The activity of the enterprise in a crisis. Development of enterprises in a crisis. Here is some of them
Nesterov A.K. Development of enterprises in a crisis // Encyclopedia of the Nesterovs
The economic crisis is a very painful condition for the economy and business entities. First of all, the country's population and enterprises suffer from the crisis and its consequences. If the crisis affects the enterprise, then it loses the opportunity to develop steadily and produce products and services.
Concept of crisis
Crisis should be understood as a sharp violation of the existing balance, the destruction of economic relations or their poor condition and the critical situation of the majority of the country's population and industry.
A distinctive feature of a crisis is the lack of time to make decisions. Such a limitation is imposed by the negative state of the enterprise in a crisis and the need for an urgent solution to any problem that has arisen. Otherwise, the crisis will worsen.
It is clear that the management of an enterprise in a state of crisis can only end either in successfully overcoming the crisis, or in the collapse of the enterprise.
In microeconomics, the concept of "enterprise crisis" (or "crisis at the enterprise") is widely used. In the generally accepted sense, it refers to such processes that threaten the continued existence of the company in the market. These processes can be just small interference in the production cycle, and relationships with counterparties, which can eventually lead to the liquidation of the enterprise.
At its core, a crisis is an unplanned and undesired process, which, although it cannot last forever, can slow down the activity of the company or even lead it to bankruptcy. The latter depends on what exactly suffered within the company from the crisis. In the event of serious harm to the main, profiling direction of the enterprise, its further fate will most likely be predetermined.
But the crisis does not lead to the liquidation of the company immediately, as soon as it arises. It can develop quickly or slowly, but in any case, from the beginning of the crisis to its logical conclusion, i.e. overcoming or bankruptcy, some period of time passes. True, one should distinguish between the beginning of the crisis and the moment when it was discovered at the enterprise. After all, between these moments it may well be more than one day or even several weeks.
Therefore, the crisis is usually divided into several parts - stages that characterize a different degree of damage to the company, and at which it is necessary to take various measures to overcome it. In general terms, the crisis can be divided into four stages. Here is their brief description:
1. Potential Crisis:
If a crisis is detected at this stage, then this is the most favorable option for the enterprise, since this is not yet a real crisis, but only a prospective one in the future. In this case, the company gets a unique chance to prevent an immediate crisis by taking measures to prevent it. In order to determine the possibility of a crisis in advance, it is necessary, at least, to constantly maintain tight control of income and expenses and quickly reduce incidental costs that are no longer necessary to continue the production process.
2. Hidden Crisis:
At this stage, crisis processes within the firm already exist or will begin in the very near future. At the same time, they proceed slowly and cannot be determined by a standard set of management measures for their detection. To clarify the nature of the crisis, possible measures to overcome it and draw up a plan for the implementation of these measures, it is necessary to use special methods and expert assessments. In other words, enterprises need to apply special techniques for early recognition of crisis situations.
3. Acute surmountable crisis:
This stage is already characterized by a real feeling by the enterprise of the negative consequences of the crisis process and a catastrophic lack of time to take measures to eliminate them. Over time, the arsenal of possible measures is exhausted, as is the supply of time itself. At the same time, the requirements for the effectiveness of the measures taken are constantly increasing. At this stage, all the internal reserves of the enterprise are mobilized in an increasing spiral: first, the sectors least involved in production (workshops, departments, resources, etc.) are put into action, then the turn of the main forces of the company comes. In the end, all available reserves to overcome the crisis are exhausted. At this stage, there is still an opportunity to cope with the crisis, because. internal reserves should be enough to overcome the crisis. But due to the fact that all measures must be taken in a very limited period of time, the effect of the measures taken may be insufficient, and then the crisis will not be overcome and will enter its last stage.
4. Acute insurmountable crisis:
If the acute crisis could not be overcome, then its final part comes, which will end with the liquidation of the enterprise. At this stage, the requirements for overcoming the crisis significantly exceed the capabilities of the enterprise, and it is no longer possible to overcome the crisis. This situation arises due to the absence or insufficient number of measures taken, the lack of time for the measures taken to have an effect, or sharply increased negative crisis impacts.
Approximately in this way the crisis develops in most enterprises. But there are enough examples when there were more stages of the crisis due to various intermediate stages. For example, at many enterprises after the end of the third stage of the crisis, there was a temporary illusion of overcoming it, which could last for several months, but then things deteriorated so sharply that the enterprise became bankrupt in a few days.
Will the 1998 crisis scenario repeat itself?
Russia has always differed from most countries in almost all respects.
For the last 16 years, the strategic orientation of the development of the Russian national economic system has been to improve the level and quality of life of every citizen, every family. Today, we can objectively speak about the fulfillment of the stated strategic goals: the growth in living standards is estimated at about 10-fold.
Another direction for the same period was to increase the competitiveness of production both in the domestic and world markets. This question continues to be a priority, as there is still room for improvement.
If we compare the current situation with the crisis of 1998, we should note two aspects characteristic of the crisis of 1998 that are absent today.
1. Deficit budget and growth of state debt. The heavy reliance on investments in high-yield government debt, in other words, money speculation, also played a role.
2. Crisis of non-payments. The lack of cash in enterprises led to the emergence of large tax arrears, and this - to the failure of attempts to stabilize financial position undertaken by the government. But much more important was the flight of capital abroad. After all, if money in large quantities is constantly leaving the country, then where does it come from enterprises. Therefore, the state must firmly counteract the outflow of capital, attract law enforcement so that our economy can develop steadily. Here it is important to decisively strengthen financial, currency, tax and customs control.
3. The use of barter in the settlement of obligations. This was caused by the contraction of the money market in 1993-1997. due to the diversion of money from production to the GKO-OFZ market. Naturally, the lack of liquid funds for payment was compensated by the use of less liquid ones. At the same time, the existing economic ties that arose back in the Soviet period made it possible for barter to exist for such a long period of time and ensured the sustainability of its use. Nowhere in the world has barter been used to such an extent as in Russia. In a barter transaction, the value of the exchanged goods is much higher than their real value. If the cost of a commodity is very high, then it is more profitable for the enterprise to purchase it through an exchange, while inflating the price of its product in such a way as to achieve the desired price ratio.
4. Structural crisis. During the entire reform period of the 1990s, Russia suffered a huge industrial decline. In 1993–1994 the decline was very strong and slowed down only in 1995, in 1996-1997. the decline in the level of production occurred at a rather slow pace, but in 1998, due to the financial crisis, the decline sharply intensified. But this has not been the same across industries. The main direction of the decline was the reduction in the production of highly processed products. At the same time, there has been a clear growth in low-end industry, mainly export-oriented extractive industries. At the same time, the difference between prices on the world market and domestic prices was very large, and more than one fortune was made on this.
5. Crisis in the agricultural sector. The agricultural sector, having gained independence, could not compete in the market due to outdated equipment. But the refusal of the state to finance agriculture played an even greater role: if the financing continued, at least for a while, then the collective farms and state farms, having received the right to independently enter the market, could purchase new equipment and improve the quality of their products.
Among the reasons for the structural shift in the economy, in my opinion, the following can be distinguished:
1. Decrease in state defense orders by about 70%, with the complete absence of well-established conversion programs for various military-industrial complex enterprises, which caused about a quarter of the entire decline in production. In fact, it can be represented as follows: the state said "produce products for public consumption, but we don't care how you can do it." It is impossible to produce high-quality consumer goods on equipment for the production of weapons.
2. Reduction of the investment program gave about 15% of the total decline in production. Capital investments in the economy in 1992–1993 decreased by 60%.
3. Due to the collapse of the USSR, there was a sharp reduction in the supply of products to the former socialist countries and the former republics of the Soviet Union. This was partly due to the fact that these countries very much wanted to feel independent from the "big brother".
4. Due to some drop in the standard of living, the solvency of the population has decreased, and difficulties arose with the sale of finished products.
5. Economic and administrative reasons that arose due to the collapse of the command-administrative system: the rupture of economic ties, the incorrect behavior of enterprises and their management in new market conditions, the absence of new perfect legislation, etc.
The macroeconomic crisis that broke out in Russia had a serious impact on the population and economic entities.
Comparing the previous crisis with the current situation, it is obvious that Russia approached the current crisis much more prepared and stable: there is no large state debt, enterprises have funds, and barter is not used, there have been significant changes in terms of the structure of the economy (“In 2014, the share of non-resource exports (together with exports of services) accounted for more than half of all exports - 51.5% .), agricultural enterprises showed impressive growth, food imports are not required. Accordingly, today's crisis is far from being comparable in scale to the 1998 crisis. Consequently, a repetition of the 1998 scenario does not appear to be objectively justified.
The specifics of the development of enterprises in a crisis.
The situation that has developed in the Russian economy is very complex and contradictory. But this is just a natural process that is characteristic of the capitalist economic system. Crises are repeated regularly - each time they are followed by economic recovery and economic growth. This is the law.
In general, the assessment of the retrospective shows that having turned off the beaten path of capitalist development in 1917, Russia again has to return to it. In a metaphorical sense, this road has already become quite overgrown and has turned into a small and narrow path, which will now have to be cleared again. It is not a fact that it will lead us to that predatory capitalism that has formed today in Western countries. It is also possible to change the vector of development, and change the target orientations, and the transition to another economic system. In general, the ancient Chinese wisdom is most welcome: "God forbid to live in an era of change."
By the middle of the second decade of the XXI century in the development Russian economy some success has been achieved. The most important thing is that the modernization of the national economic system is proceeding quite quickly. The Russian economic system has acquired two fundamental features that distinguish it favorably.
Firstly, a market infrastructure has been formed to a sufficient extent, state structures are effectively engaged in its regulation, and economic entities more effectively use the opportunities for the production of demanded goods, works and services. Secondly, the levers of state macroeconomic regulation were formed, which enable the state to regulate the activities of individual economic entities and industries.
It is also very important that now all the main market economic institutions have emerged in our country. It is impossible to name such an institution that would not exist in Russia. Although it is still too early to talk about their final development.
V.V. Putin, having come to power, immediately began decisive action: he strengthened state power, put pressure on governors and oligarchs, and modernized vital sectors of the economy. All this cannot fail to have a positive effect. Russia has a real opportunity to overcome any crisis, external problems and start dynamic development.
The market mechanism is the most effective method coordination of enterprises. It helps to "understand" complex economic relations, to obtain reliable information about a wide variety of needs, goods and services. Without the coordination of supply and demand, the activity of the enterprise becomes much more complicated. The market makes you constantly answer for decisions taken, for their necessity and quality. If market prices are formed under the influence of supply and demand, then producers receive the most complete information about what to produce and in what quantity. The market introduces elements of competition in the distribution of resources and in matters of investment policy both within one enterprise and within the whole country.
But the market also has negative sides. Since it is an unpredictable system, it cannot provide a solution to long-term social and other problems, it generates greed in entrepreneurs, the desire for constant enrichment, often to the detriment of consumers. Entrepreneurs often begin to manipulate prices in order to increase profits, rather than improve the quality of goods or reduce costs. Counterfeit goods, their quality, artificial scarcity, etc. - it is too character traits market. And an illiterate consumer may not distinguish a fake from a real product. In addition, improper coordination of market relations can lead to overproduction, frequent bankruptcies that arise for a number of reasons, such as unforeseen changes in consumer demand, a sharp change in the solvency of counterparties, etc. In fact, the market gives rise to uncontrollable processes within the economy, intensifying the negative consequences of large and small crises.
