Batkovsky M.A.,
k. e. n.,
manager of LLC "Sargon-N"

Bulava I.K.,
k. e. n.,
Associate Professor of the Department of Financial Management

Mingaliev K.N.,
k. e. n.,
deputy head of department
"Financial management"
Financial Academy under the Government of the Russian Federation

An enterprise in a state of crisis faces three main problems: a shortage of funds and low solvency. As a result, the enterprise has a debt to the budget, personnel, creditors, external borrowings are constantly growing. The main indicators of solvency assessment are liquidity ratios; insufficient satisfaction of the interests of the owners, which is manifested in a decrease in the profitability of the enterprise's own capital. The decreasing return on the capital invested in the enterprise is evidenced by the falling values ​​of profitability indicators; a decrease in the financial independence of the enterprise, which manifests itself in difficulties with the repayment of future obligations of the enterprise due to the growth of its financial dependence on creditors.

The set of factors that can lead an enterprise to a financial crisis can be divided into two main groups: external in relation to it (it is not able to influence these factors); internal (they arise as a result of the activities of the enterprise itself). As a rule, they are based on miscalculations in the analysis of the market, production, the efficiency of capital investments, and personnel policy (Fig. 1).

To neutralize the influence of undesirable impacts of these external and internal factors, it is necessary to assess the financial condition of the enterprise. The basis of various methods of this assessment is currently the definition of a large number of often unrelated indicators.

The differences between the methods come down to the peculiarities of calculating one or another indicator. Without taking into account the basic laws of the enterprise's economy, a set of multidirectional indicators turns into useless information.

At the same time, analysis based on relationships allows us to successfully carry out high-quality diagnostics of the financial condition of the enterprise and make informed management decisions on the financial recovery of the enterprise. For example, if the enterprise has no problems with the sale of products, and its financial situation is deteriorating, then it is necessary to analyze the state of working capital. If they are small, then the indicated trend is associated with a long duration of the production cycle. In this case, it is necessary to identify the weak links of this cycle. Such a link can be, for example, the duration of payment for goods sold. Then the reasons for the deterioration of the financial position of the enterprise are most likely related to its pricing policy. Therefore, it is necessary to adjust the terms of contracts for the sale of products created by him.

High product prices may be the result of rising production costs. Then it is necessary to analyze the dynamics of changes in the costs of production and the reasons for the increase in costs. With a sufficiently high turnover of funds, the financial problems of an enterprise may be a consequence of the low profitability of the goods produced (services rendered). If the volume of sales of the company's products decreases, then there are difficulties with its implementation. In such a situation, the enterprise needs to clarify the volume of stocks of finished unsold products, its consumer properties, as well as the pricing policy and the system for selling goods.

Problems with solvency, financial independence, and profitability also arise in an enterprise when it earns insufficient funds or irrationally manages the results of its activities. With limited demand for the company's products, it is necessary to master the production of new types of products or reduce production assets. The first option will increase the volume of sales, but this will require the investment of additional funds. Reducing production assets can increase profits by reducing fixed costs.

When the sale of the company's products is well organized, and its profit is low, the reason for this may be high costs for raw materials and semi-finished products. In this case, it is necessary to look for suppliers who offer acceptable prices for the enterprise. The reason for high costs can also be the company's own activities, such as high costs for lighting, heating and other needs.

Sometimes, in order to reduce these costs, it is necessary to reduce the underutilized production assets of an enterprise, because they require too high maintenance and repair costs.

Even after the payment of taxes, the profit of the enterprise remains at its disposal not in full, since part of it goes to pay off fines and penalties. Therefore, the reduction of non-production costs can become a source of funds for the financial recovery of the enterprise. A large volume of work in progress, stocks and finished products indicates that the production plans of the enterprise are formed without substantiating sales volumes.

Alignment of production plans and plans for its implementation also contributes to the financial recovery of the enterprise. Violation of the course of the production process leads to the fact that the funds are for a long time in the stage of work in progress. In this case, it is necessary to ensure uninterrupted supplies of raw materials and components, which will also help improve the financial condition of the enterprise.

Taking into account the considered, as well as many other patterns of the economy of the enterprise, it is possible to increase the efficiency of the financial recovery of the enterprise, which is considered the most important element of anti-crisis management. The management of the financial recovery of an enterprise is an impact on its activities aimed at preventing a crisis, and in case of its occurrence, localizing possible consequences and stabilizing its current financial condition. It should be aimed at achieving goals: defining current tasks; temporary organization of the enterprise; appropriate use of all enterprise resources; minimizing the binding of working capital; creation of conditions for the development of the enterprise. The operational management of the financial recovery of the enterprise is considered as management in the short term, therefore, when implementing its activities, the main attention should be paid to the management of current assets.

The basis for the operational management of the financial recovery of the enterprise is the development and implementation of control actions that regulate its financial activities. Due to the limited amount of resources at the disposal of the enterprise, there is a constant need for their prompt redistribution to the most important areas of its activity. The criterion for the redistribution of resources is the expediency of their use.

In the process of operational procurement management, first of all, the tasks of providing the enterprise with materials, equipment, tools, that is, everything necessary for the production of products, must be solved. At the same time, it is also necessary to take into account the costs of maintaining administrative buildings, workshops in a functional state and providing everything necessary for the functioning of the administrative apparatus. Procurement management in a crisis enterprise should ensure a reduction in the stock of resources used and an increase in the return on them.

Therefore, in the implementation of operational procurement management, it is necessary to analyze where, when and in what volumes the resources of a crisis enterprise are spent; predict the need for resources; ensure the highest level of return from their use.

The operational management of receivables is to manage the debts of consumers of the company's products. To increase cash flow, an enterprise needs to optimize its contractual relationships with counterparties using prepayment, partial prepayment (it combines prepayment and the sale of goods on credit), transfer for sale, issuing an intermediate invoice for long-term contracts, a bank guarantee and the use of flexible prices.

For the operational management of the financial investments of the enterprise, it is advisable to form one or more investment portfolios. Two main ways of organizing the management of the investment portfolio of a crisis enterprise are usually used. The first is the independent performance by the enterprise of all the functions of portfolio management. The second is the transfer of most of the functions of managing it to another legal entity in the form of a trust. The investment activity of an enterprise is determined, first of all, by the amount of funds that it can place.

The possibility of financial recovery of the enterprise, in our opinion, is influenced by the following main factors: organization of production; production costs; labor productivity; resource efficiency; production specialization; organizational structure of management; control mechanism; frames.

There are four main elements of the operational management system for the financial recovery of an enterprise: management based on control over execution; management based on extrapolation; management based on predicting changes and responding to them; management based on emergency decisions, when tasks arise rapidly and it is impossible to see them in time. On the basis of the measures of operational management of the financial recovery of the enterprise, a comprehensive program of anti-crisis management should be developed, including measures for extrajudicial financial recovery of the enterprise to bring it out of the crisis. The main activities of this program are designed not only to stabilize the financial condition of the enterprise, but also to increase the efficiency of its activities.

A necessary condition for the successful management of a crisis enterprise is the analysis of its activities. To manage the financial recovery of the enterprise, methods should be applied aimed at stabilizing its financial position. These methods include, first of all, the formation of a loan portfolio, determining the coefficient of importance of debt, assessing the quality of the financial condition of an enterprise.

As a rule, an enterprise tries to diversify financial sources, using all possible options for raising funds. Therefore, the enterprise forms a loan portfolio, which is a set of funds raised in the financial market. All borrowed funds should be considered as loans to the enterprise - both received from credit institutions and in the form of deferrals on payments to the budget and extra-budgetary funds, advances from suppliers, even if they are issued for a long period and without interest for their use. To analyze the loan portfolio of a crisis enterprise, several quantitative indicators can be used: the amount of the loan; the number of days until the loan is repaid; rate of penalty for late repayment of the loan. Using the indicators used in the analysis of the loan portfolio, it is possible to determine the debt importance ratio ( TO IMPORTANT) is an integral indicator calculated from the values ​​of the characteristics of the components of the loan portfolio. Usage TO IMPORTANT allows you to arrange all loans in order of importance and control their repayment. Importance factor i-th debt ( TO IMPORTANT i) can be calculated using a multiplicative model:

Where AI is a row vector consisting of the weights of the corresponding values ​​of indicators i th loan;
Xi is a column vector consisting of the values ​​of the corresponding indicators i th loan.

