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Abstract

Содержание

Introduction

In the conditions of instability, the economic stability of the enterprise plays a particularly important role, because the overall stabilization of the economy, on the territory of Donbass, is possible only through the stabilization of individual economic entities. Normal functioning of enterprises and organizations in modern conditions. requires increasing skill in enterprise management. The economic sustainability of particularly large enterprises, such as machine-building plants, coal mining and energy complexes, will ensure the sustainability of the region's economy.

The Purpose of research work is to study the theoretical aspects of economic sustainability of the enterprise.

Object of research – economic stability of the enterprise.

Subject of research – a set of relations emerging in the process of ensuring economic sustainability in the enterprise.

1. Anti-crisis management in the works of domestic authors

The Term crisis management became widespread in Russia, in the mid-nineties. Despite the relative novelty of the category of crisis management, we can identify a significant group of domestic researchers dealing with this issue. However, now, after the release of a significant number of publications on this topic, the term crisis management in Russia has not yet received a clear interpretation.

However, as modern authors rightly point out, although anti-crisis management has become one of the most popular terms in the business life of Russia, its content is vague. The literature does not fix the signs of difference between anti-crisis and  conventional management. Attention, as a rule, is not focused on treatment crisis, and on measures to  its prevention. Since the entire management theory and practice is aimed at achieving this goal, the special content of anti-crisis management is highlighted in management in crisis conditions, or management aimed at withdrawal of the enterprise from the crisis state in which it is [1]. Also directory crisis Manager States that AU reduced to  two areas of activities in the enterprise:

  1. Measures to prevent the crisis situation, to prevent it.
  2. Measures to exit & nbsp; already created crisis situation [2].

In the economic literature can be found a variety of interpretations of the category of crisis management. For example, as A. Sinyagin wrote: anti-Crisis management – is a system of operational measures to reform all management systems with taking into account possible financial and  other risks [3]. A. P. Gradov under anti-crisis management is understood, which is aimed at  prevention of possible serious complications in the market activity of the Russian enterprise, ensuring its stable, successful management with orientation of expanded reproduction on the most modern basis on  own savings [4].

G. Z. Bazarov [5] in his book came to  conclusion that Crisis management –set of forms and methods of implementation of anti-crisis procedures in relation to  specific debtor company. Crisis management is a category of microeconomic and  reflects the industrial relations that develop at the  level of the enterprise during its recovery or liquidation.

E. M. Korotkov [6] formulated a condition for management, called anti-crisis: anti-Crisis management – is management, able to anticipate or mitigate crises, and also management, able to keep functioning in survival mode in crisis period and withdraw the firm from crisis state with Minimal losses.

2. Crisis management in the works of foreign authors

In the Western economic literature, there are different approaches to the definition of the category crisis management. In the West, crisis management is more often understood as one of the aspects of public relations. The very definition of crisis management in as an independent branch of management science, many associate with its separation from  public relations. In this regard, often in the description, for example, of the functions of crisis management emphasis is placed on the communicative aspect. M. Simur says: Communications are the Central function of crisis management [7].

Hall also talks about the evolution of crisis management from public relations to independent science [8]. Stevens notes that crisis management lies rather in the Realm of relations, and not in the actual procedures [9].

Another capacious definition leads Patterson [10]: crisis management – is a program of actions that must be taken immediately when a negative situation occurs. His colleague Mitroff [11] defines crisis management as a consistent, interdependent assessment of the different types of crises and forces that can pose a threat to a company.

Wilson notes that the anti-crisis program consists of two main components [12]: a plan and a team.

Duncan points out that the preparation of an anti-crisis plan should begin with the identification of potential crises. The plan is developed in accordance with the characteristics of the organization itself, its employees and capabilities [13].

According to Espery and Wodehouse [14] crisis management means making tough decisions under pressure. The Golden rule of crisis management is – to react (but not to re-react) immediately.

The problem of defining anti-crisis management targets looks Similar. There are also several different opinions here.

3. Goals and approaches of crisis management

The Purpose of crisis management is to develop and implement measures aimed at neutralizing the most dangerous pathways leading to crisis [1].

Anti-Crisis management is aimed at that even in difficult situation, in which was the company (say, on the verge of bankruptcy), it was possible to put in action such management and financial mechanisms that would allow to get out of difficulties with  the least losses for the company.

Crisis management is aimed primarily at not to  allow the bankruptcy of the enterprise [15].

One of the important tasks of withdrawal of the enterprise from  crisis situation   selection of such organizational structure which would best meet the goals and tasks of the enterprise, and also affecting internal and external factors in existing and  expected conditions of functioning of the enterprise.