After the August 1998 crisis, Russia quickly overcame its consequences. In 1999, economic growth began and continued in subsequent years. By 2015, the competitiveness of Russian enterprises has significantly increased, their financial condition has improved, the demand for domestic products has significantly increased, which leads to a further increase in import substitution.
The current situation in Russia has important implications for economic policy.
Firstly, the economy of our country adequately responds to macroeconomic regulation, so it can be used to regulate many economic problems. In a market economy, macroeconomic imbalance is unacceptable, and the crisis has once again proved that we are part of the global economic system, i.e. inconsistencies at the macro level can turn into a new severe crisis.
Secondly, the main task of the state is to free the economy from the administrative fetters that fetter it. Today, the procedures associated with the opening of a new enterprise or the registration of an individual entrepreneur have been greatly simplified.
Thirdly, the state must develop socio-economic institutions using the levers of regulation.
Fourth, there is a requirement to maintain a balance between supporting domestic producers and attracting capital in general, including foreign capital. In other words, it is necessary to create the most favorable environment for domestic and foreign business. AT modern world capital has become very mobile, and countries have to "compete" for it.
The world economy is now in a situation where everyone is copying from everyone, from foreigners to their competitors. But this does not create a range of goods, but a huge faceless mass. Therefore, in order for the domestic consumer to buy more domestic products, enterprises need to create their own design and design ideas.
But, despite the good dynamics, many enterprises experience crises that greatly harm them and conceive them to bankruptcy. The crisis of an enterprise or a crisis in an enterprise is a very common phenomenon in a market economy. On the one hand, they weed out inefficient enterprises from the real sector, but on the other hand, they leave many people without jobs.
Business management in a crisis.
There are several points of view on how to manage an enterprise in a crisis. Some believe that anti-crisis measures should be taken only when the threat of bankruptcy becomes real, i.e. in the final stages of the crisis. At the same time, they exclude diagnosing it in the early stages, and pay all attention to the "treatment" of the crisis. In principle, such an approach has the right to exist. Indeed, in very small enterprises it is very easy to implement. Here it is only important not to miss the moment suitable for carrying out measures to save the enterprise. As a simple example such measures can be a temporary curtailment of all the affairs of the enterprise, if we are talking about some external causes of the crisis that do not depend on the management.
But in most cases, this approach is considered unacceptable. So, for example, in his book, Professor Utkin E.A. wrote: “Such an approach is like “putting the cart before the horse.” The main thing in anti-crisis management is to ensure conditions when financial difficulties cannot be of a permanent stable nature. managerial mechanism to eliminate problems before they become irreversible".
But the introduction of permanent anti-crisis management at the enterprise is largely the result of poor effective management". But there are a number of reasons that do not directly depend on the management. That's it, they should pay great attention and prevent the development of the crisis at the earliest stages, if it still touched the enterprise. If the "crisis" is translated from Greek as "disease" , then the most effective method for protecting the "health" of an enterprise will be the use of special techniques for predicting a crisis long before its immediate threat.
The basic principles of enterprise management in a crisis are as follows.
Early diagnosis of crisis phenomena in the financial activity of an enterprise. Based on the fact that the crisis in the enterprise is a threat to its very existence, early diagnosis becomes a priority. The sooner a crisis or the possibility of its occurrence is detected, the sooner measures can be taken to prevent it.
Urgency of response to crisis phenomena. Each such phenomenon constantly grows like a cancerous tumor from the moment of its occurrence, affecting an increasing part of the enterprise, therefore, in the early stages of its development, the company will have greater opportunities to destroy it.
Adequate response to the degree of threat to the financial balance. Almost always, when neutralizing crisis processes, an enterprise invests its financial resources in this. At the same time, the amount of invested funds or costs should correspond to the level of threat. Otherwise, it will not be possible to neutralize the process if insufficient measures were taken, or the enterprise will suffer excessive losses if more funds were invested than necessary.
Full implementation of the internal capabilities of the enterprise to overcome the crisis. In other words, in the fight against the crisis, you need to rely only on your own strength, there are no other allies.
Factors affecting the crisis of the enterprise.
The crisis in the enterprise occurs due to the discrepancy between its parameters and various environmental factors. These factors can be divided into two large groups: external, i.e. not dependent on the activities of the enterprise, and internal, having a direct dependence on its activities.
External factors can be divided into the following categories:
1. socio-economic factors of the overall development of the country
Rising inflation;
Instability of the tax system;
Instability of regulatory legislation;
Decrease in the income level of the population;
Rising unemployment.
2. other external factors
Political instability;
Natural disasters;
Deterioration of the crime situation.
Internal factors the emergence of a crisis:
1. managerial:
High level of commercial risk;
Insufficient knowledge of market conditions;
Ineffective financial management
Poor management of production costs;
Lack of flexibility in management;
Insufficient quality of accounting and reporting system.
2. production:
Insecurity of the unity of the enterprise as a property complex;
Obsolete and worn-out fixed assets;
Low labor productivity;
High energy consumption;
Congestion with objects of the social sphere.
3. market:
Low competitiveness of products;
Dependence on a limited circle of suppliers and buyers.
Of course, all of the above factors can cause a crisis in an enterprise, but management often has the main influence. It is the inefficiency of management that should be attributed to the reason for the inefficient operation of enterprises in market conditions. This is due to the fact that many enterprises do not have a development strategy and it is focused on short-term goals, as well as the low qualification of managers. The low responsibility of managers to the owners for the decisions made and for their results also plays a role. The manager of the enterprise must be educated in the financial field, have organizational abilities and obey the action legal regulations which make him responsible for the operation of the enterprise.
The main directions of the enterprise in a crisis.
In a crisis, the company's policy should include the following main areas: financial analysis, production analysis, recruitment. After a comprehensive analysis, a plan for the further development of the enterprise is drawn up, which reveals the ways to solve all the identified problems.
The financial condition is characterized by several indicators reflecting the availability, placement and use of financial resources by the enterprise. Since any operation with material values and labor resources are always accompanied by spending money, then the analysis of the financial condition of the enterprise reveals all aspects of its activities and is the most important characteristic its activities, also determining its competitiveness.
Financial analysis includes the following:
Structure of assets and liabilities;
Analysis of property status;
Express analysis of the financial condition;
Liquidity of assets;
Financial stability;
Analysis business activity, as well as the turnover of the company's funds;
Return on equity and sales;
The effect of financial leverage;
Production leverage effect.
The analysis under these sections compares economic and financial indicators for several quarters or years, i.e. their change over time is studied, the growth rates of indicators for the last period are calculated.
In addition to financial analysis, the entire production cycle is also examined. At the same time, when analyzing the production of products, it is also necessary to investigate the condition of the equipment, its manufacturer's technology, wear, quality of service, and potential improvements. Then it is necessary to analyze issues related only to the use of equipment. These are the types of raw materials used at the enterprise, and the state of warehouses, real estate, accounting and reporting, management organization, etc.
One of the most important issues today is personnel. It often happens that almost the entire staff does not have the necessary qualifications required for present stage. This also includes work on studying counterparties, prices for raw materials and equipment, the possibility of their uninterrupted supply, deferrals on payments, and the willingness of suppliers to work in the future. Also an important issue is the study of issues on the supply of energy to the enterprise.
After such a detailed analysis of the enterprise's activities is carried out, it is necessary to draw up a plan or program to bring the enterprise out of the crisis. But in order to make it easier for yourself to work on this analysis during a crisis, such an analysis of the enterprise's activities must be carried out quarterly. In other words, constantly conduct a complete analysis of all activities of the entire enterprise. Then, in the event of a crisis, the director will have a detailed account of all the internal affairs of the company. In addition, in the conditions of lack of time during a crisis, it will not be necessary to waste it in vain.
The plan must necessarily include the factors that led to the crisis, it is they who will need to be neutralized in the first place. It also includes a set of measures to further bring the enterprise out of the crisis. It is here that the difference between management in the normal mode and management in a crisis begins. If, under normal conditions, long-term goals are the development of the enterprise, and short-term goals are profit maximization, then in crisis conditions, the long-term goal is to restore financial stabilization, and the short-term goal is to save money or maximize them. All measures for managing a company in a crisis should be aimed "at mobilizing the internal resources of the debtor enterprise, introducing the most severe intra-company control and accounting, especially for cash flows."
Cash flows are actually money and their equivalents, since now about two-thirds of all transactions are carried out by mutual transactions and barter. In principle, the presence of funds or their absence is the main indicator of the state of the enterprise. Money-equivalent means is the amount of covering the needs of the enterprise in cash for a certain period by any non-monetary types of other resources of the enterprise.
The first step towards stabilizing the financial situation in a crisis is the restoration of solvency, then financial stability. And the establishment of financial balance for a long period. At the same time, the elimination of insolvency is achieved by tough measures that are never applied under normal conditions. First of all, it is the sale of the company's assets. Least important first, then those directly related production cycle. This serves to meet the current financial need, i.e. the amount of debts required at a certain moment and interest on them. It is covered by cash and mutual and barter transactions acceptable to creditors.
Although the insolvency of an enterprise can be eliminated within a short period of time, the reasons that led to it may remain. Therefore, it is necessary to restore the financial stability of the enterprise. The first step along this path is the liquidation of unprofitable industries, except in those cases when this will lead to a halt of the entire enterprise. True, sometimes it is impossible to liquidate any production, since there are no funds for this, and selling it is a rather lengthy procedure. At a large enterprise, it is also possible to remove individual industries from its composition by creating subsidiaries. At the same time, financing of newly created enterprises is stopped, which stimulates the entrepreneurial activity of the latter and contributes to increasing the profitability of production and competitiveness.
Reducing the current financial need can also be an effective method. This can be achieved by restructuring the company's debts. You can also use the sale of debts to the enterprise for this. Since the long-term debt obligations of an enterprise in a crisis lose their value for it with the prospect of bankruptcy, they can be sold at a certain discount in order to get at least something from them.
Another step to restore financial stability is the reduction of staff. But this must be done carefully, since an excessive reduction in staff can lead to a sharp increase in the scope of duties for the remaining employees and this will cause dissatisfaction among them and a decrease in labor motivation, because their salary will remain the same. The reduction of any benefits will also lead to a drop in interest in the quality performance of their duties. At the same time, a decrease in wages, but with the condition of its regular payment, can significantly reduce such risks.
Under normal conditions, or if the possibility of a crisis in the future is identified, it is necessary to increase the interest of staff in the quality performance of their duties. D. Denisova's article "The Seller of Happiness" presents a kind of three-step pyramid of increasing the interest of employees in quality work. "Motivating employees means giving them the opportunity to realize their life values working for the good of the company". The first step of the pyramid is directly money. A large salary is not always a sufficient incentive. Any employee quickly gets used to it and ceases to perceive it as a sufficient reward for their work. The bonus system is useful here. But pay regularly bonuses are not allowed, then they begin to be perceived as part of the salary.Bonuses are best used as an alternative to fines, i.e. good work is rewarded, and bad work is not punished.For example, a bonus for constantly arriving on time for work, for a certain time of work without errors, etc. .p. The second step of the pyramid is non-material incentives for employees for Good work. As an example, the author of the article cites the company "Mirantis", which introduced a system called "Cafeteria". After the end of a certain period, according to a special time sheet, each employee is assigned a certain number of points for which he can choose something from the list of proposed benefits: mobile phone, gym class, insurance, etc. This program can be modified to eliminate certain shortcomings that occur in a particular enterprise, but general essence will remain the same. The third step of the pyramid: increasing the employee's interest in quality work that does not depend on money. This may be the realization of any of his qualities that do not directly affect the performance of his duties, the creation of a favorable working atmosphere at the enterprise, the improvement of the skills of employees at the expense of the company will also significantly improve the quality of work.
