MODEL OF ANTI-CRISIS MANAGEMENT ORGANIZATION

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Abstract

The article presents and develops the model of crisis management within the organization on the basis of optimization of anti-crisis measures. It is revealed that the main features of a crisis situation in domestic enterprises and organizations are unsatisfactory indicators of the state of production, economic and management activities, imbalance of cash flows, decrease in the level of competitiveness of products, loss of market positions, etc. One of the reasons for this situation is the lack of an effective model of crisis management in enterprises, the observance of which would not only prevent and overcome the crisis, but also ensure their successful development and prosperity. The main goal of anti-crisis management is determined in the course of research. The authors state that strategic management is an integral part of the crisis management system. The proposed model of crisis management within the organization provides for the implementation of a set of successive interconnected stages: the modeling of information base for crisis management; diagnostics of the crisis situation within the organization; definition of objects and subjects of crisis management; formation of anti-crisis goals and their respective tasks; development of alternative variants of anti-crisis measures; assessment of the feasibility of each anti-crisis measure; assessment of crisis management capacity within the organization; choice of the most suitable anti-crisis measures; drafting a plan for the implementation of anti-crisis measures; development of organizational and motivational mechanisms for the implementation of anti-crisis measures; realization of anti-crisis measures; control over the implementation of anti-crisis measures; evaluation of the effectiveness of implemented anti-crisis measures; regulatory action; development and implementation of rehabilitation (preventive) anti-crisis measures as well as the choice of the direction for further activities of the organization. The authors stressed the need for control during the implementation of an anti-crisis measures plan, which is conditioned by the following: firstly, it allows timely detection of errors and deviations made during the implementation of anti-crisis measures; secondly, it determines the factors of such deviations or mistakes and eliminates them in good time; thirdly, it assesses the compliance of anti-crisis measures with the goals and conditions prevailing in the functioning environment of the organization and, accordingly, avoids many risks in the future; fourthly, the control allows revealing not only possible threats, mistakes and shortcomings, but also new possibilities of organization. It is concluded that the proposed approach to building a model for crisis management should form the basis of the crisis management system not only for those enterprises and organizations that are in a crisis but also for those that are successfully developing.