Wallace identifies three goals of crisis management [16]:

  • eliminate the crisis as quickly as possible;
  • limit damage;
  • restore confidence in the company. Humphries identifies two main goals facing crisis management [17]:
    1. Manage events in such a way as to minimize losses or other negative outcomes to human, tangible and intangible assets.
    2. Maintain constant communication with employees, customers, shareholders and the General environment of the company with in order to maintain confidence in the company, its management and corporate image in any of the above-mentioned audiences.

    a more detailed interpretation of the objectives of crisis management is given by hed [18 p. 39]: crisis management is designed to provide a coordinated, effective response to the crisis through planning, organization, management and control of the organization's activities and its assets immediately before, during and after the company suffers losses as a result of the crisis, with to preserve the resources that the company needs in order to restore the pre-crisis level as fully as possible in the future.

    Along with & nbsp;those, it seems that the anti-crisis management – category is quite narrow. To determine its enough to classify existing approaches to crisis management on  two features – degree of theoretical development and  degree of prevention.

    According to the degree of theoretical elaboration, it is advisable to distinguish two approaches. The fundamental approach tends to treat crisis management as a set of specific management tools, a special type of activity with its subject, General scientific and specific methods, etc. the Applied approach, on the contrary, considers specific methods of removing the enterprise from the pre-bankruptcy or bankrupt state, offers an analysis of business situations without going deeper into the General philosophical foundations of crisis management.

    According to the degree of prevention, there are two main approaches to determining the content of crisis management. The first approach (the most common) is that the anti-crisis management is understood as the management that aims not to allow a crisis in the enterprise, to prevent the development of the crisis according to the crisis scenario. According to the second approach, anti-crisis management is interpreted as a set of techniques and management tools aimed at withdrawal of the enterprise from the state of crisis and statement of effective management with purpose not to allow the onset of the crisis in the future.

    4. Stages of crises

    it is Known that the development of the economy is cyclical. The economic cycle has four stages   it is the rise, the economic peak, the recession and crisis, which is the lowest point of the recession. Crises have different scales, causes and affect different spheres of activity. It is known that the crisis – is an inevitable component in the  process of any enterprise. It is important to understand this and to try to manage the enterprise so that the stages of the rise and the economic boom in the enterprise are longer, and the stages of the recession and the crisis are short-term.;less painful.

    So for relief of symptoms it is necessary to know in advance with  than to struggle At crisis the enterprise passes four stages [19] and each stage has the characteristic features. Consider the model proposed by Ayvazyan And V. Kirichenko, who see the crisis as a process (Fig. 1)

    Stages of a crisis for the enterprise

    Figure 1 – Stages of crisis for the enterprise
    (animation: 8 frames, 5 cycles of repetition, 125 kilobytes)

    The First stage – is the reduction of profit and profitability of the enterprise, which reflects the efficiency of the use of cash, labor, material and other resources. In  connection with this financial position of the company deteriorates, reduced sources and development reserves. This problem can be solved by a change in the strategic management of the enterprise, such as a revision of the strategy or restructuring of the enterprise itself, or by a change in tactical management, such as increased productivity and reduced costs.

    The Second stage is characterized by unprofitability of production. In connection with this, there is a decrease in the reserve Fund of the enterprise (if this Fund existed). In the absence of a reserve Fund in the enterprise immediately comes the third stage. Most often, for the withdrawal of the enterprise from the crisis at the second stage is the restructuring of the enterprise.

    The Third stage is characterized by depletion or lack of reserve funds. At  this stage is the transition of the enterprise to reduced production, reduced procurement and sales, as part of the working capital it directs to  repayment of losses. At this stage, restructuring is no longer possible, as the company does not have the funds to carry it out. Operational measures are needed to stabilize the financial situation of the enterprise. If they do not bring the desired result, then the crisis in the enterprise passes into the last stage.

    It consists in complete insolvency of the enterprise. At  this stage, the company can not even Finance its reduced production, then is to make purchases and sale of its own products, and also pay for   its obligations. The threat of production or trade stoppage and the threat of bankruptcy is real. Here, urgent measures are needed to restore the solvency of the enterprise and maintain the production process. From  above stated it follows that for the third and fourth stage extreme conditions of work of the enterprise which demand the compelled urgent measures on management of this organization are inherent. The main point in  this case is the onset of insolvency. Here a very serious threat is manifested, on which the survival of the enterprise depends. In the event of such a serious threat, increased attention should be paid to the economic sustainability of the enterprise.

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