The weight of indicators is calculated depending on which of them is given more importance and how this indicator affects the importance of debt. If the influence is directly proportional, then the weight is greater than one; if the influence is inversely proportional, then the weight is less than one.

When assessing the financial condition of an enterprise, it is necessary to draw a conclusion about its financial solvency or insolvency. For these purposes, it is necessary to use the indicator "quality of financial condition" at the time of analysis.

Determination of the quality of the financial condition of the enterprise can be carried out according to the criteria given in Table. 1.

If signs of insolvency are revealed, then it is necessary to apply anti-crisis measures. The process of bringing an enterprise out of the crisis is a set of financial recovery measures that ensure a gradual improvement in the quality of the financial condition of the enterprise and its transfer from the category of crisis to the category of wealthy. This is achieved during the implementation of the process of financial recovery of the enterprise, which consists of several stages:
- analysis of the financial condition of the enterprise (identification of the causes of the crisis);
- financial stabilization of the crisis enterprise (tightening of the financial policy of the enterprise);
- analysis of financial recovery opportunities;
- development of programs for the financial recovery of the enterprise;
- withdrawal of the enterprise from the crisis state (improvement of its financial condition and bringing the enterprise to solvency).

The exit of the enterprise from the financial crisis is primarily to eliminate the causes that contribute to its occurrence. The planning of this process can be divided into two main stages: the development of an anti-crisis strategy for the enterprise (anti-crisis strategic planning) and the definition of tactics for implementing the chosen strategy (operational planning). Strategic planning of the financial recovery of the enterprise allows to reduce the influence of factors of uncertainty and variability of the external environment for the functioning of the enterprise. It concentrates the efforts of the enterprise on the main tasks of getting out of the financial crisis with less losses. Operational measures that ensure the exit of the enterprise from the financial crisis are divided into protective (reducing costs, closing divisions, reducing production and sales volumes, reducing staff) and offensive (active marketing research, increasing prices for products, modernizing production, improving management).

The essence of operational measures to exit the enterprise from the financial crisis is to reduce current losses, use internal reserves and obtain the necessary loans.

Operational planning of the financial recovery of the enterprise should be carried out within the framework of the chosen anti-crisis strategy. With the help of operational plans for financial recovery, the resources of the enterprise should be allocated to achieve its strategic goals. The implementation of operational financial recovery measures that are not related to strategic goals can lead to a short-term improvement in the financial position of the enterprise, but will not eliminate the causes of the crisis.

Strategic planning of financial recovery begins with the definition of long-term goals of the enterprise. The next stage of strategic planning is the analysis of external and internal reasons for the deterioration of the financial position of the enterprise. The choice of a financial recovery strategy depends on the complexity of the analysis of the financial condition of the enterprise. At this stage, it is necessary to investigate the external and internal environment of the enterprise and assess its real financial situation. At the next stage of strategic planning of financial recovery, it is necessary to analyze the long-term goals of the enterprise and identify strategic alternatives for the enterprise to get out of the financial crisis. As a result of their analysis, one of the alternative strategies for the exit of the enterprise from the financial crisis is determined. Analysis of the possibilities of this exit is connected with the forecast of its financial condition.

Determining the prospects for improving the financial condition of the enterprise should be carried out taking into account the options for its further work: maintaining the existing trends in the development of the internal environment of the enterprise; minor adjustments to the financial policy of the enterprise without the use of significant external sources of financing; probable changes in its external environment; implementation of investment projects of various directions. The forecast based on the existing trends in the internal environment of the enterprise can be short-term and medium-term. It should show the dangers of the current trends in the activities of the enterprise. The forecast of the external environment of the enterprise should determine: the dynamics of macroeconomic parameters affecting it; planned government measures in the field of taxation; anticipated competitor strategy.

An analysis of the methods for predicting the financial condition of an enterprise shows that the vast majority of them allow us to determine only the current financial condition of the enterprise and, at best, the probability of its exit from the crisis.

As a rule, they do not consider the issues of bringing a crisis enterprise to the trajectory of sustainable development. At the same time, when solving this problem, it is necessary, from our point of view, taking into account external trends and the development potential of the enterprise, to determine the possibility of its financial recovery through the use of available resources. To do this, it is required to evaluate the expected performance of assets based on the current dynamics of asset and liability balance sheet items or on the basis of expert assessments, as well as to determine the development potential of the enterprise and the dynamics of the market price of its shares based on a comparison of the expected performance of assets with the expected value of liabilities. If the financial recovery of the enterprise in solving these problems is impossible, then it is necessary to develop a recovery strategy, including partial or complete re-profiling of production.

To implement this strategy, it is necessary to develop business plans for the financial recovery of the enterprise, taking into account the costs of their implementation. The purpose of their formation is to determine the main directions of the financial activity of the enterprise and evaluate its expected efficiency. Business plans for financial recovery serve as guidelines for the selection of investment objects and the basis for the development of various planning documents: production plans, schedules.

Literature
1. Kryzhanovsky V.G., Lapenkov V.I., Luther V.I. Anti-crisis management: Proc. allowance for tech. universities. – M.: Prior, 1998.
2. Batkovsky M.A., Balychev S.Yu., Khrustalev Yu.E. Financial recovery and development of the enterprise. – M.: Giprostroymost, 2003.
3. Grachev A.V. Analysis and management of the financial stability of the enterprise. – M.: Finpress, 2002.
4. Mingaliev K.N. Financial management: Electronic textbook. - M .: Financial Academy under the Government of the Russian Federation, 2005.
5. Kovalev V.V. Financial management: theory and practice. - 2nd ed., Rev., add. - M .: TK "Velby", Prospect, 2008.
6. Bozhko V.P., Bulava I.V., Mingaliev K.N. Development strategy of Russian enterprises in the modern period: theory and methodology. – M.: MESI, 2009.
7. Mingaliev K.N., Garin A.V., Vdovtsov A.A. Internal mechanisms of financial recovery of the enterprise, used to enhance its innovation activity // Innovative development of the Russian economy: Proceedings of the international scientific conference. – M.: MESI, 2008.
8. Batkovsky M.A., Bulava I.V., Mingaliev K.N. Economic and mathematical tools for the financial recovery of Russian enterprises in the context of globalization and the global financial crisis. – M.: MESI, 2009.

Also on this topic.

Introduction

Domestic business has entered a period when there is a reassessment of current values. Now no one can write a prescription for a drug that will save the company from all the problems. The owners and management of the company must themselves choose the path that the company will take during the crisis and after it. Do not panic and thoughtlessly cut costs. It is worth considering in detail all possible options for transforming the company's activities.

Practice shows that those organizations that carry out integrated strategic planning and management are more successful and earn profits that are significantly higher than the industry average. Success requires a focused concentration of forces and the right strategy. In other words: who plans his strategy better, he achieves success faster.

The object of research is the management of the enterprise. The subject of the study is enterprise management during a crisis.

The purpose of the work is to consider the main aspects of enterprise management during a period of crisis.

This goal is only achievable by solving the following tasks:

Consideration of the essence of management in times of crisis;

Analysis of the process of developing a company development strategy in a crisis;

Consider the general characteristics of LLC "TVK";

Development of a strategy to improve the efficiency of LLC "TVK" in a crisis.

Coursework consists of introduction, conclusion, list of used work. When writing the work, educational literature on management was used.

