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

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

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

In one case, it refers to the management of a firm during a crisis of the economy, and in another, an anti-crisis management is the management of a firm in its bankruptcy. This concept is often associated with the activities of managers in judicial procedures at a certain stage of bankruptcy.

An anti-crisis management system is a system in which this type of management is viewed as a single set of activities from the preliminary detection of a crisis situation to the methods for overcoming it and eliminating it.

Anti-crisis management is a system of leadership, in which a systematic and integrated approach is implemented, aimed at finding and eliminating unfavorable phenomena, using the full potential of modern management. And also includes the development and implementation of a special effective program at the enterprise that has a strategic character that allows to eliminate certain temporary difficulties, strengthen, and at least at least retain its market positions, relying on its own resources.

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

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

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

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

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