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Abstract

Content

Introduction

The activities of industrial enterprises in a market economy are inextricably linked to the risk, uncertainty and volatility of their socio-economic development. All these circumstances are sources of crisis. Therefore, management of the enterprise in the conditions of its cyclic development to a certain extent should always be anti-crisis. This approach to management is objectively due to the peculiarities of the functioning of the enterprise, focused on development. It is very important that crisis management is systemic and involves a wide range of problems.

Purpose and objectives of the study, planned results

The goal – is to improve the management of the coal industry in times of crisis.

Main objectives of the study:

  1. To carry out theoretical studies of anti-crisis management of enterprises, to consider the factors of development of enterprises in the crisis, to identify the features of anti-crisis management of the coal industry in the modern world.
  2. On the basis of macro-micro analysis of the development of the coal industry, to identify patterns of factors and the current state of management efficiency.
  3. Propose measures to improve the anti-crisis management of the coal industry in modern economic conditions.

Object of study: processes of crisis management of the coal industry in the modern world.

Subject of research: organizational, economic, methodological, information, financial mechanisms of enterprise management in crisis.

1. Theoretical aspects of crisis management of enterprises

1.1 Scientific theories of anti-crisis development management development of socio-economic systems

Crisis management – is a system of management measures to diagnose, prevent, neutralize and overcome crisis phenomena and their causes at all levels of the economy. Crisis management includes the use of the most important economic disciplines (financial analysis, strategic, tactical planning, investment, management, etc.), combining them into a single system based on one criterion: the possibility of using diagnosis, prevention, neutralization and overcoming the crisis. [1]

There is a danger of a crisis, even when there is no crisis or when there is no crisis. This is determined by the fact that in management there is always a risk that the socio-economic system is developing cyclically, that the ratio of managed and unmanaged processes is changing, the person, his needs and interests are changing. [2]

In modern conditions, two conditions are necessary for effective operation: operation and development of the enterprise. The functioning of the enterprise is the maintenance of life, the preservation of functions that determine its integrity, quality certainty, essential characteristics. Development is the acquisition of a new quality that strengthens livelihoods in a changing environment. Functioning and development are interrelated and reflect the dialectical unity of the main trends of the socio-economic system. The operation of holding back the development and at the same time is its nurturing environment, the development of in turn violates many of the processes of operation, but creates conditions for a more sustainable existence. Thus, there is a cyclical trend of development, a characteristic feature of which is the periodic onset of crises.

The nature of the crisis lies in the indispensable existence of life phases of the cycle of any systems. At the same time, crises perform the following functions:

  1. subvert the foundations of deprecated elements;
  2. opens the way for the formation of new elements;
  3. preserve and enrich the hereditary nucleus (genotype) of the system.

The following types of crises can be distinguished by the nature of their course:

  1. crisis as shock;
  2. on the crisis as a standstill;
  3. crisis as a pathological condition;
  4. fatal crisis

Crisis as a shock – this is a mild crisis characterized by a breakdown of the system, disruptions in its functioning, and this crisis does not lead to deeper and tragic changes. After it, the system continues its life with a few changes.

The crisis as a dead end – is more complex than the previous One and leads to a reorientation of production and a choice of another activity.

Crisis as a pathologic condition – a kind of disease of the system, the way out of which requires a correct assessment of the state of the enterprise, identifying the causes that led to such a state, and taking appropriate measures to eliminate the factors of the crisis and its external manifestations.

Crisis with "lethal outcome" – complete destruction of the system, its elimination. By the nature of the crises are divided into random and natural, natural, artificial.[3]

Theories that focus on the destructive function of the crisis suggest perceiving the crisis as a situation that sharply threatens the existence of the enterprise. The crisis situation in this case requires immediate overcoming, localization of consequences by methods of crisis management, in order to preserve primarily the material basis for the continuation of economic activity with an acute shortage of working capital.

The Essence of crisis management weakens its preventive, proactive focus. Therefore, strategic crisis management does not begin with an analysis of the balance sheet of the enterprise (firm) for the previous or current periods of operation and implementation of emergency measures to prevent insolvency, but with the choice of the mission of the company, the development of the concept and purpose of its proposed activities, the formation and maintenance at the appropriate level of the strategic potential of the company, the ability to provide for a long period of competitive advantage of the company both in domestic and foreign markets.