Theoretical foundations of managing an organization in a crisis

The essence of enterprise management in a crisis

In modern conditions, the emergence of crisis situations in the activity of the primary link of the economy - the enterprise is caused, as a rule, by many reasons. These reasons are mainly related to the discrepancy between the structure of the enterprise and market conditions. This means the presence of units that cannot cope with the most important management functions in the market economy, primarily with sales, marketing, production, research and renewal, procurement, finance, personnel, and information support. The efficiency of the enterprise is determined, on the one hand, by the level of coordination of the work of all services, their adaptability to changes in the external environment, and, on the other hand, by the specific structure of each of these services. The last factor implies a rigid logic of development of each of the services, an internal structure that ensures effective interaction with other services to achieve the goals of the enterprise.

Management of an enterprise in a crisis is a matter of concern not only for its managers, owners, but also 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.

In enterprise management, it is important to manage all factors of production and all types of resources used, but the leading place undoubtedly belongs to personnel management.

The mechanism of strategic personnel management during the crisis at Russian enterprises is only being formed.

Today, the system of strategic management is coming to the fore, which provides for the analysis of various management situations associated with a change in the relationship between suppliers and consumers, when the focus is on the consumer. This implies the need for a new concept of marketing, taking into account the reasonable strategic directions for the development of the enterprise.

Strategic management refers to program management methods, when the most important functions of an enterprise are carried out taking into account technological, economic and environmental changes in order to eliminate discrepancies that have arisen in practice between the planned and actual state of affairs.

Due to inattention to the motives of the current behavior of enterprises, economic policy often does not achieve the expected goals, leads to unexpected and even undesirable consequences.

Currently, more than 80% of enterprises in the Russian Federation are potential bankrupts, although only about 10% of them do not have the potential to exit the zone of close bankruptcy.

This happens because the ways of using the internal reserves of the enterprise are not obvious, and the managers who are busy solving current issues have no time to take care of the development of the enterprise, to devote time to the formation of its strategy. If you familiarize the manager with fairly simple procedures for formulating a strategy and discuss setting priorities, it is possible to develop an enterprise restructuring program, the implementation of which will make it possible to overcome some negative trends.

In addition, it is necessary to improve the previously widely used linear-functional structure. Following the delimitation of powers and responsibilities between top and middle managers, there was an urgent need to carry out similar work within departments, creating job descriptions that define the ranges of responsibility of the company's employees. Within the range of responsibility, the official acts independently and is personally responsible for the result.

After the ranges of responsibility are formed, and the managers are endowed with certain powers, horizontal interactions are worked out in the new organizational structure in order to increase the efficiency of management. The job description outlines the requirements for the employee, which determine his formal compliance with the position held.

Another important component of personnel management in crisis enterprises is personnel policy.

One of the fundamental approaches to increasing the level of competitiveness of a crisis enterprise is the elimination of existing flaws in the structure that impede the increase in competitiveness. In personnel work, this approach usually finds its practical implementation in the reorganization associated with the liquidation of structural units that do not fit into the strategy of bringing the enterprise out of the crisis. Such a reorganization is usually associated with a reduction in the number of personnel. The solution to this problem should be based on an optimization approach to reforming the personnel potential of an enterprise.

The global financial crisis, the recession of the global economy, the fall in prices for the main Russian export goods created serious difficulties for the state budget and many domestic enterprises in financing not only development, but also current activities, due to a reduction in business volumes and the number of personnel. The crisis forces you to think about change, and the use of modern project management methods is the best and proven way to quickly, transparently and cost-effectively implement changes. The main thing in change is a firm intention to implement them, understanding and determination to use the approaches offered by modern project management. At the beginning of 2009, a number of events of SOVNET special interest groups were devoted to this topical topic, on the basis of which this article was prepared.

The crisis is both a source of damage and an opportunity for renewal. It performs such important socio-economic functions, such as revealing hidden conflicts and disproportions, identifying the most powerful owners, restoring the adequacy of socio-economic conditions, updating elites, etc. . From the point of view of project management (PM) practice, a crisis is a shortage of any resource that does not allow continuing and completing a project (stage, project work) on acceptable terms. If all the conditions are met, but the project still “does not go”, then there is a shortage of managerial resources.

The results of 2008 and the first quarter of 2009 do not inspire optimism. However, the crisis began much earlier, its harbingers were talked about so often that they simply stopped paying attention to it. “The current financial crisis is distinguished by both depth and scope - it is perhaps the first time since the Great Depression that it has swept the whole world. The “trigger” that triggered the crisis mechanism was problems in the US mortgage lending market. However, the crisis is based on more fundamental reasons: macroeconomic, microeconomic and institutional. A key role in the development of the current crisis was played by the asymmetry of information1. The structure of derivative financial instruments has become so complex and opaque that it has turned out to be almost impossible to assess the real value of portfolios of financial companies... Credit market. went into paralysis. The development of the situation in the financial sector has also seriously affected the real sector of the economy.

In addition to upset American finances, there are other global problems. Even a simplified picture of their basic relationships is striking in its complexity. The solution of these problems requires joint, and considerable, efforts of many states, because each of them (nuclear weapons, greenhouse effect, acid rains, etc.) can become active at any moment and give rise to such a crisis, in comparison with which the current one may seem like happiness.

There is a heated discussion in the world press about who is to blame for today's economic difficulties. 76% of US residents blame banks and financial companies for what is happening, 58% consider the main culprits of the collapse of obviously insolvent home buyers, etc.

We single out two main aspects of today's crisis.

1. Its generally recognized main beneficiary is the overheated American economy, which needs a decent reason to “deflate financial bubbles”.

2. Officially named culprits are actually invulnerable.

Meanwhile, the excessive dependence of many countries of the world on the American economy makes the United States the main "exporter" of domestic problems.

Often the Russian economy is presented as a victim of the global crisis, but in fact it is not. Long before 2008, many experts warned that the key indicators of the state of the financial, economic and social sphere of the Russian Federation were not only alarming, but had a clear tendency to increase the mismatch of the entire system and reduce its stability. Growing financial difficulties demonstrate Russia's dependence both on the state of affairs in the global economy and on unresolved problems of governance within the country. After a series of international high-level meetings, it became clear that it is extremely difficult to develop a unified solution to combat the crisis, and the reason for this is global geopolitical contradictions, which are very difficult to overcome.

In Russia, by far the most complete and objective open document is the Expert Report, in the development of which the authors of the article took part. An analysis of the existing doctrinal documents of the Russian Federation shows that today there is no scientifically based strategy, methodology for its development and appropriate project management tools for effectively solving the problem of domestic enterprises getting out of the crisis and switching to an innovative development path.

2. SYSTEMIC APPROACH

“Crises are an integral part of living systems. This theoretically understandable reasoning is taken painfully when we are faced with a crisis in practice. Especially when the crisis goes beyond the system that we are able to manage personally. To successfully overcome the crisis, among other things, it is necessary to maintain a certain level of diversity in the system. Changing the conditions of activity in difficult times and after requires new settings, projects, and sometimes lines of activity (types of business) from any business entity. If a system does not have a margin of diversity or readiness for change, it may not survive a crisis. In this regard, the development of such alternative projects as the "Project Russia" is very timely. The systematic approach is widely used in project management, which means that it is necessary to use it to analyze the current financial and economic situation and ways out of it.

The statistics of the use of the word "crisis" in classical documents on PM is interesting. It is never mentioned in the PMI PMBOK® Guide - only issues and conflicts in relation to organizational process assets and project team management. Document

IPMAICB 3.0 this word occurs very often, but it is used in a narrow sense. There is a special competency element "Conflicts and Crises", however, it "covers ways of overcoming conflicts and crises that may arise between individuals and parties involved in a project or program". We are not talking about an external systemic crisis. This situation is surprising, given that there is a very large section of general management dedicated to crisis management and with significant features.

