optimizing logistics, developing new products, and expanding market presence, provided the company with the opportunity not only to survive in difficult conditions but also to strengthen its competitive advantages. The results of the implemented changes confirm that anti-crisis management is key to ensuring stability and the successful adaptation of the enterprise to dynamic market conditions.
48
Хомюк, Наталія, and Анна Романюк. "THEORETICAL PRINCIPLES OF ANTI-CRISIS MANAGEMENT OF FOREIGN ECONOMIC ACTIVITIES OF ENTERPRISES." Economic journal of Lesya Ukrainka Volyn National University 4, no. 36 (2024): 120–27. http://dx.doi.org/10.29038/2786-4618-2023-04-120-127.
Full textAbstract:
The article reveals the theoretical principles of anti-crisis management of the enterprise's foreign economic activity. The essence of the concept of crisis is revealed. Attention is drawn to the importance of adaptive anti-crisis management aimed at responding to changes and using opportunities to ensure the sustainable development of the enterprise in the conditions of the external environment. The internal and external causes of the crisis are singled out. The classification, tasks, and main principles of anti-crisis management are substantiated. The key elements of managing the foreign economic activity of the enterprise in crisis conditions, as well as the main approaches to minimizing the impact of threats, are considered. Taking into account the importance of developing anti-crisis programs to prevent and overcome crises at the enterprise, the key methods of work to minimize the impact of threats to the enterprise's foreign economic activity were analyzed, such as: minimizing threats through diversification, information search, risk management, interaction with the environment, control of the internal environment. Diversification approaches have been proven to be the most common and effective in protecting foreign economic activity, but require careful, long-term planning and significant financial investment. It is substantiated that obtaining timely information about the state of the market and the industry is an important step toward reducing threats. Attention is drawn to the fact that risk management covers a wider range of actions than crisis management, including identification, analysis, assessment, management, and mitigation of risks that may arise. Emphasis is placed on ensuring the appropriate level of resource reservation, which is aimed at maintaining the necessary stock of cash, raw materials, goods, and other necessary materials. The importance of establishing long-term partnership relations in the implementation of the enterprise's foreign economic activity has been proven. It has been proven that a comprehensive approach to the creation of a system of anti-crisis management of the enterprise's foreign economic activity should include the organization, planning, and implementation of not only specific competencies but also effective management tools that will help the enterprise adapt to changes and increase its competitiveness.
49
Vasilieva, Lesja, and Maxim Zemlany. "Risk Management in the Context of the Anti-Crisis Management Strategy." Economics: time realities 6, no. 70 (2023): 14–20. https://doi.org/10.5281/zenodo.10327777.
Full textAbstract:
It has been established that risk management in the context of an anti-crisis management strategy is an important aspect for ensuring the stability and success of an organization in the face of negative events and crisis situations. difficult conditions. It is emphasized that the development and justification of the company's anti-crisis strategy is an important stage of anti-crisis management. The stages that can be performed when developing and justifying an anti-crisis strategy are proposed: situation analysis, definition of goals and objectives, strategy selection, development of a detailed action plan, financial analysis and resources, strategy justification, implementation and control.
50
Melnyk, Stepan, Natalia Shuprudko, Iryna Kolosovska, Ihor Berest, and Mykhaylo Pasichnyk. "ANTI-CRISIS PERSONNEL MANAGEMENT IN THE PROCESS OF ENSURING THE ECONOMIC SECURITY OF THE ENTERPRISE." Business: Theory and Practice 21, no. 1 (2020): 272–81. http://dx.doi.org/10.3846/btp.2020.11438.
Full textAbstract:
Crisis phenomena in many countries of the world do not allow enterprises to develop. Enterprises have to face permanent threats and risks that significantly reduce the current level of their economic security, the problem of creating a protection system, that is, an integrated system of economic security has become a priority. The aim of the article is to determine the impact of the crisis on the management process and the efficiency of personnel use as the basis for the development of anti-crisis solutions, the implementation of which should provide the necessary level of economic security for the enterprise. The results of our study allowed us to identify possible options that ensure the effective implementation of anti-crisis personnel management, focused on restoring the level of economic security necessary for the functioning and development of the enterprise. It was found that in the process of implementing anti-crisis personnel management it has a number of features caused by both the difference in the impact of the crisis, that is, the presence of positive and negative consequences, and a significant list of external and internal factors that must be taken into account when developing each individual anti-crisis solution.