1.2 Factors of enterprise development in crisis

Consider the external and internal factors of crisis situations in industrial enterprises. The external environment of the enterprise in accordance with the concept of strategic management is a source of threats and opportunities of the enterprise. Under threat it is necessary to understand negative tendencies and the phenomena which in the absence of the corresponding reaction from the enterprise can lead to considerable deterioration of indicators of its activity up to insolvency (bankruptcy of the enterprise).

The external environment affecting the company, the following: sociocultural, economic, technological, political-legal, market, international. Each of these groups contains possible causes of the crisis state of the industrial enterprise (Fig. 1).[4]

External factors pose a threat of crisis situations, it is almost impossible to protect against them, but to minimize their impact provided timely detection of the threat is real.

External factors of crisis state of industrial enterprise

Figure 1 –External factors of crisis state of industrial enterpriseh

The Combination of classifications of internal factors of the crisis situation, and the spheres of decision-making in the management of the enterprise, proposed By E. Helfert, made it possible to identify the factors and symptoms of the crisis state of the industrial enterprise.

Decision Areas:

  1. investment, covering the selection and execution of investments on the basis of reasonable economic analysis and management;
  2. production, covering the implementation of profitable current activities through the efficient use of all employed resources;
  3. financial, covering cautious business financing with a conscious payment for the expected benefits, with the risk arising from the use of external credit.

    4. Any crises arising in the enterprise are not isolated, but are in close relationship with each other, forming crisis chains, the final link of which is insolvency and possible bankruptcy of the enterprise. The complexity of modeling crisis processes is explained by the variety of phenomena that initiate the development of the crisis in the enterprise, and the difficulty of formalization of these processes.

    Let us Consider four criteria of crises: the potential for success; the potential to overcome the crisis; the trust of interested groups; the internal efficiency of the enterprise.

    1. Potential for success.

    Sudden crises are often either the result of gross mismanagement, or of some natural phenomena, or economic dependence, which contributes to the expansion and spread of local crises. There are also explicit and latent (hidden) crises. The first flow noticeably and are easily identifiable. The second are hidden, flow relatively imperceptibly and therefore the most dangerous. The totality of possible crises is also divided into long-term and short-term crises. The time factor plays an important role in crisis situations. Protracted crises tend to be painful and difficult. They are the result of failure to manage crisis situations, lack of understanding of the nature and nature of the crisis, its causes and possible consequences. [6]

    2. The potential of overcoming the crisis phase includes:

    1. potential crisis;
    2. latent (hidden) crisis;
    3. to overcome the acute crisis;
    4. acute insurmountable crisis.

    At this stage, to overcome the crisis, it is necessary to mobilize more and more forces of the enterprise, and fully available reserves to overcome the crisis are exhausted

    1. Trust of interest groups. At this stage, there is a loss of shareholders, which leads to a decrease in profitability. The crisis of the organization begins with a decrease in profitability and profit, which leads to a deterioration in the financial position of the organization, reducing sources and reserves of development. The solution to the problem can lie both in the field of strategic management (strategy review, restructuring of the organization) and tactical (cost reduction, productivity improvement).
    2. Internal efficiency of the enterprise. The profitability crisis is a phase in which the strategic and structural shortcomings of the enterprise lead to the fact that the enterprise ceases to make a profit. It is at this stage that the management of the enterprise usually tries to implement a program of short-term actions to solve or hide the problems of the enterprise.

    1.3 Features of anti-crisis management of the coal industry

    Crisis management is understood as measures to prevent and overcome crises. From this position, based on the previously considered patterns of development of socio-economic systems, as an anti-crisis can be considered effective management of the organization in General, i.e. planning, organization, coordination, regulation, promotion, accounting, control and analysis of its work in any field.

    All processes taking place in the enterprise can be divided into two groups: managed, amenable to change in a certain direction with a conscious impact on them, and unmanaged, the direction and nature of which can not be changed for any reason. Managed and unmanaged processes are in a certain relationship with each other and in a state of dynamic changes, which reflects, including the degree of perfection of the management system. Managed processes can become unmanaged under certain conditions and Vice versa. The prevalence of unmanaged processes leads to chaos and crises. However, excessive regulation, bureaucracy, an attempt to strictly regulate all processes can also lead to crisis situations. Often this situation occurs due to the authoritarianism of the head.[7]

    Therefore, not all processes can and are managed, and managed processes cannot be completely managed. In other words, the crisis can be caused by not seeing those processes that can and should be managed, and which in this case turn into spontaneous. At the same time, a crisis can arise when there is a desire to manage unmanaged processes, which leads to inefficient waste of resources. Based on this, the anti-crisis development of the enterprise is considered as a managed process of crisis prevention or overcoming, which meets the goals of its owners and management and corresponds to objective development trends.