We were convinced that “in the USA and Western Europe, crisis management is being actively introduced into banking as an important and necessary element for the successful functioning of financial institutions. Moreover, crisis management has become an attributive part of the entire spectrum of business, financial and organizational infrastructure of market relations. Companies that manage risks at the required level receive certain benefits from the state and additional discounts for insurance. Crisis management is a comprehensive program that reduces the consequences of risk realization in the worst-case scenario in a deep economic recession.

Unlike risk management, crisis management is a completely independent field of activity, the purpose of which is to reduce the consequences of a crisis, and not to eliminate its causes. In stable years, this worked successfully, but 2008 again showed that the optimization of individual, i.e. American, elements of the world financial and economic system does not mean its optimization as a whole.

For a better understanding of the mechanism of action of various crisis forces, the scientific results of the theory of catastrophes can be used. This theory studies the general laws, principles and approaches to various catastrophic situations and is one of the parts of a more general theory of complex systems. The global systemic crisis has become the main topic today, so the relevant competency requirements, models, and processes should be integrated into PM systems as soon as possible. The authors of this article started this already in the autumn of 2008, using the Eurasian Project Management Standard (ESPM) as the basis of their work as a logical development of the ideas of ICB (IPMA), NTK (SOVNET), a set of PMI standards, past and modern developments of the Russian PM, CIS and leading Asian countries. The section “Peculiarities of project management in times of crisis” of the new edition of the STC SOVNET includes a number of provisions also proposed by the authors.

It is widely believed that the Chinese write the word "crisis" with two hieroglyphs denoting the words "danger" and "opportunity", i.e. for them, in any difficult situation, in addition to problems, there is also potential. Not everyone agrees with this interpretation, but the current state of affairs shows that even in difficult conditions, the Chinese school of state, economic and project management uses the available opportunities effectively and all prospects are open for the PRC.

out of the crisis among the first. “Today, the Chinese economy has become the third largest in the world, surpassing the German one ... At the same time, many experts prefer to compare the economies of different countries to calculate GDP at purchasing power parity, which takes into account the difference in prices. On this indicator, China has been in second place for several years, with a significant lead over Japan, which occupies the third position.

The crisis in Russia has its own characteristics, so mindless copying of other people's measures is unacceptable. The global systemic crisis is global, but most of the anti-crisis measures, unfortunately, do not pursue the goal of protection, prosperity and prosperity for everyone at the same time. IMF specialists also speak about the dangers of blind copying. “Emerging economies have been hit harder than developed economies. This is due to the sharp outflow of capital, and the reduction in demand for export products from developed markets, and the fall in prices for raw materials ... They will not be even worse off if they start copying the anti-crisis policy of developed countries. Developing countries must deal with the crisis in their own way, the fund's experts believe. Russian anti-crisis policy is generally similar to what the IMF recommends. But for some reason, the results are far from brilliant: in the first quarter of 2009, GDP collapsed by 9%, industrial production - by 14.3%, and the manufacturing industry collapsed by 20.8%. Unemployment rose by 34.4%. Is this a bad prescription, a misuse of the medicine, or is it just a recovery yet to come?” .

There is no unified anti-crisis strategy equally beneficial for all countries, just as there are no universal models of anti-crisis project management. That is why, on the basis of the ESUP, the Eurasian standard for anti-crisis project management was developed as a solution that integrates world experience and the national interests of Russia and other Eurasian countries. This approach does not negate other models and standards, but clearly distinguishes their market segments of application and gravitates towards the IPMA ideology as originally multicultural.

In our practice, we use the following system of definitions.

1.Positioning the crisis (Fig. 2).

■Crisis in the external environment of the project:

Systemic crisis in the external environment of the project;

Local crisis in the external environment of the project.

■Crisis in the internal environment of the project:

Systemic crisis in the internal environment of the project;

Local crisis in the internal environment of the project:

a) a crisis in the subject area of ​​the project;

b) crisis in project management;

c) crisis in other functional areas of the project.

2. The source of the crisis.

■External in relation to the project (imposed from outside).

■Internal in relation to the project (initiated from within).

Rice. 2. Positioning the crisis

3. Relations "subject - object".

■The crisis develops under the influence of factors beyond the control of the project manager.

■ The project manager organizes and manages the crisis for his own benefit.

4.Nature of activity, team, manager.

■Offensive, i.e. active use of the crisis to improve the conditions and opportunities for solving the problems of the project.

■ Defense, i.e. carrying out protective measures to preserve, as far as possible, the conditions and possibilities for solving the problems of the project.

Based on the above systematic approach, we distinguish two areas:

1) anti-crisis project management (combating the consequences of an uncontrollable crisis);

2) crisis management of the project (solution of management tasks by organizing deliberate managed crises).

Anti-crisis project management(AKPM) is a synthesis of anti-crisis management, project management, risk management and management of crisis-affected functional areas (“bringing a ship out of stormy waters into calm ones”). Crisis project management is a standard tool of many stakeholders and project participants, used consciously or unconsciously to cover up the achievement of their goals to the detriment of others (“make the water muddy”, “fish in troubled waters”).

What is essential for any application of these approaches is that a systemic crisis cannot be avoided and cannot be prepared for.

In this difficult time, one should not be afraid of losses, the main goal of the organization (and its projects) should be to increase its own efficiency. Moreover, the systemic crisis cannot be overcome within the framework of a separate project; a way out of it is possible only through the joint efforts of all subjects that form the structures of a new development cycle.

In the field of PM there is also a crisis of management models. The current crisis in Russia is looking more and more like a catastrophe, it has engulfed the real sector of the economy and has become a serious problem for company and project managers. Do they have the ability to deal with the current situation? Yes, because the world models of PM have summarized the best accumulated experience. No, because the crisis that broke out is unprecedented in scale, it already exists, and PM models for overcoming it will not be developed until a few years later. Was it possible to introduce management technologies into these models in a crisis of this magnitude? Apparently, it is impossible, because the following axioms are embedded in the widespread Western standards by default:

■optimization of management for a stable prosperous economy, sophisticated business processes and management competencies;

■ focusing on the interests of the project or corporation;

■Eurocentrism and the superiority of Western management culture.

If you have a sufficient understanding of the integration of your projects into large systems, then you can continue to work as before. If not, then it's time to decide and amend the management system, use more dynamic corporate project management models, which are distinguished by the following features:

■open format, fixation not on the subtle nuances of the methodology, but on goal setting;

■initial localization, organic connection with the mentality, language, business practices;

■proximity to control facilities;

■minimum response time to changing conditions;

■orientation to regional and national needs.

An example of the implementation of this approach is the AKPM system (Fig. 3), developed for the following areas of application of the project, business: liquidation, conservation, conservation; merger, reprofiling, development; reduction of production, personnel; restructuring of the financial portfolio, portfolio of projects; introduction of new technologies, change of strategy.

The goals of ACPM are achieved through the organization of protective and regulatory measures in three areas: external environment, internal environment, management system. A feature of AKPM is a prompt response to changes both outside the enterprise and within it. In such a situation, the need to analyze the prospects of the enterprise as a whole, to develop a strategy for its further development, increases many times over. Only having decided on long-term goals, having developed criteria for evaluating the result, it is possible to help the enterprise in solving problems. The AKPM model is aimed at revealing the hidden potential for the development of the enterprise and helping the leaders of the enterprise at all levels. ACPM is a systematic application of methods and tools for managing various functional areas of projects, portfolios and programs in order to obtain the desired results in a crisis of society, national economy, industry, project.

4. PRACTICE ON ANTI-CRISIS PROJECT MANAGEMENT

What actions need to be taken?

■Enhanced monitoring of the situation in all areas important for business.

■System analysis of the collected information according to a standard scheme or in an anti-crisis mode.

■Analysis of the position of an enterprise or project on the market, clarification of the strategy.

■Scenario planning.

■Harmonization of the project with the external environment during the crisis.

■Maintaining a clear view and sober thinking.

What tools will you need?