The main task of managing an enterprise in a crisis is its rehabilitation. Therefore, ensuring financial balance in the long run is a very important task. Here, the main task is to fulfill the following tasks: increasing the competitive advantages of products, increasing the monetary component in settlements, and increasing asset turnover. First of all, attention must be paid marketing program. In other words, already in a crisis to figure out how to make products more attractive to consumers. Turning manufactured products into more salable goods, the company will provide itself with a higher income. As a result, the cash flow will increase. The last in this chain will naturally be an increase in the speed of trade. If there is demand, then there must be supply.
If all the measures to bring the enterprise out of the crisis have failed, then the crisis of the enterprise and its very existence comes to a logical conclusion: the enterprise is liquidated.
The definition of bankruptcy is enshrined in Art. 2. Federal Law No. 127-FZ "On Insolvency (Bankruptcy)": "the inability of the debtor recognized by the arbitration court to fully satisfy the claims of creditors for monetary obligations, for the payment of severance benefits and (or) for remuneration of persons working or working on a labor contract, and (or) fulfill the obligation to pay mandatory payments. Article 65 of the Civil Code of the Russian Federation states that recognition legal entity bankruptcy court entails its liquidation.
conclusions
Almost 25 years ago, our country switched to a market economy with all its pluses and minuses. Over the past time, it has become clear that we are on the right path, but this path is long and thorny.
The market cannot be an end in itself. Society needs not just a market, but a highly efficient socially oriented economy, receptive to innovations and scientific and technical innovations, capable of providing a high level and quality of life for all segments of the population. This is what is now the goal of all reforms in Russia.
Achieving this goal, on the one hand, significantly complicated the August 1998 crisis, and the global crisis of 2008 did not pass by (there is an opinion that the current global crisis is just the consequences of the unresolved problems of 2008). But, on the other hand, after them, many enterprises were able to significantly improve their products and increase their competitiveness. There were companies successfully competing with foreign firms. They exist in troubled times. This forces many to prepare in advance for it in order to reduce possible losses.
The work of an enterprise in a crisis or in the presence of its threat is much more difficult than under normal conditions. It imposes great responsibility on the management of the enterprise, requires high qualification of all personnel.
The transition of the Russian economy from planned to market showed that the latter is preferable for the consumer. After all, all the products that were produced by domestic enterprises immediately after the collapse of the USSR did not find demand among consumers who preferred imported goods. After a few years, our manufacturers began to compete with foreign ones, moreover, they were able to pull the country out of a serious crisis. In fact, the crisis has become the impetus that our economy needed to start developing.
The history of economic crises clearly proves that the market itself will not solve all the problems facing the country. The crisis pushes enterprises to improve management and production.
This is the main feature of the market economy: it destroys everything that is sick inside itself, leaving only healthy, viable enterprises that can develop and produce what is really in demand. The life of an enterprise in a crisis is a struggle for this very life.
Literature
2. Handbook of the crisis manager. / ed. prof. Utkina E.A. - M.: EKMOS, 1999.
3. D. Denisova. "Seller of Happiness" // "Expert", No. 34, 2003. p. 39.
Enterprise management in a crisis
1. Management strategy
2. Personnel policy
3. Personnel management of a crisis enterprise to achieve its goals
4. Modeling the distribution of managerial work in the structure of the organization's management apparatus
List of sources used
1. Management strategy
There are two classic options for a behavior strategy for a manager - technocratic and adaptive. With a technocratic approach, an enterprise is considered as a kind of mechanical system, in which a crisis can be overcome by replacing individual elements, debugging the operation of the management mechanism. The adaptive approach considers the enterprise as an organic system, in which crises are natural in nature and are caused by a change in the stages of development. These approaches have their drawbacks, which do not always allow them to be applied in anti-crisis management. The implementation of the technocratic approach causes resistance from the staff. With an adaptive approach, the natural course of processes may not meet the established time frame for overcoming the crisis.
In both cases, the most suitable for the conditions crisis management is the organizational-cultural approach. With this approach, the enterprise is presented as a system, the core of which is the values that dominate here, a set of norms for the adoption and implementation management decisions, principles of organizational construction and models of behavior. The crisis is caused by a change in the composition of values that determine the way the organization lives and the direction of its modification.
The head of a crisis enterprise is faced with two groups of conflicts in which he participates as one of the active parties; conflicts arising in the labor collective, which he is called upon to resolve as the first person. If interests collide in the conflict in the distribution of resources, there is an opposition of opinions and value orientations in solving the problems of enterprise development, then we can talk about a production conflict. With the predominance of personal and group interests, when production problems fade into the background, there is a social conflict. The nature of conflicts should be taken into account when developing a strategy for the behavior of an enterprise in a crisis.
The conflict situation at an enterprise that is in crisis conditions is set by a number of factors: the readiness of the team for changes, the mutual perception of the anti-crisis manager and the team, and the peculiarities of the organizational culture of the crisis enterprise.
The most important factor is the readiness of the team for fundamental changes. On the one hand, it is determined by the motivation of employees, on the other hand, by the level of their vocational training. There are four main types of conflict situations (Table 2).
table 2
Typology of conflicts in terms of team readiness for change
In the first situation, workers want to work in a new environment, and they are well prepared for this. Value conflicts are most typical here. There is a heightened attitude to the professionalism of the anti-crisis manager. The manager must form an integral development program and value orientations acceptable to the team. He can be included in possible conflicts, including as an initiator.
In the second situation, the employees of the enterprise want changes, but are not sufficiently prepared for them. It is characterized by functional-role conflicts. One of the sources of conflict may be the insufficient qualities of the anti-crisis manager as a leader, another source is the difficulty in mastering new roles by both the manager and the team. The main task for the manager is to organize the professional development of employees. He must avoid conflicts with personnel and lead them in the direction professional development workers. The main means of overcoming conflicts is instructing subordinates.
In the third situation, workers do not want to work in the new conditions, although they are professionally trained well. This is where orientational conflicts come to the fore. A manager who finds himself in a similar situation should strive to increase the level of motivation of employees. To do this, with the help of conflicts, one can provoke a change in value orientations. It remains for the manager to either convince employees of the correctness of the strategic orientation he proposes and thereby establish contact with subordinates, or, if this fails, get rid of opposing employees. Here, a variant of conscious distancing from subordinates or integration is possible.
In the fourth situation, the employees of the enterprise do not want and cannot work in the new conditions. Therefore, communication conflicts come to the fore. The team, as a rule, tries to put all the blame on the manager. It is advisable to apply a set of measures to train employees and convince them of the correctness of the proposed path.
From the point of view of mutual perception of the labor collective and the anti-crisis manager, the situations in which the latter has to act differ. First, whether the leader is guided in his actions by integration with the team or seeks to separate from it. Secondly, he accepts the team of the new leader as his own or considers him as a stranger. Depending on this, the relationship between the leader and the team should be built.
The organizational culture of an enterprise is made up of a set of values shared by employees and a system of norms and rules adopted by them. From this point of view, it is important to what extent employees are integrated into the existing system of values and how ready they are for changes in this area. It is also important whether the enterprise lives according to uniform rules and principles or different groups live by different rules. The ratio of normative and value is given in Table. 3.
Table 3
The ratio of value and normative in the organizational culture of the enterprise
| Characteristics of the value system | Characteristics of the regulatory system | ||
| adaptability | Conservatism | The rules are the same for everyone | many rules for different groups |
| Strong, strong | political conflict | political conflict | Strong adaptive organizational culture |
| Moderate | Moderate | Organizational culture suitable for one strategy | strategic conflict |
| Weak | Weak | An enterprise on the verge of collapse | An enterprise exists as a set of autonomous groups |
| strong | Weak | Organizational conflict | Adaptive organizational culture |
| Weak | Strong | Strong organizational culture | Power vacuum conflict |
Modern management approaches suggest that the object of management is organizational cultures of various types, and not people and their activities. Different cultures distinguish members of one group from another. People create organizational cultures as a mechanism for reproducing social experiences. An enterprise as a group of people that decides certain goals and tasks, forced to engage in the reproduction and borrowing of social experience. The following main types of organizational cultures are distinguished: organic, entrepreneurial, bureaucratic, participatory. Their characteristics are shown in table. four.
Table 4
The main types of organizational cultures and their characteristics
| Characteristics of the organizational system | Types of organizational cultures | |||
| Organic | Entrepreneurial | Bureaucratic | participatory | |
| The organization is sent | agreement with the general idea | free initiative | strong leadership | in-depth discussions |
| Problems are solved based on | initial agreement with the goals and objectives | individual creativity | clear and focused thinking | open interaction |
| Leadership is based on | shared views on the directions of the general movement | prestige and recognition | powers and positions | facilitating contacts and cooperation |
| Manage chronic problems with | not attaching importance to them and refusing to discuss | search for new creative approaches | strengthening leadership and following rules | more intense discussion and development of solutions |
| daily work | with minimal intervention | performed and modified by each in its own way | depends on the stability of the course and the activity of the management | constantly re-tested for greater perfection |
| Functions and responsibilities | implemented with almost automatic precision | turn out the way people make them | prescribed and enforced | divided and replaced as needed |
| Desires and interests of individuals | are evaluated according to the degree of their consistency with entire enterprises | are considered more important than the interests of the enterprise | subordinated to the interests of the enterprise | are consistent with the interests of the enterprise by agreement |
| Management | sets context and purpose while minimizing other interference | empowers people to do as they see fit | defines leaders and possible directions of development | acts as a catalyst for group interaction and collaboration |
| Disagreements and conflicts | reflect the fact of disagreement with common goals and tasks | are a productive expression of individual characteristics and differences | threaten the stability of the enterprise and interfere with work | considered vital for effective problem solving |
| Communication | limited and insignificant | vary in intensity and are unpredictable | formal and obey the rules | open and full |
| Generally information and data | regarded as shared knowledge that does not need to be brought out | used for individual achievements | controlled and limited access | evaluated and distributed openly |
Typically, the organizational culture that exists in an enterprise is a combination of all types of cultures. The leader should consider culture as a powerful tool for mobilizing the team and employees to solve assigned tasks, a way of effective communication between team members.
Managing an enterprise in a crisis (a general economic crisis or a crisis in a particular industry and enterprise) is a matter of concern not only for its managers and owners, but for many enterprises and organizations interacting with it. Crisis management by its nature is management that imposes additional risks on a variety of economic structures, without the participation of which an enterprise cannot survive.
The financial condition of an enterprise is a consequence of all aspects of its production and economic activities, and its stability is based on two closely interrelated factors: existing assets that provide profit and cash flow, and growth opportunities, that is, opportunities for new investments that will lead to increased profits and cash in the future. With this in mind, ensuring the financial stability of an enterprise involves a combination of four favorable characteristics of its financial position: high solvency, i.e. the ability to pay their obligations on time; high liquidity of the balance sheet, i.e. a sufficient degree of coverage of the borrowed liabilities of the enterprise by assets; high creditworthiness, i.е. the ability to repay loans with interest and other financial costs; high profitability, i.e. profitability (profitability) of the enterprise, providing the necessary development, timely payment of wages and dividends.
The fulfillment of these requirements, in turn, implies the need to comply with a number of important balance proportions, which are extremely difficult to withstand in the conditions of the economic crisis, the displacement of long-term credit by short-term credit, and the insolvency of most domestic enterprises. In the world and domestic accounting and analytical practice, a wide range of methodological approaches, indicators, financial ratios, allowing to characterize with a sufficiently high degree of reliability the stability of the enterprise, the dynamics of its development, to determine the degree of risk and its possible consequences. Recently, there has been an increase in the number of publications on financial management, which deal with various aspects of analytical work in this field of activity.
