Open AccessFeatures of crisis management at industrial enterprises
Author(s) -
Maryna Akuliushyna,
Mariia Hyzhytsia
Publication year - 2020
Publication title -
ekonomìka, fìnansi, pravo/ekonomìka. fìnansi. pravo
Language(s) - English
Resource type - Journals
eISSN - 2786-5517
pISSN - 2409-1944
DOI - 10.37634/efp.2020.4(3).6
Subject(s) - competitor analysis , dynamism , business , industrial organization , context (archaeology) , financial crisis , crisis management , profit (economics) , value (mathematics) , competitive advantage , marketing , economics , computer science , paleontology , physics , macroeconomics , management , quantum mechanics , machine learning , biology , microeconomics
. Modern market conditions over the past decades are characterized by fluctuations from a stable state to a crisis. All businesses, regardless of scale and type of activity, suffer from crises. The larger the enterprise, the more stable its position and the better its management system. However, manufacturing enterprises have their own characteristics that must be taken into account. They have high costs, a lot of staff, the strength of the market and competitors.The purpose of the paper is to identify the main signs and directions of diagnosing crisis phenomena at production enterprises for effective crisis management.Results. The main characteristic features of crisis management for manufacturing enterprises are proposed to highlight such as the dependence on time, mobility and dynamism of resource support, the efficiency and prudence of managerial decision-making and the use of the program-target method. Moreover, in the context of strategic management, it is important to diagnose factors of the internal state of the enterprise and the external environment, assess the formation of the value of products and how competitive it is in the market in a crisis. Without a clear statement of the problems that led to the crisis in the enterprise, it is impossible to start developing anti-crisis measures. These measures include making small changes to the strategy of the enterprise, or a complete revision of the strategy and the development of a new one. The value chain reflects the process of creating the value of a product and includes various activities and, as a result, profit. The manager controlling the entire process finds a weak link in the chain and can manage each individually without harming the overall result.Conclusion. The market economy is developing in waves from a stable state to a crisis, and managers always need to be prepared for such conditions. Management of a manufacturing enterprise is always special to management. Crisis management is no exception. To maintain a competitive position, strategic plans must be constantly adjusted, changed depending on the influence of the external environment. The adoption of anti-crisis management decisions should be quick, balanced, dynamic, timely.