    The Danger of the crisis at the enterprise is always there even when obvious signs are not observed. This is due to the cyclical development of socio-economic systems, changes in the external environment and internal structure of the enterprise, the activities of people. Therefore, the management of any socio-economic system is always anti-crisis, and its problems include: [8]

    1. anticipation of hazards and the analysis of the symptoms of the crisis;
    2. taking measures to mitigate the course and reduce the negative consequences of the crisis;
    3. using the crisis to move to a new level of development.

    Crisis management has features in the field of processes and technologies, the main ones are:

    1. mobility and dynamism in the use of resources, changes, implementation of innovative programs;
    2. implementation of program-target approaches in technologies of development and implementation of management decisions;
    3. special sensitivity to the time factor, implementation of timely actions in accordance with changes in the situation;
    4. increased attention to preliminary assessments of the effectiveness of management decisions and the choice of alternatives.

    The mechanism of crisis management should have the following characteristics: motivate the adoption of anti-crisis measures, saving resources, in-depth analysis of the situation, professionalism; installation on optimism and confidence, socio-psychological stability; initiative in solving problems and finding the best options for development; acceptability of the approaches used for all groups of interested in the activities of the enterprise, search and support of innovation.[9]

    The problem Of crisis management is diverse. Consider a set of problems, which are divided into four groups, presented below (Fig. 2).

    Problems of crisis management

    Ðèñóíîê 2 –Problems of crisis management

    The First group includes pre-crisis recognition problems. It is not an easy task to see the onset of the crisis in time, to discover its first signs, to understand its character. Crisis prevention depends on it. But not only from this. Crisis prevention mechanisms need to be built and put into operation. And this is also a management problem.

    The Second group of crisis management problems is related to the key areas of the organization's life. These are, first of all, methodological problems of her life. In the process of their solution, the mission and purpose of management are formulated, the ways, means and methods of management in a crisis situation are determined. This group includes a set of financial and economic problems.

    The problem Of crisis management can be represented in the differentiation of management technologies (the third group of problems). It includes in the most General form the problems of forecasting crises and variants of behavior of the socio-economic system in a crisis state, the problem of finding the necessary information and the development of management decisions. The problems of crisis analysis and assessment are also of great importance. There are many restrictions on time, staff qualifications, lack of information, etc. In the same group, it is possible to consider the problems of developing innovative strategies that contribute to the withdrawal of the organization from the crisis.

    The Fourth group of problems includes conflictology and personnel selection, which always accompanies crisis situations.We should not lose sight of the structure of crisis management and the problem of investment of anti-crisis measures, marketing, as well as the problem of rehabilitation of enterprises. Crisis management of the composition of its problems reflects the fact that it is a special type of management, which has both common features for management and its specific characteristics.

    Conclusions

    Thus, crisis management is a system of management measures to diagnose, prevent, neutralize and overcome crisis phenomena and their causes at all levels of the economy.

    The anti-Crisis process is implemented with the help of a system of crisis management methods and anti-crisis procedures in relation to the activities of debtor enterprises. Not all processes can be managed, but they can be completely unmanaged. This provision is directly related to crisis management and development.

    Crisis management has a subject of impact – crisis factors, that is, all manifestations of not moderate cumulative aggravation to the contradiction, causing the danger of extreme manifestations, the onset of the crisis. Crisis factors can be assumed and real. The effectiveness of crisis management is characterized by the degree of achievement of the objectives of mitigation, localization or positive use of the crisis in comparison with the resources spent on it.[5]

    Anti-Crisis development – this is a managed process of crisis prevention and overcoming that meets the goals of the organization and corresponds to the objective trends of its development.

    References

       
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    2. Sharnopolskaya O. N., Popkova O. V. the anti-CRISIS MANAGEMENT of ORGANIZATIONAL development of a company / sustainable development Strategy in anti-crisis management of economic systems. Collection of materials of the II international scientific-practical conference April 20, 2016-DonNTU: Donetsk, 2016 El. version. Russian.yaz. Pp. 302-307
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