However, the deterioration of the position of many domestic factories in the conditions of the formation of a new economic environment and the development of market relations, a solvency crisis often (in addition to external factors, which, of course, cannot be ignored) are associated with the lack of financial management adequate to the requirements of the market, proper organization of analytical work, effective internal audit and controlling. An analysis of current practice leads to the conclusion that for most enterprises, financial management has not yet become an integral part of corporate system management, its organic component.
Changes in the economy associated with the transition to market relations, instability of the external environment, increasing competition in the domestic and foreign markets objectively require fundamentally new approaches to the formation of an enterprise's financial and accounting policy, new forms and methods of financial work, and strengthening its positive impact on economic efficiency. In modern conditions, the organization of intra-company financial management should be considered from the point of view of problem-oriented management principles that allow developing a strategy for targeted management, creating a stable target orientation of all elements of financial management towards the optimal solution to the problems of ensuring the sustainable development of the enterprise, its competitiveness. Simplified approaches to financial work, expressed in attempts by administrative methods to manage capital, funds of funds, money turnover, out of touch with the objective processes occurring in the field of finance and the economy, only contribute to the accumulation of deformations and a decrease in manageability. In the current conditions of a progressive decline in the economy and a solvency crisis, analytical work at an enterprise, and above all in the financial sector, must be given the closest attention.
It is extremely important to quickly and systematically monitor the indicators of the financial condition of the enterprise, which together allow timely control over the availability and movement of financial flows, the availability of own working capital and their flexibility, timely monitor the level of own financial resources, their use and replenishment. Comprehensive and targeted monitoring of a large array of production and financial indicators, accompanied by an in-depth analysis of their dynamics, assessment of the influence of risk factors, etc., not only allows you to track trends in changes in the financial condition, taking into account the dynamics of the external environment and market conditions, predict the potential of the enterprise, but also , which is especially important, stimulates the search for the most rational methods of organizing production and labor, activates the creative initiative of employees, develops effective measures to replenish their own funds, makes it possible to correct management decisions in a timely manner in order to avoid or mitigate possible negative consequences.
Without such a constant diagnosis of the financial condition of the enterprise, scrupulous analytical work in all respects production activities today it is impossible to survive, and even more so to function successfully, maintain and develop competitiveness. Regular comprehensive and systematic analysis allows us to ensure the practical implementation of the reproductive, distribution and control functions of financial management, makes it possible to largely anticipate possible negative situations associated with changes in the external environment, the legislative framework, cash flows, and timely develop appropriate measures to counter them and those achieve the financial stability of the enterprise, and consequently, carry out technical re-equipment and reconstruction of production, introduce new advanced technologies through own sources financing.
The scientific and methodological literature describes various types of models used for financial analysis. In practice, preference is given to three of them: descriptive, predicative and normative models. Descriptive models include: building a system of reporting balances and studying absolute indicators, reading statements, presenting financial reporting in various analytical sections; horizontal analysis (comparison of absolute and relative changes in various reporting items compared to the previous period); vertical analysis(calculation of relative deviations of reporting indicators for a number of years from the level of the base year); system of analytical financial ratios; analytical notes for reporting, etc. Predicative models are predictive models.
They are used for the most common of them are: the calculation of the point of critical sales volume, the construction of predictive financial reports, dynamic analysis models, situational analysis models. Regulatory models allow you to compare the actual results of the enterprise with the expected, calculated according to the budget. These models are used in the internal financial analysis, based on the use of rigidly determined factor models . In the practice of analytical work, the most widely used are static and economic-mathematical methods: correlation, regression, dispersive and factor analysis, the method of principal components, comparative and functional cost analysis, etc. The initial information base for analyzing the financial condition of an enterprise is balance sheets, reports on financial results, cost structure, other accounting and statistical and operative information. Depending on the goals of the analysis in foreign and domestic practice, various approaches are used to classify, set and calculate methods for various absolute and relative indicators, which make it possible to assess not only the current financial position of the enterprise, but also to identify certain trends in its development in the future. financial market forecasting
As an important tool for the analysis of financial activity in foreign and domestic financial science, a whole system of financial ratios has been developed, the value of which is determined by the possibility of comparing the results obtained with existing generally accepted standard norms, theoretical threshold values, average industry coefficients, as well as with those used in the country or in a particular company. indicators of the analysis of financial statements. Financial ratios are of particular importance also because they are the basis for assessing the activities of external entities in relation to the enterprise: banks, potential investors, government bodies management, customers. The analytical value of financial ratios is confirmed by the international practice of their widespread use in analytical work and in making managerial decisions, and their availability for various users. In domestic practice, the system of measures of financial ratios has not yet become widespread, but the need for this is more than obvious. The specific choice of local indicators may vary depending on the specifics of the industry, enterprise, analysis targets, and other factors. The system of indicators and coefficients used to assess the financial condition and the probability of bankruptcy, covers three main blocks of analytical information, which include: analysis of the liquidity of the balance sheet and the dynamics of its components; liquidity and solvency indicators; indicators of the financial stability of the enterprise. The complex of these indicators and coefficients in their totality allows to analyze the financial condition of the enterprise, quickly monitor the real state of affairs in the field of financial relations both in the current period and in the future, form an array of high-quality information support for making effective and reasonable management decisions in order to strengthen it. financial stability.
The most liquid assets (cash and securities enterprises) must be greater than or equal to the most urgent liabilities (accounts payable); quickly realizable assets (accounts receivable and other assets) - greater than or equal to short-term liabilities (short-term borrowings); slow-moving assets (stocks and costs, excluding deferred expenses) - greater than or equal to long-term liabilities; hard-to-sell assets (intangible assets and fixed assets) - less than or equal to permanent liabilities (sources of own funds). If these conditions are met, the balance is considered absolutely liquid. In the event that one or more conditions are not met, the liquidity of the balance sheet to a greater or lesser extent differs from the absolute one. At the same time, the lack of funds in one group of assets is compensated by an excess in another group in terms of value. Also, to analyze the financial condition of the enterprise, it is necessary to analyze the dynamics of balance sheet items. Knowing the growth rates of individual articles and groups of articles allows us to assume certain changes that are likely for a given case, and then check them in further research. A situational analysis of this kind allows you to understand the position of the enterprise in the external environment and its internal response mechanisms. Methodological approaches to assessing the financial condition. The solvency of an enterprise is its ability to fulfill its own external (short-term and long-term) obligations using its assets, that is, a measure of covering borrowed funds. These indicators provide an important analytical and evaluation characteristic of financial stability. There are several options for calculating the liquidity ratio, depending on what is included in the numerator: all liquid funds or only those that can be quickly turned into cash and meet short-term financial obligations.
The methodology of the Russian Federation does not take into account the presence of the most liquid assets, without which the enterprise cannot pay its debts in a timely manner, and, therefore, is insolvent. According to this methodology, the calculation is based on the total volume of current assets without division into reserves and costs, cash, receivables. But, as you know, less liquid assets cannot compensate for the lack of more liquid ones. The domestic technique is more complete. However, there is no need to calculate the autonomy coefficient and the financial stability coefficient at the same time, since when the first inequality is satisfied, the second one is also automatically solved. Guidelines for the analysis of the financial condition of organizations, approved by order of the Federal Financial Federal Service of Russia dated 23.01.2001. No. 16 are important for a detailed analysis of the financial condition of an enterprise, but not for an express analysis of assessing the possibility of bankruptcy. The Altman coefficient in our economic conditions does not allow us to obtain a sufficiently objective result. This is caused by differences in the accounting of individual indicators, the influence of inflation on their formation, the discrepancy between the book value and market value of individual assets, and others. objective reasons, which determine the need to adjust the coefficients of significance of the indicators given in the Altman model and take into account a number of other indicators for assessing the crisis development of an enterprise. The value of indicators in the Beaver model is not acceptable. As you can see, a large proportion of the company's funds belongs to long-term loans. For domestic enterprises, this is not typical, since banks issue loans only against collateral. own funds. The model proposed by Pratt is very cumbersome and inconvenient to use. In addition, it contains only financial indicators that assess the already accomplished fact of the bankruptcy of the enterprise or its insolvency. Based on the calculation given in paragraph 7 above, one can only conclude that there is an excess or shortage of inventories and costs, which is only one of the signs of the enterprise's insolvency. The model developed by Springate and the universal discriminant function are used very little in domestic practice, since they do not take into account (as, indeed, the above-mentioned models) industry specifics of enterprise development. At the same time, it should be taken into account that all the methods described above contradict each other, since, by determining the position of the enterprise on the basis of them, one can obtain completely opposite results. Also, the disadvantage of these methods is that they determine only the lower limit of the coefficients, absolutely not taking into account the upper regulatory limits that characterize the efficiency of resource use. Thus, it is obvious that there is a need to create a domestic model that most fully characterizes all aspects of the financial condition of an enterprise, aimed at identifying the unproductive use of available resources, capable of identifying early signs of a crisis state with the condition of industry specifics.
COURSE WORK
in the discipline "Microeconomics"
FUNCTIONING OF RUSSIAN ENTERPRISES
IN A CRISIS
Introduction
Chapter 1. Theoretical basis analysis of the functioning of the enterprise in a crisis
1.1 The economic crisis as an element of the external environment of the enterprise
1.2 The essence of the anti-crisis policy of the enterprise
Chapter 2. Features of the activities of Russian enterprises in the context of the economic crisis
2.1 The impact of the economic crisis on the performance of the enterprise
2.2 Development of an anti-crisis policy at Russian enterprises
Conclusion
Bibliographic list
Annex 1. Factors leading to the crisis of enterprises
Annex 2. Regional factors leading to the crisis of Russian enterprises
Appendix 3. Classification of problems solved within the framework of anti-crisis management
Annex 4. Forms of anti-crisis management
Annex 5. Signs of the financial crisis in Russia
Annex 6. Main directions of enterprise reform
Introduction
The entry of the Russian economy into market relations, the opening of the domestic market for the goods of foreign enterprises, the global financial crisis that affected world economy in 2008 - 2010, put the majority Russian organizations in a difficult financial and economic situation. This resulted in an increase in insolvency and the subsequent bankruptcy of organizations.
There was not a single organization in the world that, to one degree or another, in its production and economic activities did not experience crisis phenomena, economic and financial difficulties often leading to bankruptcy. In this regard, the management of organizations, state and municipal authorities are faced with the task of preventing crises and ensuring the sustainable position of organizations, because the bankruptcy of some organizations often causes a deterioration in the financial condition (solvency) of many others, giving rise to the so-called domino effect.
Market economy Russia is relatively young, it does not have a rich experience of overcoming crisis situations, such as, for example, the United States, which has survived not a single financial crisis.
Therefore, there was a practical need to write this work, dedicated to the generalization of theoretical studies and practical developments in anti-crisis management of an enterprise in modern economic conditions.
All of the above determines the relevance of the chosen topic of the course work.
The purpose of the course work is to identify the features of the functioning of Russian enterprises in the context of the economic crisis.
Based on the goal, we can determine the following tasks that need to be solved:
· consider the economic crisis as an element of the external environment of the enterprise;
· to reveal the essence of anti-crisis management of the enterprise;
· to analyze the anti-crisis policy of the enterprise and the impact of the economic crisis on the performance of enterprises.