■ A structured list of global projects is used to identify the relationship of the project with the environment. This list should include the projects of the company's counterparties, the industry in which it operates,

national economy, interstate structures.

■Set of strategic analysis tools.

4.2. Put things in order in the internal environment

The internal environment of the company and the project is completely in your hands. The level of instability does not have to match the state of the market.

Actions (in this case, they should essentially be similar to the actions taken by the ship’s crew in a difficult situation: “Crew emergency!”, “Clothes for the first term!”, “Remove sails, excess cargo overboard, bow downwind!”:

■ activate the anti-crisis mode of the management system, which provides increased control, reduced response time, unnecessary risks and costs;

■ get rid of unnecessary projects, works, resources;

■strengthen control of the most important parameters;

■ tell the team the truth - this will build trust and support the initiative;

■ Make changes vigorously and systematically.

As tools in this case you can use the following.

■Structured list of enterprise projects. It is completely in your hands.

Update it, analyze the project portfolio, make financially sound decisions on the composition, relationships and order of projects, rational allocation of resources. You must decide whether to continue the project as it is, change it, postpone it, terminate it, outsource it, collaborate with other businesses, or create a new project. The use of AKPM involves turning to tools that are less expensive, simple and quick to use, as well as changing the personnel policy.

■Implementation of core values: adherence to the anti-crisis strategy; effective program and portfolio management; rational goal setting; exploiting the possibilities of competition.

■Designing success after the crisis. The sharper the competition, the more powerful tools it requires, so AKPM is the right choice for vigorous action in times of crisis and beyond.

4.3 Set up the control system

Actions. The main thing in this case should be the formation of a management system, and it is necessary to initially build it with a margin of safety, since business in Russia is a constant crisis.

Tools.

■In managing a company and its projects during a crisis, it is recommended to use a dynamic model that reflects not only the current state of affairs, but also future changes.

■A dynamic enterprise management model is implemented with project portfolio management solutions that allow you to quickly respond to changing conditions and achieve strategic goals with minimal resources.

Do not look for a ready-made anti-crisis system, create it according to your own needs. A crisis - this is a chance for the development of production, innovative technologies, an opportunity to strengthen positions through mergers and acquisitions and the use of assets and labor that have fallen sharply in price.

We offer the following.

■Set yourself up for a long and difficult exit from the crisis.

■Rely only on your own strength.

■Move from process models to competency models.

■Develop anti-crisis models.

■Share projects, reduce costs and risks.

■Develop portfolio management.

■ And most importantly: teach PM "in a real way"!

5. PORTFOLIO MANAGEMENT AND INNOVATION IN A CRISIS

Today, it is imperative to take into account the peculiarities of the crisis, as well as the development of project management, the emergence of new methodologies and the change in the scope of their application. The crisis implies instability, so it is necessary to abandon the temptation to use a mechanistic approach and apply a dynamic model for managing enterprise project portfolios (Fig. 4), which provides continuous feedback and monitoring, a constant assessment of the significance of all projects and business lines.

In crisis conditions, the importance of certain areas of project management changes.

In practice, this means that corporate solutions for project and program portfolio management are coming to the fore. It is these solutions that provide real-time analysis of all project activities within the enterprise. At the same time, you are able to see the whole situation as a whole, from the standpoint of various criteria and parameters and the experience of project managers, analysts and experts. The ability to analyze various scenarios for the development of events is especially relevant in difficult conditions. Risk management is of great importance, and it is during a crisis that the harmonization of corporate systems for risk management and project portfolio management systems is necessary. For the last component, three main tasks will be relevant:

1) determination of demand and supply of resources for early detection of their redundancy or insufficiency;

2) optimization of query planning and resource allocation using scenario analysis methods;

3) global distribution of resources according to various criteria, assignments in real time.

Financial management is of particular importance in a crisis. The Corporate Portfolio Management System (CPMS) makes the company's financial flows transparent for managers. The crisis inevitably leads to the depreciation of assets, so the tasks of managing them in accordance with strategic goals should also be addressed within the framework of CPMS. Innovations are of particular relevance at this time. Unfortunately, right now, many enterprises find it difficult to find opportunities for innovative development.

With the transition of the Russian Federation to a liberal market model, the Comprehensive Program of Scientific and Technological Progress and its Social and Economic Consequences, which existed in the USSR until 1990, was curtailed, and domestic achievements in the field of innovative development were lost along with it. At the same time, the concept of domestic managerial and social innovations was also destroyed, without which all new developments will gradually go to those countries where they will be in demand. Nevertheless, even under such conditions, an effective innovation project management model can yield very positive results.

Today, crises are perceived as a natural property of biological, social, financial and economic systems. Specialists must be able to work, no matter what happens, therefore, in difficult economic conditions, the value of professional project management increases even more. Competently carry out measures directed against the crisis,

to form a portfolio of projects to successfully overcome it and, more importantly, to prepare for innovative development after stabilization of the situation - this is the basis for success.

SOURCES

1. The Chinese economy has reached the third place in the world. - http://www.argumenti.ru/news/news/8062.

2. Glushchenko V.V. Introduction to Crisisology. Financial crisisology. Crisis management. - M.: IP Glushchenko V.V., 2008.

3. State economic policy and economic doctrine of Russia. Toward a smart and moral economy. - M.: Scientific expert, 2008.

4. Eurasian standard for anti-crisis project management, version 1.2, ETsUP, InnIT 2008. - http://www.epmc.ru/docs/ESUP_K_AKPM_090321_01.pdf, http://www.rpm-consult.ru/pdf/ESUP_K_090321_01. pdf.

5. Eurasian project management standard, version 1.2, ECUP 2009. - http://www.epmc.ru/docs/ESUP_K_090321_01.pdf.

6.Eurasian project management standard. Extension for innovation projects, version 1. http://www.rpm-consult.ru/pdf/ESUP_K_Innovation_080922.pdf.

7. Karlinskaya E.V. "Innovative Challenges of Modernity and Russian Doctrine Documents on Innovation in Crisis: Utopia or Reality?" http://www.rpm-consult.ru/pdf/article15.pdf, 2009.

8. Karlinskaya E.V. Application of project methodologies for innovation management in the modern world: Report at the HSE Scientific Conference "Modern Management: Problems, Hypotheses, Research". November 20-21, 2008 - http://www.rpm-con-sult.ru/pdf/article22.pdf.

9. Karlinskaya E.V. Standards, methodologies and tools for managing innovations of domestic enterprises in a crisis: Proceedings of the International Conference of the X Anniversary International Forum "High Technologies of the XXI Century". - M., 2009.

10. Karlinskaya E.V., Katansky V.B. Project management at enterprises in a crisis in Russia: models, methods, applications. - http://www.rpm-consult.ru/pdf/article13.pdf.

11. Kudrin A.L. The global financial crisis and its impact on Russia // Questions of Economics. - 2009. - No. 1.

13.Eurasian way of project management.- http://www.epmc.ru/docs/report_080725.html.

14. Palagin V.S. Project management in the system of high humanitarian technologies. - http://www.zpu-joumal.ru/e-zpu/2008/8Z Palagin/.

15. Palagin V.S. High Humanitarian Technologies of Russian Project Management: Proceedings of the International Conference of the X Anniversary International Forum "High Technologies of the 21st Century". - M., 2009.

16. Palagin V.S. Instrumentalization of the Constitution and doctrines of Russia in national project management. - http://www.epmc.ru/docs/Report%20KDR.pdf.

17. Palagin V.S. Corporate standard for project management in 2009. - http://www.epmc.ru/EPMC_4_Information%20Sources. html#publ.

18. Palagin V.S. World standards of project management and geopolitics // Management of the company. - 2008. - No. 5.

19. Palagin V.S. Strategy for the Development of National Models of Project Management for Russia: Proceedings of the IX International Scientific Conference "Russia: Key Problems and Solutions". - M., 2008.

20. Palagin V.S. Territorial development of Russia and a systematic approach to the application of world standards of project management. - http://www.uniip.ru/index.php?id=6.

