Anti-crisis management is a special complex of measures and principles of enterprise management

Anti-crisis management is one of the most common terms in the business environment of Russia. Let's understand what kind of activity it is, how it differs from ordinary management.

Let's start with the definition: crisis management is the aggregate of certain knowledge and results of the analysis of practical experience, which is aimed at optimizing the management mechanisms of the systems necessary to identify possible hidden resources, as well as a certain development potential. The crisis management strategy is directly related to making decisions in conditions of limited resources, a high degree of risk and uncertainty.

In one case, it means managementfirm in times of economic crisis, and in another crisis management - is the management of the company in its bankruptcy. This concept is often associated with the activities of managers in judicial procedures at a certain stage of bankruptcy.

The system of anti-crisis management is a system,at which the said type of management is considered as a single set of activities from the preliminary detection of the crisis situation to the methods for overcoming it and eliminating it.

Anti-crisis management is a systemmanagement, which provides a systematic and integrated approach aimed at detecting, as well as eliminating unfavorable phenomena, using the full potential of modern management. And also includes the development and implementation of a special effective program at the enterprise that has a strategic character that allows eliminating certain temporary difficulties, strengthening, and at least at least retaining its market positions, relying on its own resources.

The system of anti-crisis management is based on the following basic principles:

1. Initial diagnosis and identification of crisis situations in the financial activities of a particular enterprise. If we take into account that any emergence of crisis situations at the enterprise is an irreparable threat to the organization itself and is associated with unjustified losses of capital, then the possibility of the emergence of a crisis must be diagnosed at an early stage in order to timely neutralize such situations.

2. The next inalienable principle is the urgency of responding to similar crisis situations, since such phenomena tend to generate related problems. Therefore, the sooner such situations are identified, the sooner it will be possible to deal with restoring the balance.

3. Another principle is full implementation of all available internal opportunities for the enterprise to exit from the current crisis. When overcoming the threat of bankruptcy, an enterprise should rely solely on its internal financial capabilities.

So, let's sum up. Today any enterprise, no matter how efficiently it functions, needs such management activities as anti-crisis management. This concept implies not only management of the organization during the crisis with the application of bankruptcy procedures, but also pre-crisis management designed to develop measures to prevent crisis situations, and even post-crisis management aimed at eliminating the negative consequences of the crisis and maximizing the use of its positive results.