As a theoretical basis for the performance of the work, the sources of special literature, materials of the periodical press were used. Among the authors whose methods of analysis form the basis of this work, it is necessary to note Baldin K.V., Kovan S.E., Goremykin V.A., Kozhevnikov N.N.
Chapter 1. Theoretical foundations for analyzing the functioning of an enterprise in a crisis
1.1 The economic crisis as an element of the external environment of the enterprise
In the life of an enterprise, crises or the threat of crises are a constant phenomenon. The root cause, that is, the possibility of economic crises, is the gap between the production and consumption of goods.
In the context of constantly changing environmental factors and internal conditions for the implementation of economic activity, the likelihood of a periodic occurrence of an enterprise crisis increases, which can take various forms. One of these forms is the crisis of the enterprise, which carries the greatest threat to its functioning and development.
The crisis of the enterprise is a process, the flow of which is determined in time. As a process, the economic crisis has its beginning and end in time. In addition, the economic crisis is characterized not just as a process, but as a multi-stage process that determines the differentiation of anti-crisis management mechanisms in the context of individual stages of its course at the enterprise. The general time limits of this process are characterized by the period of time from the beginning of the economic crisis to its resolution.
The crisis of the enterprise is objective economic process. Crises are inevitable in the activities of any enterprise and are becoming widespread. Moreover, the crisis is seen not only as objectively inevitable, but also as objectively required process, carrying the impulse to intensify the development of the enterprise. The objective nature of the enterprise crisis reflects not only the regularity of its occurrence, but also the possibility of its resolution.
The essence of the economic crisis is manifested in the overproduction of goods in relation to effective aggregate demand, in violation of the conditions for the reproduction of social capital, in mass bankruptcies of firms, rising unemployment and other socio-economic shocks.
There are the main factors causing the crisis development of the enterprise. In the process of study and evaluation, these factors are divided into two main groups:
· not dependent on the activities of the enterprise (external or exogenous factors);
· dependent on the activities of the enterprise (internal or endogenous factors). More details in Table 1 of Appendix 1.
A feature of the crisis of enterprises is its high dependence on external factors - the level of regulation of the financial activity of the enterprise, market conditions financial market, the degree of development of its infrastructure, etc., the fluctuation of which in dynamics is the most intense. At the same time, this crisis often arises under the influence of negative internal factors. Some of these internal factors may be subjective. As a rule, such a crisis can be resolved relatively quickly through internal crisis management mechanisms. The crisis generated by both internal and external factors is the most difficult in terms of the possibilities of resolution and is of a longer duration.
As part of socio-economic factors, only those that have a negative impact on economic activity are considered. this enterprise, i.e. form the threat of its financial crisis. When considering market factors, negative for a given enterprise trends in the development of commodity (both in terms of raw materials and materials, and in products) and financial markets are investigated.
Russia, as a country located on a vast territory, has specific external factors of the crisis associated with the difference in levels of political, economic development, the difference in the climate of the regions. These are the regional factors indicated in Figure 1 of Appendix 2.
Political, economic and financial instability in Russia causes uncertainty among entrepreneurs in the success and even the possibility of activity, is reflected in all components of the organization of production, logistics, and marketing of products.
Despite the recent slowdown in high inflation rates, constant inflationary expectations do not contribute to the achievement of strategic goals by the enterprise and are associated with an insufficiently flexible, and often ruinous tax system of the state, and credit policy. High prices for the final consumer do not stimulate the expansion of production, but its reduction. These prices, set by the enterprise for its products, are often caused not so much by unreasonable pricing policy as by external pricing factors. And this, in turn, will lead to a decrease in the competitiveness of goods and a decrease in consumer demand.
A high degree of monopolization of the economy, which, along with the established stable economic ties and the regional division of labor, makes it difficult to form a truly competitive environment. Hence the strong influence of natural monopolies, the growth of tariffs and prices for products that are not sufficiently controlled by the state.
Due to the crisis of payments, which affected both the budget itself when paying for the state order, and the absolute majority of enterprises, an increasing number of enterprises fall into the zone of signs of bankruptcy established federal law"On insolvency (bankruptcy)" dated October 26, 2002 No. 127-FZ.
At many enterprises, the share capital structure is blurred and a consolidated, motivated effective owner has not been formed. Members labor collectives- the owners of the shares are far from managing the enterprise. The activity of enterprise managers in such conditions takes place without proper control. The absence of an effective owner, who is a strategic investor, in whose interests is not a momentary benefit, for example, from the lease of capacities and areas, but the long-term stable development of the enterprise, hinders market reform, intra-company management at the enterprise level.
There is an insufficient level of training and there is no experience of working in market conditions among top managers of enterprises, there is no effective organizational management system focused on the independent functioning of enterprise divisions in competitive conditions. Established in the 80s. in enterprises, a command, centrally linear-functional management structure often does not allow you to quickly respond to changing conditions in the sales markets, correctly assess the situation and quickly make adequate management decisions to change the quality, design and search for channels to promote goods to the markets.
For a larger number of enterprises, fixed assets have a very high degree of physical and obsolescence. Such a state of assets, along with high maintenance costs, leads to a high level of production costs, a decrease in profitability and an increase in the number of insolvent enterprises.
Solving the problems of preventing crisis phenomena or mitigating their impact on the performance of organizations is possible with the help of a system of measures called abroad "crisis management" (crisis-management), and in Russia - "anti-crisis management".
1.2 The essence of the anti-crisis policy of the enterprise
In a general sense, to manage means to make decisions, give instructions that are mandatory for implementation, and control their implementation. Management in socio-economic systems is a function of the system, since such systems cannot exist without management. This feature:
ensures the preservation of the structure of the system;
Supports the modes of activity and processes in the system;
Ensures the implementation of programs and action plans.
In the economic literature, you can find a variety of interpretations of the category of anti-crisis management:
"Anti-crisis management is a system of operational measures to reform all management systems, taking into account possible financial and other risks." (Sinyagin A.)
Anti-crisis management is understood as management, “which is aimed at preventing possible serious complications in the market activity of a Russian enterprise, ensuring its stable, successful management with an orientation of expanded reproduction on the very modern basis on their own savings. (Bazarov G.Z.)
Anti-crisis management is often understood as "either management in a crisis, or management aimed at bringing an enterprise out of a crisis state in which it is located." (Gradov A.P.)
Anti-crisis management implies two directions of anti-crisis measures at the enterprise: firstly, measures to prevent crisis situation, to prevent it, and secondly, measures to get out of an already created crisis situation. (Utkin E.A)
Anti-crisis management is management that can anticipate or mitigate crises, as well as management that can keep functioning in survival mode during a crisis and bring the company out of a crisis with minimal losses. (Korotkov E.M.)
Anti-crisis development is a controlled process of preventing or overcoming a crisis, corresponding to the goals of the organization, the objective trends of its development. (Kovan S.E.)
The goals and objectives of anti-crisis management are:
· anticipation of the crisis and adequate (according to the degree of threat) preparation for it;
obstruction hazards crisis; management of the crisis development dynamics (accelerate, slow down, mitigate, intensify);
Ensuring the vital activity of an organization in a crisis state;
mitigation of the negative consequences of the crisis;
Use of factors and consequences of the crisis for the development of the organization.
As in any other type of management, in anti-crisis management there are objects and subjects of management.
Socio-economic systems - objects of anti-crisis management - include organizations, enterprises and regional economic structures: municipalities and subjects of the federation. The possibility of carrying out anti-crisis measures in relation to regional structures is provided, for example, by budgetary legislation.
The subjects of anti-crisis management are the owners and managers of enterprises and organizations, government authorities and administrations, creditors, crisis managers (in judicial procedures bankruptcy – arbitration managers).
The problems of anti-crisis management are very wide and varied. Problems solved within the framework of anti-crisis management are shown in Table 2 of Annex 3.
According to Dorofeev's classification, there are 4 forms of anti-crisis management, which are described in detail in Table 3 of Appendix 4.
The problem of anti-crisis management of an insolvent enterprise stems from the very nature of the economic reforms being carried out in the country. Influencing an enterprise with the help of the institution of bankruptcy makes it possible to restructure not only the work of the enterprise itself, but also improve the financial and economic climate of other economic entities, and reduce the amount of non-payments.
Summing up the results of the first section, we can find out that crises can have both negative and positive implications for the organization. But, despite this, there should always be reserves in reserve to deal with the negative consequences of crises. It was also revealed that anti-crisis management is such an enterprise management system that has a complex, systemic character and is aimed at preventing or eliminating adverse events for business through the use of all potential. modern management, development and implementation at the enterprise of a special program of a strategic nature, which allows to eliminate temporary difficulties, maintain and increase market positions under any circumstances, relying on its own resources.
Chapter 2. Features of the activities of Russian enterprises in the context of the economic crisis
2.1 The impact of the economic crisis on the performance of the enterprise
Global economic crisis 2008-2009 allegedly provoked by giant investment banks (USB, Lehman Brothers, US Federal Reserve, etc.). As a result, the process of export of assets began, there was a depreciation of national currencies, a "collapse" of mortgage lending. Prices for oil and other energy resources fell 3 times. In a short time, the decline in the main indices in the US was 1.8 times, and in Russia - 5 times (the most in the world!). According to the forecasts of major experts, the economic recession will be quite long.
In the context of the completion of the transition period in the Russian economy and the onset of the second stage of bankruptcies and privatization of enterprises, strengthening state regulation economy, changes in the tax, credit and customs policy of the state, the process of consolidation of small and medium-sized enterprises into state corporations and large private holdings (Lukoil, Severstal Group, Basic Element, etc.) the relevance of studying the crisis at enterprises material production increases even more.
The systemic crisis in our country has put industrial enterprises in an extremely difficult situation: the steady increase in energy prices, high taxes, expensive loans (and often the inability to get a loan) and the lack of financial resources have paralyzed the activities of most of them.
According to industry experts, today in Russia more than 67% of industrial enterprises are unprofitable. In particular, in light industry their number is 53%, in production building materials- 55.8%, and in the agro-industrial complex - about 80%.
The growing physical and moral depreciation of fixed assets creates a real threat of man-made disasters and sharply reduces the competitiveness of Russian goods. The degree of depreciation of fixed assets at the beginning of 2009 in industry, agriculture, forestry exceeded 68%, and in transport, in the communications industry it reached 52%. In comparison with 1990, the coefficient of renewal of funds has decreased by almost 7 times in industry, 12 times in agriculture, 8 times in construction, and 4 times in transport. As a result, the obsolescence of fixed assets: the share of production equipment under the age of five years decreased from 29.4% in 1990 to 6.0% at the beginning of 2009, and its average operating life increased from 10.8 to 18 years.
In mechanical engineering and metalworking, which ensure the reproduction of the active part of fixed assets, the share of obsolete capacities is almost 35%. In the power industry, coal, gas industry the design life of the equipment has been exhausted by more than 50%, and in the oil refinery - by 80%. The downward trend in investments continues: in the power industry - by more than 20%, in the oil, oil refining and coal industries - by 11, 12 and 17%, respectively. As a result, physically and morally obsolete fixed assets are used.
The equipment of the industry with agricultural machinery decreased to 35% of the standard requirement, and the wear rate was 70%. The persistence of these trends leads to a decrease in the technical and technological level of agricultural work and to negative irreversible processes in the production apparatus of the industry. For your information, due to the lack of financial resources, including due to the disparity in prices between agricultural and industrial production, agricultural enterprises are unable to purchase necessary equipment. As a result, a reduction in the production of agricultural machinery, including, according to industry experts, grain harvesters - from 65.6 thousand units. in 1990 to 1.0 thousand units. in 2009, or 65 times; tractors - from 231.6 thousand units. up to 7.0 thousand pieces, or 33 times.