21. Palagin V.S., Belyaev M.V. The System of National Interests and National Strategic Design: Proceedings of the IX International Scientific Conference "Russia: Key Problems and Solutions". - M., 2008.

22. Palagin V.S., Karlinskaya E.V. Our response to the Manifesto. - http://www.epmc.ru/EPMC_4_Information%20Sources.html#publ.

23. Palagin V.S., Karlinskaya E.V., Chukhlebov V.V. Financial crisis: time to manage projects. - http://www.epmc.ru/docs/Fincrisis2008.pdf.

24. Kovalev A. Topical issues of banking crisis management // Financial director. - 2007. - No. 11. - http://www.gaap.ru/biblio/management/strategic/074.asp

25.ICB - IPMA Competence Baseline, Version 3.0. (2006). International Project Management Association, Van Haren Publishing, Zaltbommel, NL.

26.A Guide to the Project Management Body of Knowledge: PMBOK® Guide. 4th edition. (2008). Project Management Institute, Pennsylvania, USA.

27. With the crisis you! // Expert. - 2009. - No. 1.

Palagin Vladimir Sergeevich - Ph.D. PhD, Associate Professor, CPM, PMP, General Director of the Eurasian Project Management Center (Moscow)

Karlinskaya Elena Viktorovna - General Director of InnIT LLC (Moscow)

Journal PROJECT AND PROGRAM MANAGEMENT ■ 03(19)2009

Introduction………………………………………………….………..…….3
Chapter I Theoretical foundations of enterprise management in a crisis………………………………….5
1. The concept of crisis and crisis situation at the enterprise……………5
2.Features of enterprise management in a crisis…………9
3. The concept of anti-crisis management…………… …………………….12
Chapter II Analysis of the effectiveness of enterprise management in a crisis on the example of CJSC "Tula RTI Plant"………………………………………………………….17
1. Brief description of the enterprise………… …………………………17
2. Diagnostics of the financial condition of the enterprise and assessment of management in a crisis…………………………………………………..20
Chapter III Recommendations for managing an enterprise in a crisis…………………………………………………………….30
Conclusion…………………………………………………………...39
List of used literature………………..…….41
Application

Introduction

The terms "anti-crisis policy", "anti-crisis management" have appeared relatively recently. It is believed that the reason for their appearance is the reform of the Russian economy and the emergence of a large number of enterprises that are on the verge of bankruptcy. The crisis of some enterprises is a normal phenomenon of a market economy, in which, by analogy with Darwin's theory, the strongest survive. An enterprise that does not fit the "environment" must either adapt and use its strengths or disappear.
Modern economic reality forces business leaders to constantly make decisions in the face of uncertainty. In conditions of financial and political instability, commercial activity is fraught with various crisis situations, the result of which may be insolvency or bankruptcy.
The term "crisis management" is becoming more and more popular and relevant among managers. More and more leaders of various ranks understand the need, the importance of knowledge and skills in the field of diagnosing crisis phenomena in order to timely develop measures to prevent negative phenomena.
The theory and practice of anti-crisis management in Russia is developing dynamically, as evidenced by the close attention paid to this issue by specialists in the field of anti-crisis management, lawyers, economists, scientists, and authorities.
At the present stage of the socio-economic development of the country, there is still a need to train specialists who own modern methodology and knowledge of the mechanisms of anti-crisis management of an enterprise based on a systematic and integrated approach based on the diagnosis, identification, prevention or elimination of adverse events for business through the use of the full potential of modern management, the development and implementation of a special program at the enterprise, which is of a strategic nature. The reason for the bankruptcy of Russian enterprises during the period of the general crisis is too unfavorable macroeconomic conditions: the disruption of traditional economic ties, a decline in demand, abrupt changes in the government's economic policy that are difficult to predict, and financial market instability. Only the application of a set of methods from various sectors of the economy can today give the necessary economic effect and bring Russian enterprises out of the crisis state in which they are.
The works of such Russian and foreign scientists as Ansoff I., Astakhov V., Gitelman L., Kovalev A., Utkin E. and many others are devoted to general problems of management.
All of the above determines the relevance of the chosen topic.
Purpose of the study- development of theoretical foundations and practical recommendations for managing an industrial enterprise in a crisis. To achieve this goal, the following tasks are solved:
1. Generalization of existing theoretical approaches to enterprise management in a crisis.
2. Analysis of the effectiveness of enterprise management activities in a crisis.
3. Development of measures to improve the enterprise management system to overcome the crisis.
The object of the study is the anti-crisis management of the enterprises of CJSC "Tula RTI Plant", based on data provided by its Khabarovsk representative office. Subject of study- theoretical and practical issues of application of anti-crisis management of the enterprise CJSC "Tula plant RTI".

Chapter I. Theoretical foundations of enterprise management in a crisis

The concept of crisis and crisis situation in the enterprise

Sudden crises when there is no time for preparation and planning. This includes a plane crash, an earthquake, a fire, the death of the first person, which requires actions agreed in advance between the leading managers in order to prevent misunderstanding, conflict, and delay in reaction from developing.
The emerging crisis gives time for research and planning, where the task becomes to carry out a correction before the crisis enters a critical phase.
Persistent crises that can last for months or years despite efforts to stop them. Rumors fall under this definition, for example.

Crises are incidents. This includes environmental crises associated with the activities of enterprises that cause damage and threat to the environment and human life; crises caused by errors in the production process of the product; crises due to direct threats to the enterprise in the form of blackmail.
social crises. These are crisis situations caused by the social structure and social and production relations of enterprises in society. For example, strikes.
Economic or financial crises. These are crises associated with the activities of companies in the financial market. The consequences of such crises can lead to the complete disappearance of firms or their absorption by others. However, it is believed that the above typologies need to be substantially supplemented, which will directly affect the process of crisis management.

Features of enterprise management in a crisis

The concept of crisis management

Figure 1. Classification of types and types of crisis diagnostics

For the top management and owners of the enterprise, diagnostics is a means of obtaining reliable high-quality information about its real capabilities at the initial stage of the economic crisis and the basis for the introduction of special management methods and mechanisms. Based on the results of diagnostic and preventive studies of various aspects of the enterprise, managers and owners have the opportunity to start developing a reflexive model of anti-crisis management of their enterprise.
In anti-crisis management, a prominent place should be occupied by the concept of reflection, which in the early stages of the development of crisis situations is the methodological basis of the model that links modern alternative microeconomic theories and dynamic economic reality. The need to build new "buffer", transition and simulation models stems from the fact of differences in approaches to the economics of the enterprise as an abstract object of economic theory or a real object of anti-crisis management.
Among the many models of management systems, which, together with different interpretations of the concept of management, blur the possibility of their evidence-based classification, it is difficult to find any significant general or particular models of anti-crisis management as a type of management. The absence of such models testifies to the correctness of the methodological assumption about the radical difference between the abstract object of the theory of economic science, including management theory, and the real object of anti-crisis management.
This difference in objects, despite the similarity of the tasks being solved (in management, economic analysis and diagnostics), is revealed as different points of view. It is one thing to study, for example, economics in order to deepen scientific knowledge regardless of real economic objects and subjects of economic activity, and another thing is to apply this knowledge in management practice, to give expert assessments of the current or past financial, economic, economic, organizational state, to predict the possible the future of the enterprise. In other words, this means the implementation of the whole complex of ongoing and preventive scientific research, which for a manager, auditor or management consultant is structurally inseparable from an individual firm or enterprise.
The situation theoretically becomes more complicated with the introduction of key figures of owners, founders, shareholders, creditors and other subjects of relations regarding the property of the enterprise. Therefore, in order to correctly assess the state of the object under study and make a diagnosis, a system of criteria and a classification of possible deviations of the basic parameters of the objects under study from their standard values, determination of the nature of the deviations and the causes that caused them are necessary.
Diagnostic studies in anti-crisis management should also determine whether the object under study belongs to a class, type, group, or identify an unconventional combination of features, their diagnostic value for determining the result - making a diagnosis in order to weaken or prevent negative impacts.
Thus, we come to the conclusion that diagnostics is a category of anti-crisis management, which has a specific order of connections, structure and functions. The purpose of diagnostics in anti-crisis management is the timely recognition of the signs and nature of the crisis, as well as the localization of its undesirable effects.
In general, the management of a company that is in a state of crisis or it is predicted that external factors contribute to the development of crisis phenomena within the organization must be changed, and such a change must occur in accordance with the development of the crisis itself. If the crisis is diagnosed already at the stage of exacerbation (or chronic course), then it is difficult to talk about the creation of effective company management and most likely, categorical and possibly aggressive measures will be required to eliminate the problems associated with the crisis. If the change in management is carried out at the first stage or the stage of the emergence of the crisis, then it is already possible to predict good results (if there is an adequate program for such changes), and in this case, changes in the management of the enterprise will allow not only to go through the crisis with the least losses, but also to really benefit from it. and strengthen the enterprise.

