MODERNIZATION OF THE ANTI-CRISIS MANAGEMENT SYSTEM OF ENTERPRISES IN THE CONDITIONS OF WAR

Abstract

In the article, the subject of research is the aspects of high-quality and effective management of organizations and enterprises. At the same time, the natural conclusion is emphasized that in the conditions of a crisis caused by a full-scale war, the emphasis and prerogatives in the management of stability and sustainable planned development of business entities change. If under the conditions of the stability of the national economy, it is the drafting and implementation of programs and plans for increasing the volume of economic activity, the effective use of resources and the increase of profit and profitability, then in the midst of a crisis, it is a transition "to the rails" of anti-crisis management, when the subject of attention is the economic security of business, appropriate mechanisms and tools for its provision. Based on these principles, the purpose of the study is to substantiate the tools and means of modernization of the anti-crisis management system of enterprises in war conditions. The implementation of the indicated goal made it possible to develop a complex of means of improvement and development of the management systems of domestic enterprises. It was established that, taking into account the identified prerequisites, the introduction of anti-crisis management systems should be carried out in accordance with the sequence of formation of the corresponding strategy. The priority areas of improvement of the anti-crisis management mechanism should be: 1) improvement of quality management and resource provision; 2) modernization of operational efficiency management; 3) development of management systems for extended reproduction of economic and resource potential. Based on these priority areas, a set of anti-crisis management measures should be formed, which business entities should implement in the near future. It has been proven that in order to enable the implementation of the anti-crisis strategy, it is necessary to hire a suitable specialist (deputy general manager of the enterprise) and implement his activities in the organizational structure of business management.