Consider salary, depreciation, taxes. It is unprofitable for enterprises to officially increase payroll costs, since at this point the cost bears the greatest tax burden (68%) compared to 55% of taxation of profits, which can be directed to the capital-labor ratio of the enterprise, which allows achieving the most preferential (in terms of taxation) structure costs.
Each ruble invested in wages is subject to social contributions, income tax, the appropriate share of the Value Added Tax (VAT) and turnover taxes.
Depreciation charges are associated with the payment of property tax, VAT and turnover taxes as an element of value added, and therefore a proportional part of the proceeds. In total, each ruble of depreciation charges obliges the enterprise to pay 37 kopecks. in the form of taxes. The remainder of the value added minus labor costs, depreciation costs and taxes is the company's profit, which accounts for VAT and turnover taxes, income tax.
Focusing on simplified taxation models for ten years did not form the necessary prerequisites at the macro level for overcoming the protracted crisis in the manufacturing sector, decisively limited the regulatory possibilities economic growth and development of the main, primary economic link - the enterprise.
At the level of the enterprises themselves, many problems have accumulated that impede their effective work in market conditions.
Goremykin V. A. revealed that the constraining factors formed within the company include the following:
The inefficiency of the enterprise management system, due to
Lack of strategy in the activities of the enterprise and focus on short-term results to the detriment of medium and long-term;
Insufficient knowledge of market conditions;
The low level of qualification of managers and staff, the lack of labor motivation of employees, the decline in the prestige of working professions;
Inefficiency of financial management and production cost management;
· low level of responsibility of the heads of enterprises to the participants (founders) for the consequences of the decisions made, the safety and efficient use of the property of the enterprise and the financial and economic results of the enterprise. Despite the presence in legislative and other legal acts of a number of provisions that allow shareholders (participants) to control the activities executive bodies enterprises, an effective mechanism for delimiting functions, powers and responsibilities between shareholders (participants) and managers has not been debugged;
low share capital joint-stock companies;
Lack of an effective mechanism for the enforcement of court decisions, especially in terms of foreclosure on the debtor's property;
· lack of unity of the enterprise as a property complex, which reduces its investment attractiveness;
· high costs for the maintenance of social and cultural facilities and housing and communal services;
· the practice of cross-subsidization and deformed structure of production costs due to differentiation (according to consumers) of prices and tariffs for goods and services of natural monopolies, which significantly affect the competitiveness of Russian enterprises' products.
Today, the management of many industrial enterprises is seriously thinking about the need for a number of complex changes to increase competitiveness and expand product sales. The main directions of enterprise reform are presented in Table 5 Appendix 6.
The lack of reliable information about the financial and economic condition of the enterprise for shareholders (participants), managers of the enterprise, potential investors and creditors, as well as for executive authorities has a negative impact. Therefore, today it is important, using world experience, to make such information more open and transparent for participants in industrial relations.
It's no secret that the subordination of the accounting system to tax purposes often significantly distorts the real picture of the financial and economic state of the enterprise. It can also cause significant damage to the economic relations of all participants in a financial transaction.
Today, in order to overcome the crisis in the manufacturing sector of the economy and increase the competitiveness of enterprises, the top management of companies is entrusted with the difficult task of reforming and diversifying the activities of the commercial structure as a whole.
Consider the choice of an enterprise development strategy. The long-term effective operation of any enterprise, its economic growth and development are determined by the right choice strategic guidelines that allow the best use of potential human capital and other resources.
The anti-crisis strategy should ensure sustainable economic growth and development of the enterprise, increasing the competitiveness of its products and services. At the same time, the concepts of “growth” and “development”, although they are interrelated, may not coincide in many respects in their content. In the production sector, almost like in wildlife, the development of an enterprise is possible not only with its simultaneous growth, but also with a constant scale of activity, that is, growth in itself hinders development. For information, the concept of growth primarily includes an increase in the size of an enterprise and an expansion in the volume of production (output, sales, number of employees, etc.). Development, on the other hand, means a qualitative change and renewal of the economic system in practice, an increase in the efficiency of its functioning on the basis of improving equipment, technology and labor organization in all structural divisions and improving the quality of products.
There are the following basic concepts for the development of economic systems:
Ideal - in the process of scientific and technological progress, the necessary innovations are introduced into the object of entrepreneurship - changes that ensure its sustainability and increase the efficiency of work;
real - partial reform of the enterprise after the first negative signs appear in its financial and economic condition;
radical - cardinal changes in functioning commercial organizations aimed at their restructuring, contributing to improved management, increasing production efficiency and competitiveness of products, labor productivity, reducing production costs, improving financial and economic performance.
An increase in the size of production at an enterprise can be:
Horizontal - by increasing the volume of production and sales of the same goods in old and new markets (geographical expansion, absorption, etc.)
vertical - due to the organization or association of technologically interconnected industries (approximation to end user or supplier)
Diversified - when combining heterogeneous industries into one conglomerate.
Growth is an integral part of economic development ( life cycle) enterprises. It includes periods of formation, growth (rise), maturity, recession, stabilization, reorganization, etc. Growth is a positive trajectory of economic dynamics.
In reality, economic growth and the development of an enterprise do not manifest themselves in a pure form, in isolation, but in mutual complementation of each other in a single process of simple and expanded reproduction.
Its development and practical implementation are based on strategic management decisions:
· focused on the future and constant changes in the external environment and within the enterprise;
· associated with the attraction of significant material resources, the widespread use of intellectual potential and continuously developing technologies;
having significant uncertainty, as they must take into account external factors uncontrollable by the enterprise;
· Characterized by flexibility, ability to adapt to changing market conditions.
Strategic decisions at the enterprise include:
selection of the location of the enterprise;
Reconstruction of production facilities;
· changes in the organizational and legal form, the structure of production and management, forms of organization and remuneration, etc.;
· development of new technologies, development and production of new types of products, access to new markets;
· Mergers, acquisitions, acquisitions and other forms of reorganization of enterprises.
In the process of forming and making long-term decisions, the management of enterprises takes into account the main strategic principles of entrepreneurship:
Creativity - the ability to anticipate possible future problems;
Innovativeness of behavior - readiness for continuous updates and improvements in equipment, technology and labor organization, product and market policy;
Flexibility and adaptability - quickly making the necessary changes depending on changing market conditions;
Accounting for all areas of the enterprise;
awareness of their strong entrepreneurial aspects and their development;
the practicality and feasibility of the strategy;
· efficiency;
Consistency with resource opportunities;
· taking into account intracompany priorities and strengthening staff motivation.
In conditions of economic instability and rapidly changing market conditions, each enterprise potentially has alternative strategies, among which are usually distinguished: a strategy for improving activities, product expansion - the development of new or improved products, an innovative strategy, as well as a strategy aimed at diversifying activities, etc. .
2.2 Development of an anti-crisis policy at Russian enterprises
The crisis period is characterized by a number of crisis phenomena in the economy, production, and trade. Unlike the global financial crisis, the Russian crisis has other signs. Let's try to figure out which phase of the economic cycle we are facing Russian entrepreneurs which is presented in Table 4 of Annex 5.
The crisis period in the organization is characterized by the cumulative imposition of different crises, and their set is individual for each company. Our enterprises, like our state, from the moment of its formation to today experienced many times of crisis. This allowed them to develop not only a diagnostic mechanism, but also a protective mechanism - anti-crisis management. In Russian companies, it is most often based on stereotypes: upon learning that there is a crisis in the country, managers and owners act according to well-established patterns: cut staff, cut off the Internet, send people on administrative leave, etc. At the same time, faced with the 2008 crisis, they did not even try to figure out how adequate these measures were for their situation.
In order to understand and create your own anti-crisis program, you need a different level of organization management that can identify the most “bottlenecks”, understand all the dangers and risks of processes occurring in the internal and external environment. As some businesses in the food production sector did when they sensed a "big crisis" in the early autumn of 2007, on the basis of the "short-term payment crisis" that took place then. Using the experience accumulated over the past two decades, they quickly overcame a "short-term failure in the financial support for the management of strategic elements of activity." At the same time, the “mini-crisis” that occurred made some owners and managers of firms think about what to do next.
Koltsova highlights the factors that determine why not all enterprises were able to diagnose problems in advance and prepare for the crisis:
Lack of strategy in the activities of the enterprise and focus on short-term results to the detriment of medium and long-term ones;
low qualification and inexperience of managers;
· low level of responsibility of enterprise managers for the consequences of decisions made, for the safety and efficient use of the enterprise's property, as well as for the financial and economic results of its activities.
In addition, usually early diagnostics based on the analysis of financial and economic indicators is carried out by specially trained specialists - risk managers, but at present there are very few enterprises that at least purposefully assess the risks of the enterprise on an ongoing basis, not to mention such specialists in the state. That is why the 2008 crisis came as a surprise to these companies. And now let's see what enterprises did to prevent the crisis or mitigate its consequences:
Carrying out early diagnostics of crisis phenomena in the activity of the enterprise;
urgency of response to crisis phenomena;
adequacy of the company's response to the degree of real threat to its financial balance;
· full realization of internal possibilities of an exit of the enterprise from a crisis condition.
But the main requirement for the successful exit of the enterprise from the crisis is the mobility of the company in making management decisions and the speed of introducing changes in it. At the same time, any innovations introduced in the organization primarily depend on the readiness of the staff to constant innovation. That is, during a crisis, employees in an organization become a key tool for change, and therefore, of course, it is necessary to reduce personnel costs, but this must be done by developing other pay schemes. In these schemes, employee benefits should be tied to company profits, for example, using the well-established KRI and KPI systems ( key indicators employee efficiency): they clearly demonstrate the results of work and, provided that these data are connected with wages, motivate employees to achieve their goals, and the latter develop commercial thinking. But, unfortunately, a fact must be stated: the management crisis has revealed that the planning system targets and the evaluation of their results is often not implemented or implemented incompletely, without linking it to BPI (key business indicators of the organization). The positive result of the work of this component of management is clearly visible in the example of companies that began to work on the "motivation" of the team.
There is another issue - staff reduction. Today, his radical solution may save money, but tomorrow it may lead to big problems. At the same time, layoffs, no matter how painful, are inevitable for many companies. At the same time, employees who are not focused on their own development are fired if they use only old, previously accumulated knowledge and skills in their work and, moreover, do not strive to increase labor productivity through constant self-improvement. When making any change, it must be taken into account that not all employees in the company are "office plankton" that must be eliminated in order to survive. At the same time, you should not get rid of employees who are able to take the best, most advanced knowledge in the field of management and production, and promote innovation. Only such an approach to motivating and dismissing employees allows us to have innovative management, the basis of which is a developing staff.
And in conclusion, it should be noted that there are many stars in the labor market, but, as practice shows, even if we bring them together, but do not reach the planned goal in the required time, the time of singles has passed. The goal is achieved by the team, and in order to create it, it is necessary to spend a huge amount of resources (time, money, etc.).
Let us give an example of the activity of the enterprise LLC "Dominus". As proposals for improving anti-crisis management, a set of documents was developed, which included:
· action plan for the development of anti-crisis management of Dominus LLC for 2010;
· regulations on the commission on anti-crisis management;
Regulations on financial controlling;
Regulations on the automation system in financial controlling;
· adding anti-crisis management functions to the executive director;
· creation of the commission on anti-recessionary management and department of the automated system.