Chapter II. Analysis of the effectiveness of enterprise management in a crisis on the example of CJSC "Tula RTI Plant"

2.1. Brief description of the enterprise

The Tula RTI Plant is one of a number of leading enterprises in the Russian Federation manufacturing rubber products. In Khabarovsk, the company is represented by a branch located at st. Industrial, 22.
In May 2007, the plant celebrated its 60th anniversary. The company produced its first products in 1947: rubber shoes, rubberized suits and ventilation pipes for mines. Modern equipment, qualified personnel have made it possible to significantly expand the range, improve the quality and competitiveness of manufactured products, and become the only manufacturer of a number of products. Today specialists of TK RTI produce over 10,000 items.
The company's strategy is based on meeting the needs for rubber-technical products for the defense industry, railway rolling stock, mechanical engineering, and the automotive industry. To this end, a set of measures is being taken to modernize technological processes, modern computerized equipment has been purchased (injection molding, vacuum presses, preformers, etc., product certification is being carried out (RTI for rolling stock, mine ventilation pipes, reinforced cuffs for shafts, rubber-metal vibration isolator elements), and as well as management and quality systems (No.: 6300.312171/ZL), accredited central factory laboratory, certified special purpose rubber manufacturing area, which allows to produce high-quality and competitive products.
In November 1995, the plant became one of the five thousand leading enterprises with the status of "Leaders of the Russian Economy".
The plant cooperates with all regions of Russia and neighboring countries. The largest consumers are the enterprises of CJSC MTZ Transmash, CJSC Lipetsk Metallurgical Plant Svobodny Sokol, Federal State Unitary Enterprise Zvod im. Sergo, IETsP VNIIST, CJSC Minsk Heating Equipment Plant, Avtozapchast plant. CJSC "Livgidromash", AP "Mine im. A.F. Zasyadko, CJSC Vodopribor Plant, CJSC Arnest, CJSC Tverskoy Excavator, FSUE PO Avangard, FSUE Perm Plant Mashinostroitel, Voronezh Diesel Locomotive Repair Plant, a branch of CJSC Russian Railways, CJSC Tyazhpromarmatura, CJSC NPO Iskra, Ulyanovsk Automobile Plant and many others.
The company is constantly working to improve the quality of products. This has always been one of the priority directions of his activity. High quality can be ensured by the equipment of well-known foreign companies such as Pirelli, Sayyag, Desma, Rap, Scholz, Krup, etc. the use of modern technologies, high qualification and many years of experience of the company's specialists, the work of the quality service. To control raw materials, rubber compounds and parts, the enterprise operates a testing center, which is the largest in the industry and has more than 2,000 units of the latest equipment and unique devices.
The main purpose of the enterprise is to make a profit from the implementation of activities. The main activities are:

production of molded and non-molded rubber products, fan and flat-toothed belts, rubber sleeves, rubber adhesives, membranes and membrane fabric, commercial rubber, noise-insulating gaskets, roofing material, car carpets, sealants, watering hoses, monoblocks, car trays, chalk and seals;
construction, installation, commissioning and finishing works;
extraction and processing of chalk;
conducting technical, feasibility, financial, legal and other expertise and consultations;
production of consumer goods;
information service;
trade, trade and intermediary, procurement, marketing activities, the creation of wholesale and retail divisions and enterprises, including those with the right to sell for foreign currency in accordance with applicable law;
organization and holding of exhibitions, sales exhibitions, fairs, auctions, auctions, both in the Russian Federation and abroad, including in foreign countries;
transportation of goods on all modes of transport;
transport service of technological processes of CJSC "Tula plant RTI" and third-party customers;
provision of transport and forwarding services to organizations and the population of the city of Balakovo;
provision of warehousing services;
organization and operation of tourist, sports, recreational and preventive facilities;
organization of the work of paid parking lots, garages, service stations and petrol stations, sale of fuels and lubricants;
export-import operations;
foreign economic activity in all forms provided for by the current legislation.

2.2. Diagnostics of the financial condition of the enterprise and assessment of management in a crisis

Let's analyze the financial indicators and estimate the probability of a financial crisis in the enterprise.
According to the Federal Law "On financial insolvency (bankruptcy)" dated September 27, 2002, if the debtor fails to fulfill its obligations for cash payments and (or) obligations to make mandatory payments for more than three months, then it can be declared bankrupt. In other words, if a bankruptcy case has not been initiated against an enterprise, a financial crisis cannot be equated with a possible bankruptcy.
In this case, it is not the possibility of bankruptcy and liquidation of the enterprise that is being investigated, but the degree of manifestation of crises, especially evolutionary ones.
The practice of financial management uses three fundamental characteristics when assessing the scale of the crisis financial condition of an enterprise:

mild financial crisis;
deep financial crisis;
financial disaster.

Consider the dynamics of the company's net cash flow for 2008 and four quarters of 2009
To calculate, we will make a table (Appendix 4)
As you can see, net cash flow has been declining over the last year and in Q3 2009 becomes negative. Considering that this is an intra-annual dynamics, and in the first half of 2009 the net cash flow, though declining, was positive, then the main result will be obtained based on the results of the 4th quarter. In general, a decrease in net cash flow should be noted.
It seems that if no changes occur, net cash flow will continue to decline in the future.

Table 2.1 Net Cash Flow Parameters and Crisis Probability

According to one indicator, it should be concluded that due to problems with financial flows (primarily due to a shortage of own working capital), CJSC "Tula RTI Plant" is experiencing the likelihood of a financial crisis. However, at the moment the financial crisis cannot be clearly identified.
Let's consider the dynamics of the market value of the assets of CJSC Tula RTI Plant. The assets involved in the calculation are the property of the joint-stock company, which includes the following items at their book value.
The composition of assets accepted for calculation includes:
- non-current assets reflected in the first section of the balance sheet (intangible assets, fixed assets, construction in progress, profitable investments in tangible assets, long-term financial investments, other non-current assets);
- current assets reflected in the second section of the balance sheet (stocks, value added tax on acquired valuables, receivables, short-term financial investments, cash, other current assets), with the exception of the value in the amount of actual costs for the repurchase of own shares repurchased by a joint-stock company company from shareholders for their subsequent resale or cancellation, and debts of participants (founders) for contributions to the authorized capital.
The market value of assets can be determined by a comparative, income or cost method. In this case, we will adjust the items on the balance sheet asset, taking into account the possible market value of the property (cost method) and the probability of obtaining a market value (comparative method).
Non-current assets of CJSC "Tula Plant RTI" include fixed assets of production and non-production value. Fixed assets of the enterprise were not evaluated at comparative market prices, and a large number of items of fixed assets does not allow for an assessment within the framework of this thesis study. Therefore, we use the residual value of fixed assets.
The company's non-current assets include construction in progress. Such assets have not been subject to market valuation, but it is reasonable to assume that the value of construction in progress depends both on the degree of work in progress and on the degree of interdependence of construction with production capacity. It seems that the value of such assets of CJSC "Tula Plant RTI" may be at least 50% of the cost.
Intangible assets are presented in the form of licenses and certificates available at the enterprise, as well as the cost of purchased software products. Since almost all licenses are nominal, it is not possible to sell them at any cost, as well as certificates. The cost of software products also cannot be included in the market assessment, since the products were created specifically for this enterprise.
Thus, the market value of non-current assets of CJSC "Tula RTI Plant" can be:

Table 2.2 Calculation of the market value of non-current assets of the enterprise

The market value of non-current assets for 2008-2009 is declining.
Current assets can be valued at market value in the following volume:
Raw materials, materials - at full purchase price
Construction in progress - 0
VAT - at full cost
Accounts receivable up to 3 months - in full
Accounts receivable over 3 months (minus bad debt at the end of the year) - half the cost.
Cash and short-term financial investments - at full cost.
Based on this, the market value of current assets will be as follows:

Table 2.3 Calculation of the market value of the current assets of the enterprise

The total value of the company's assets, calculated taking into account the receipt of market value, will be:

Table 2.4 Calculation of the market value of the company's assets

Asset item	2008	2009
Residual value of OS	930605,4	981427,8
Possible cost of construction in progress, thousand rubles	116111,5	79340,16
Productive reserves	1042200	583632
VAT	31874	1784
Accounts receivable (up to 3 months)	511580	939372
Accounts receivable (over 3 months)	364500,75
Cash	25432	19452
Total	3022303,65	2989145,96

Table 2.5 Parameters of the market value of the assets of the enterprise and the likelihood of a crisis

Index	The scale of the financial crisis
	2008	2009
Dynamics of the market value of assets	Growth in the market value of assets	The downward trend in the market value of the enterprise
Extent of the financial crisis	No likelihood of a financial crisis	Deep financial crisis

Table 2.6 Dynamics of sources of borrowed capital of the enterprise

Source	2008		2009
	thousand roubles.	In % of total	thousand roubles.	In % of total
Accounts payable	440400	36,7	529460	34,4
Bank loans	733700	61,1	981300	63,8
Dividend calculations, deferred income	3554	0,3	3801	0,3
Long term sources	22611	1,9	23041	1,5
Total borrowed capital	1200240	100	1537602	100

2008: 616488/4426552 = 13,9%
2009: 764972/ 4482190 = 17%

Taking into account the performed calculations, let us consider how this parameter characterizes the probability of a crisis:

Table 2.7 Parameters of the structure of borrowed capital of an enterprise and the likelihood of a crisis

As you can see, this parameter defines the financial situation at CJSC "Tula RTI Plant" as a slight financial crisis.
Let's consider the composition of the current costs of the enterprise, for which we analyze the structure of the cost of production of CJSC "Tula RTI Plant" from the position of "fixed - variable costs" and the dynamics of their elements.

Table 2.8 Structure of enterprise costs

Type of costs	2008		2009
	Thousand rub.	In % of total	Thousand rub.	In % of total
Permanent Incl.	1736725,9	35	1180014,08	49
General factory	1141277,02	23	650211,84	27
General workshop	446586,66	9	264901,12	11
Commercial	148862,22	3	265080	11
Variables incl.	3225348,1	65	1228177,92	51
Shop	2838306,328	57,2	1023481,6	42,5
Commercial	387041,772	7,8	204696,32	8,5
Full cost	4962074	100	2408192	100

So, the diagnostics of possible crisis phenomena at CJSC "Tula RTI Plant" was carried out. For the purpose of further work, it is necessary to note such an aspect as the identification of many signals (of different temporal intensity) about the likelihood or already coming crisis in various areas of enterprise management. This intensity indicates that there is no one point (or period) of time when it can be said that there is a general organizational crisis in the enterprise. At the same time, the signals show that at different periods of time, microcrises appear in certain functional areas. So, already now there are crisis phenomena in the financial sector, the emergence of a crisis in the field of sales and marketing is observed.
Since the management system is a mechanism for coordination and interaction across the entire enterprise of all its elements, then, of course, functional crises are reflected in the entire management system and, due to a single space, are projected onto other functional areas (which are still in a satisfactory state from the point of view of the crisis). Thus, microcrises that occur in one system at different times subsequently lead to a corporate crisis, and the management system, if it is not changed, will not be able to effectively manage the enterprise in this crisis.
All this requires the development of not just anti-crisis management measures, but the formation of a new adaptive management system focused on eliminating the consequences of crises that have already begun and minimizing losses from crises that will begin in the near future, and to which the system will not have time to respond proactively. In addition, such a system should have a clearly defined strategic nature, which will allow not to set long-term goals depending on the current state, but to manage the current state of the enterprise depending on the most attractive long-term goals.
etc.................

COURSE WORK

in the discipline "Microeconomics"

FUNCTIONING OF RUSSIAN ENTERPRISES

IN A CRISIS

Introduction

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

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 the world economy in 2008-2010 put most 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 problems, 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.

The market economy of 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 an enterprise is an objective economic process. Crises are inevitable in the activities of any enterprise and are becoming widespread. Moreover, the crisis is considered not only as objectively inevitable, but also as an objectively necessary process that carries 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, the financial market conditions, the degree of development of its infrastructure, etc., the volatility 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 the socio-economic factors, only those that have a negative impact on the economic activity of a given enterprise are considered, 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 the levels of political and 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 by the 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 of labor collectives - owners of shares are far from the management of 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 most modern basis on its 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 a crisis situation, to prevent it, and secondly, measures to overcome an already existing 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;

Prevention of dangerous factors of the 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 bankruptcy court procedures - 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 nature and is aimed at preventing or eliminating adverse events for business through the use of the full potential of modern management, the development and implementation of a special program at the enterprise, which is of a strategic nature, allowing eliminate temporary difficulties, maintain and increase market positions under any circumstances, relying on our 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 end of the transition period in the Russian economy and the onset of the second stage of bankruptcies and privatization of enterprises, the strengthening of state regulation of the economy, changes in the tax, credit and customs policies 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 the study of the crisis at the enterprises of material production is even more increasing.

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 the light industry their number is 53%, in the production of 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 electric power industry, coal, gas industry, the design resource of equipment has been exhausted by more than 50%, and in the oil refining industry - 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 information, due to lack of financial resources, including due to the disparity in prices between agricultural and industrial products, agricultural enterprises are not able to purchase the 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 at the macro level the necessary prerequisites for overcoming the protracted crisis in the manufacturing sector, decisively limited the regulatory opportunities for 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 of the executive bodies of the enterprise, an effective mechanism for delimiting functions, powers and responsibilities between shareholders (participants) and managers has not been debugged;

· low size of the authorized capital of 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 of 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 the functioning of 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 (approaching the end consumer or supplier);

Diversified - when combining heterogeneous industries into one conglomerate.

Growth is an integral part of the economic development (life cycle) of an enterprise. 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 what phase of the economic cycle Russian entrepreneurs faced, which is presented in Table 4 of Appendix 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 their formation to the present day, have experienced periods of crisis more than once. 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 for 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. These schemes should tie employee benefits to company profits, for example, use the well-established KRI and KPI (employee key performance indicators) systems: they clearly demonstrate the results of work and, provided that these data are linked to wages, motivate employees to achieve the set goal, and the latter develops commercial thinking. But, unfortunately, it is necessary to state a fact: the management crisis has revealed that the system for planning target indicators and evaluating 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, perhaps, will 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, financial imbalances. streams. 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.

Bibliographic list

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Annex 1

Factors leading to the crisis of enterprises.

Table 1

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

Appendix 4

Forms of anti-crisis management

Table 3

Appendix 5

Signs of the financial crisis in Russia.

Table 4

Appendix 6

The main directions of reforming enterprises.

Table 5