These proposals will improve the efficiency of the anti-crisis management process of Dominus LLC, namely: to ensure cost control, increase profits, strengthen the financial stability of the enterprise, and qualitatively improve the process of anti-crisis management.
Summing up the results of the second section, we can find out that many Russian enterprises are in one stage or another of a crisis financial condition. This is primarily due to the fact that the country's economy is still only emerging from the systemic economic crisis. In any organization there is a danger of a crisis situation, even when the crisis is not closely observed, since the activities of the organization (in the production, financial, investment areas) are always associated with risks (business, financial, interest, economic, etc.). Based on this, the manifestation of crisis situations in the organization requires the management (owners) to take radical measures in order to maintain themselves in the market, otherwise the organization will be liquidated.
Conclusion
Currently, most domestic enterprises are experiencing financial difficulties associated with both external national problems (political instability, imperfection of the legislative framework, non-payments, production decline) and internal problems - inefficient marketing, inefficient use of funds, inefficient production management, imbalance of financial flows. The combination of these factors necessitates constant diagnostics of the financial situation of the enterprise in order to early diagnose the crisis development of the enterprise and develop protective mechanisms for anti-crisis management, depending on the identified factors and the strength of their impact.
Anti-crisis management is a whole complex of interrelated activities from early diagnosis of a crisis to measures to overcome it, i.e. the essence of anti-crisis management lies in a set of measures to predict, identify, prevent and eliminate crisis phenomena in the enterprise.
Anti-crisis management aims to eliminate the possibility of bankruptcy of the enterprise. In Russia, bankruptcy procedures are regulated by the Federal Law of the Russian Federation dated October 26, 2002 No. 127-FZ. "On insolvency (bankruptcy)"
Anti-crisis management is based on the principles that distinguish anti-crisis management from the usual one: the principle of early diagnosis of crises in an enterprise; the urgency of responding to crisis phenomena, the adequacy of the enterprise's response to the degree of a real threat to its financial balance, the full realization of the internal possibilities for the enterprise to exit the crisis. In anti-crisis management, the following functions are distinguished: pre-crisis management, crisis management, management of crisis recovery processes, stabilization of unstable situations, minimization of losses and missed opportunities, timely decision-making.
The systemic crisis in our country has put industrial enterprises in an extremely difficult situation: the steady increase in energy prices, high taxes, expensive loans (and often the inability to get a loan) and lack of financial resources have paralyzed the activities of most of them. In the course work, an analysis was made of the activities of Russian enterprises in the context of the economic crisis. According to the results of the analysis, it was revealed that today in Russia more than 67% of industrial enterprises are unprofitable.
It was also revealed that in the conditions of economic instability and rapidly changing market conditions, each enterprise potentially has alternative strategies, among which are usually distinguished: a strategy for improving activities, product expansion - the development of new or improving manufactured goods, an innovative strategy, as well as a strategy aimed at diversification of activities, etc.
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Attachment 1
Factors leading to the crisis of enterprises.
Table 1
| External factors |
Internal factors |
| Socio-economic factors slowdown in economic growth rise in prices and inflation instability of the tax system instability of credit and financial policy decrease in real incomes of the population Rising unemployment and declining employment Poor vendor support |
low level of strategic management; High level of commercial risk Insufficient knowledge of market conditions ineffective financial management poor management of costs and laws Lack of flexibility in production management Poor accounting system management accounting irrational age and qualification structure of personnel |
| Political factors political instability in the country poor coordination of authorities in the regions natural disasters and major accidents worsening crime situation Unclear anti-crisis and antimonopoly legislation bureaucracy and corruption in government |
Market factors low competitiveness dependence on a limited circle of partners fuzzy choice of market niche Problems with sales growth Poor marketing and product promotion |
| Industry Factors intensification of industry competition reduction in the capacity of the domestic market Strengthening monopoly in the market volatility in the foreign exchange market Growth in the supply of analogues unreasonable diversification of production Poor cooperation and specialization of enterprises |
low labor productivity obsolete and worn-out fixed assets Poor product quality compared to foreign counterparts high energy and material costs per unit of production Outdated production technology |
Annex 2
Regional factors leading to the crisis of Russian enterprises.
Picture 1
Annex 3
Classification of problems solved within the framework of anti-crisis management
table 2
| According to the stage of development of the crisis |
By management technology |
In the areas of applied anti-crisis measures |
According to the tools used |
| Recognition of a crisis situation; crisis prevention; Providing life support in a crisis situation; providing a way out of the crisis; liquidation of the consequences of the crisis. |
search for information (ensuring its reliability); development of options and models of behavior of the organization; Analysis and assessment of the crisis situation (type, depth, consequences); · Development of anti-crisis management decisions. |
· methodological; financial and economic; · organizational; · legal; socio-psychological; conflictological |
marketing (under conditions of uncertainty and limited resources); sanation and restructuring of the crisis organization; · Anti-crisis investment and innovation policy; selection (selection) of personnel; · Conflict Management. |
Appendix 4
Forms of anti-crisis management
Table 3
| 1. Anti-crisis management in a period of stable development, which is a current management tool. The purpose of this form of management is to monitor and analyze deviations from the planned development of the enterprise, early identification of the possibility of crisis situations, as well as analysis of factors affecting the enterprise. Anti-crisis methods used by management on this stage, will be aimed at improving the stability of the enterprise and work efficiency. They can be divided into two parts: methods used to improve the efficiency of production and sales of products, as well as enterprise management · Methods for diagnosing the state of the enterprise and analyzing deviations. |
2. Management in the period of instability of production covers control in a conditionally stable and unstable state. If the first type of management is characterized by a slight decline in production, a drop in profitability, then the second type is management in conditions of unprofitability. The main goal is to return the enterprise to a stable state. The management uses methods of stabilization, cost reduction, methods to stimulate the personnel of the enterprise. |
| 3.Management in times of crisis– management of the enterprise in the conditions of insolvency. This is the main difference from management in times of instability. The main goal (if necessary and possible) is to prevent bankruptcy. |
4.Management in the conditions of bankruptcy proceedings is, in fact, the execution of bankruptcy procedures and is carried out by an appointed (external or competitive) manager. |
Annex 5
Signs of the financial crisis in Russia.
Table 4
| Type of economic cycle phase |
Signs of a Crisis |
Characteristics of a Crisis |
|||
| Duration |
Development speed |
||||
| Financial crisis |
Accounts receivable, non-payments |
Covered almost all of Russia |
Affected all (both commercial and public) companies |
Disinvestment is expected in 2009, according to forecasts. |
Early 2009 signs of recession |
| Absence working capital |
|||||
| Crisis of production (overproduction) |
Decline in production, and for exporting companies, it manifested itself in a decrease in the cost of goods |
Covered almost all of Russia |
Affected only enterprises operating in the "red ocean" zone. Thus, in November 2008, the recession covered all sectors of the economy - not only industry, but also agriculture, transport, investment, domestic and foreign trade. |
The decline in industrial production has been going on for 5 months, investments - 6 months, transport products - 8 months (at the beginning of 2009) |
The reduction in real output over the last 3 months of 2008 is 3.2%. If the average annual rate of decline observed in September-November 2008 is maintained, this means a reduction in annual output by 17.5%. The leader in the rate of decline among the largest sectors of the economy is export. Its reduction over the last 3 months of 2008 was 8.9% (41.5% in annual terms) |
| Reduced consumption of goods |
Covered certain segments of the population (mostly the middle class) |
||||
| Management crisis |
Poor management efficiency |
Covered almost all of Russia |
Almost all Russian companies |
Short, especially under the threat of bankruptcy |
Some enterprises are still in the stage of depression, but the reverse process has already begun - a revival |
| Metal fatigue among owners/managers |
Executives in organizations that founded their business 15-20 years ago |
||||
| Crisis of human resources |
Low labor productivity compared to the 1990s. |
The decrease in labor productivity occurred throughout the Russian Federation |
The period of economic prosperity affected all segments of the working population and led to a drop in labor productivity |
Great dependence on the crisis of management, it takes place in one time period |
back side staff cuts – increased labor productivity and lower wages |
| Economically unjustified wages |
Typical for large industrial centers |
Covered certain segments of the population (mainly the middle class and highly skilled workers) |
With the onset of the financial crisis, the reverse stage began - wage cuts |
||
Appendix 6
The main directions of reforming enterprises.
Table 5
| Directions for reform |
Benefits of the enterprise as a result of the reform |
| Transfer to an independent registrar of maintaining the register of shareholders (for JSC) |
Increasing investment attractiveness by reducing the risk of unfair actions of management (realization of the rights of shareholders in managing the activities of a JSC in accordance with the degree of their participation in its capital) |
| Revision of the charter of the enterprise (for business entities) and clarification of interaction with the head |
Limiting the possibility of abuse and dishonest actions of managers, strengthening their responsibility to the participants (founders) and interest in the results of the enterprise and improving the quality of management decisions |
| Realization of land ownership rights |
Increasing the investment attractiveness of the enterprise through the full implementation of property rights and the entire property complex, which ensures legal independence and stability of activities |
| Inventory of property and implementation of restructuring of the property complex of the enterprise |
Reduction of unproductive costs, optimal use of the company's property |
| Market valuation of the company's assets |
Realization of the possibility of increasing the authorized capital of the enterprise, which ensures an increase in the level of the minimum guarantee of possible claims of creditors and, due to this, gaining more activity in relations with counterparties |
| Development of specific programs to eliminate wage arrears |
Restoring the stimulating role of wages and improving the socio-psychological climate at the enterprise - the decisive factors in increasing labor productivity |
| Analysis of the position of the enterprise in the market, its financial and economic activities and the effectiveness of enterprise management |
Identification of key internal and external problems of the enterprise and optimal solutions |
| Development of an enterprise development strategy |
Identification of medium-term and long-term guidelines for the development of the enterprise, the achievement of which will provide the enterprise with the maximum effect from its economic activity in the future |
| Training and retraining of personnel |
Compliance of personnel qualifications with modern requirements - a key factor in the stability of the economic situation of the enterprise and its long-term process |
| Registration of the enterprise passport |
The possibility of a comprehensive assessment of the potential of the enterprise by all external existing and potential partners, primarily investors, which will ensure the stability of economic relations and reduce the time for obtaining borrowed funds and loans |
Stupidity is the repeated repetition of the same actions with the hope of getting a different result.
Since October - November 2008, most Russian companies have suddenly felt that the environment has become much more threatening for their business than it was until recently. The end of 2008 was marked by global economic crisis, which affected Russia on a par with other countries. Many even make attempts to compare the situation that has arisen in the country today with the default of 1998.
Of course, certain anti-crisis measures are being taken at the level of the federal government and regional authorities, but this does not remove from the agenda the need to develop an anti-crisis program for each individual organization. The most important question for the management of most companies: what should be done in the current conditions?
In 2004, I conducted a seminar on crisis management for Yuganskneftegaz. The organization at that moment was the most expensive asset of the Yukos company. This seminar took place a few days before the loans-for-shares auction at which Yuganskneftegaz was to be sold on account of Yukos' debts to the federal budget. It was assumed that after the auction there would be a change in the ownership of the company.
At this critical moment for the team and for the production activities of the enterprise, the top management showed high responsibility for the future of the company. While no one on the top management team was confident of retaining their leadership position under the new owner, there were nonetheless no signs of passivity. This made it possible to do a huge amount of work in a short time. The seminar made it possible to more accurately determine the most important current problems of the company and the strategy of priority actions in the current conditions.
Unfortunately, today, finding themselves in a crisis, the leaders of many Russian companies do not feel such responsibility towards their employees and often take a wait-and-see attitude, not taking active steps to develop an anti-crisis management strategy that is adequate to the changed circumstances.
At the end of the XX century. the most serious problem for the Russian economy was the low managerial qualification leaders. Considering that the first decade of the 21st century is already coming to an end, one could assume that management in Russia has taken a step forward in comparison with what it was 10-20 years ago. But, unfortunately, this is not the case. Acquaintance with the actions of the management of many Russian companies in the current crisis shows that no new trends have appeared in recent years. The anti-crisis actions of the management of most Russian companies come down to a rather limited set: cost reduction (financial recovery), restructuring, headcount optimization, abandonment of most projects related to business development, and a wait-and-see attitude.
I had the opportunity to work with dozens of companies seeking to overcome the crisis in their own development. These were companies that worked in various sectors of the economy and had their own specifics. However, those primary internal problems that made it difficult for companies to overcome the crisis phenomena in their functioning did not strongly depend on this. These problems are mainly as follows:
Unsatisfactory quality of management;
Lack of coherence in the work of the management team;
The lack of a clear action strategy for the management of enterprises;
Lack of support for the actions of management on the part of the workforce.
Unsatisfactory quality of management
The management of most Russian companies is not in the habit of analyzing their own management activities. In a crisis, this habit could be very useful. Formation of an anti-crisis program in isolation from analysis management practice impossible. Poor management is still one of the most common internal causes hindering Russian enterprises in overcoming the crisis. And if, until recently, the management practice that has developed in the organization has given more or less satisfactory results, then in the changed conditions its imperfection becomes obvious.
The I.A. Likhachev (AMO ZIL). The Government of Moscow undertook to bring this enterprise out of the crisis. The comprehensive anti-crisis program included the development marketing service enterprises; improving the activities of divisions involved in international relations in order to expand sales of products abroad; expansion in Moscow of the system of service maintenance of automotive equipment manufactured by AMO ZIL; improving the range and increasing the volume of competitive consumer goods. In addition, in accordance with the anti-crisis business plan, it was envisaged to increase the output of competitive products that meet the modern needs of the urban economy; cost reduction; restructuring of production capacities; attracting additional funds from the sale and leasing of released real estate and land plots. Only one thing was not provided - to improve the quality of management activities. The result is the failure of the anti-crisis program.
The poor quality of management for most enterprises manifests itself quite uniformly:
There is no clarity in defining the goals, mission, values of the organization;
Inconsistency in the work of departments;
A lot of unnecessary documentation, bureaucratization of the management process;
Irrational use of available resources;
Errors in the implementation of control functions (excessive or weakened control);
A large amount of "turnover", which does not provide an opportunity to analyze the situation and work for the future;
Duplication in decision making.
Lack of coordination among the management team
Overcoming the crisis requires a cohesive and efficient work of the management team. Difficulties on the way to overcome the crisis depend not only on the adverse impact of external factors, but also on the low capacity of the company's management. When you compare the situation at different enterprises, in different companies, you are amazed at how similar the reasons leading to the loss of coherence in the work of the management team are. Usually these are the following reasons:
Lack of a strong leader capable of uniting and leading the management team;
Differences in the system of priorities and in key values between members of the management team;
Poor awareness of members of the management team on key issues related to the activities of the company;
The culture of relationships that has developed in the management team does not encourage its members to help each other;
Discrepancy in assessments of the situation and ways out of the crisis;
Divergence of interests between members of the management team;
Lack of a common program of action.
Lack of management of enterprises
a clear strategy of action
The passivity of many companies in a crisis does not at all mean icy calm in the face of an impending storm. Quite the contrary: the situation in most cases is quite nervous. Passivity is primarily due to a lack of understanding of what should be done in the current conditions. There are several more typical reasons for this:
Lack of confidence in the accuracy of their assessment of the current situation;
Differences in understanding ultimate goal between members of the management team;
Lack of a unified program of action;
Lack of objective information;
Lack of information about the state of the enterprise and the market;
The unwillingness of the majority of managers to abandon the usual management model in the changed conditions.
Lack of support for management action
by the workforce
It is impossible to build any program of action without taking into account the behavior of the company's employees in the conditions of the outbreak of the crisis. The lack of support for the actions of the management on the part of the employees of the organization significantly complicates the successful implementation of the anti-crisis strategy.
Among the main reasons contributing to the weakening of this support, most often are:
Uncertainty of the company's employees in the future, fear of losing their jobs;
Deterioration of the image of management in the eyes of the organization's staff;
Lack of interest among staff in achieving the goals set by management;
Misunderstanding by employees of the essence of activities, tasks;
Negative past experience;
Deepening social tension within the enterprise;
The management does not timely communicate to employees the information that in a crisis is of interest to people in the first place.
Effective information exchange between the management and employees of the company is especially important during the launch of the anti-crisis program, when the unbridled spread of rumors can nullify all efforts. It is necessary that the information communicated to employees is understandable and repeated many times for better assimilation. For example, the management of JSC "Volgogradsky tractor plant", implementing an anti-crisis program for your company, Special attention devoted to the development and implementation of a set of measures to bring all the necessary information to each workplace. At the same time, special importance was attached to involving in the implementation of the program as many people as possible who "cheer" for the enterprise and feel their responsibility for its future.
Examples of successful actions in a crisis
Does it make sense to get acquainted with how other companies managed to get out of the crisis, can acquaintance with someone else's experience of managing in a crisis help you in solving own problems? Management practice gives a positive answer to this question. The fact is that adults, as studies by psychologists show, mastering new forms and patterns of behavior, and this is exactly what is required for a successful exit from the crisis, rely heavily on imitation. At the same time, it should be remembered that both at the household level and in business, learning from someone else's example is useful only when someone else's experience is used critically, taking into account its compliance with the conditions in which your company operates. For me, the actions of foreign companies operating in Russia during the crisis are of particular interest. Thus, the managing director of Toyota Russia, Peter Engel, in an interview he gave on December 9, reported on the steps that the company is taking in a crisis. A special commission is being created to solve problems that arise in a crisis. Another step that the company considers particularly important in the context of the crisis is the focus on staff training. This is done in order to optimize business processes (which was not possible in "quiet" times) and make the best use of resources.
A good example of energetic action in a crisis is provided by the Food Lion supermarket chain. The company was suddenly thrust into the public eye when a prime-time ABC TV reporter accused it of selling tainted meat. As a result, the company's shares fell by almost half. But Food Lion responded quickly: offering mass tours of its warehouses, putting in large windows in meat preparation areas, improving lighting, dressing its employees in new uniforms, expanding staff training, and offering significant discounts to bring shoppers back to their stores. As a result, the company received an "excellent" rating from the Food, Drug and Cosmetic Administration, and in places where it had a strong position, sales soon returned to normal levels.
Six Stages of Crisis Management
No matter how different the causes of crises and the conditions in which they unfold, the actions of management aimed at bringing their company out of the crisis always follow a certain logic.
There are six stages of crisis management.
Stage 1: attempt to prevent a crisis. At this stage, a list of factors that can negatively affect the business, possible negative consequences and the cost of necessary preventive actions should be compiled. This may be the creation of a crisis center or a special group, it may be a scenario of actions in a crisis, etc.
Stage 2: preparation for crisis management. At this stage, management begins to develop action plans based on possible risks and the variety of undesirable consequences of the crisis.
Stage 3: analysis of the situation. At the same time, the most difficult thing is the correct assessment of the crisis situation. Mistakes here are possible both due to an incorrect interpretation of the factors that caused the crisis, and due to ignoring serious threats emanating from the external environment. Collecting information about the crisis, most managers rely on the assessments of employees in their company. At this stage, it makes sense to involve an external specialist. This will require certain costs, but they will justify themselves, because an illiterate analysis can lead to incorrect actions and unjustified losses.
Stage 4: containing the crisis. The main thing at this stage is the establishment of the sequence of actions to bring the company out of the crisis. The problem often lies in the difficulty of highlighting the most important information and clear criteria for assessing the situation.
Stage 5: crisis resolution. The main thing here is the speed of action. Even if you are on the right track, you will be crushed if you stop or hesitate. Having assessed the situation and determined the necessary steps, you should act without delay.
Stage 6: overcoming the consequences of the crisis. At this stage, the company determines measures to compensate for the losses that it has suffered during the crisis, or to restore lost positions.
The management of any organization striving to escape from the tenacious clutches of the crisis must clearly understand the logic of its actions. Managers should fill each of the six stages listed above with specific actions that take into account the specifics of the situation, the specifics of the business, and the qualifications of key participants in the anti-crisis management process. Here it is important not to waste time looking for the guilty, but to assess the diversity and depth of the problems to be solved as quickly as possible. On this occasion, Jim Collins said: "Do an autopsy without establishing who is to blame for the death ... If the team is chosen correctly, there is no need to look for the guilty to the detriment of the ability to understand something and learn the necessary lessons."
What is a crisis? This is primarily a dramatic development of both external and internal situations, when the management methods used until recently become ineffective and sometimes even harmful. To survive in a crisis, a special psychological attitude of the management team and the staff of the enterprise as a whole is needed. Panic, squabbles, distrust, uncertainty about the future - a poor support for decisive action necessary for survival.
Of course, there are no ready-made recipes. The problem is that company management often does not know the answers to new questions and does not have the opportunity to rely on their own experience. The existing experience gained in absolutely different (more calm, stable, in the absence of today's threats) conditions not only does not facilitate, but sometimes makes it difficult to overcome the crisis.
Today one can hear statements that our country can cope with the crisis better than others, since in recent years significant gold and foreign exchange reserves have been accumulated, which can act as a safety cushion for our economy. But it seems to me that the reason for our higher readiness to overcome the crisis is completely different. The fact is that no other country in the world has such experience of survival of enterprises in the conditions of a collapsed economy, which we received at the end of the 20th and the beginning of the 21st century. Not everyone survived then. But those who survived showed miracles of resilience and the ability to adapt to new conditions. The ability to learn quickly and draw conclusions from past mistakes should become core competence for managers in a crisis experienced by their companies.
Success does not come by itself; purposeful, energetic actions by the leadership are needed, based on a thorough analysis of the current situation. In this regard, I recall somewhere I read a story about a group of servicemen who got lost in the Alps. Fortunately, one of them had a map, which eventually helped everyone to escape. But, as it turned out later, it was not a map of the Alps, but of another area, other mountains. Of course, the servicemen should have been prevented by an erroneous assessment of the situation - it was not the right card. However, it helped that the group immediately began to implement a specific strategy, joining together to achieve the goal.
The conclusion is simple - if your company in a crisis does not have enough information to develop a carefully thought-out anti-crisis program, start implementing at least some plan as soon as possible. Procrastination, indecision, lack of action is like death.
The Hardiness project, which was carried out by the International Committee for the Study of Victimization, studied people who experienced severe life trauma - cancer patients, prisoners of war, accidents, and so on - and survived. It was found that these people can be divided into three categories: those who were depressed by the tragic event; those who were able to return to normal life; and those for whom the experience became the starting point for the formation of character, made them stronger. Companies that successfully overcome adversity and later become leaders in their business are like people who fall into the third category.
It is widely believed that each crisis is not only a threat to the existence of the company, but also new opportunities for its future prosperity. Any crisis, especially a global one, is fraught not only with a wide range of risks, but often with an equally wide range of opportunities. It is very important not only to neutralize threats, but also to identify and develop the foundations for future success.
The point is small: to understand what exactly your company should do in the current conditions, develop its own anti-crisis strategy and resolutely implement this strategy.
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