Crisis management of enterprises and post-war reconstruction in Ukraine Shulzhyk Yurii1, Moroz-Rekotova Lesia2,*, Kiptenko Viktoriia3, Lisovska Lidiya4, Baldzhy Maryna5 1Interregional Academy of Personnel Management, Kyiv, Ukraine 2Berdyansk State Pedagogical University, Berdyansk, Ukraine 3Taras Shevchenko National University of Kyiv, Kyiv, Ukraine 4Lviv Polytechnic National University, Lviv, Ukraine 5International Humanitarian University, Odesa, Ukraine *Corresponding author: lesamorozrekotova@gmail.com (ORCID ID: 0000-0001-5161-721X)
Online Published on 19 January, 2024. Abstract It has been proven that the anti-crisis management program can determine the presence of three enterprise development systems that determine the choice of directions for anti-crisis management: "conditionally stable system," in which passive anti-crisis management is sufficient, "system with the manifestation of crisis phenomena," and “general crisis system,” which requires the application of active anti-crisis measures. The goals of enterprise anti-crisis management vary depending on the type of financial system of the enterprise. Thus, anti-crisis management under the conditionally stable system aims to diagnose the indicators of enterprise activity for timely detection of manifestations of crisis phenomena. In the system expressing crisis phenomena, anti-crisis management aims to localize detected crises, overcome their negative impact, and restore pre-crisis indicators. The goal of anti-crisis management under the general crisis system is to manage the enterprise in conditions of prolonged crisis (stagnation). Each model of anti-crisis management has corresponding stages, the implementation of which is aimed at minimizing the negative impact of crisis phenomena on the enterprise’s activity. The methods of anti-crisis management during the war have been systematized. The methods of anti-crisis management can be attributed to the entire set of methodological tools that include a complex of measures from pre-crisis diagnosis to methods of its elimination and overcoming. Based on the essential characteristics and the need to decide on applying anti-crisis methods at each stage of the enterprise’s life cycle, their consideration from the perspective of diagnostic and crisis management methods is envisaged. Based on the application of a methodological approach to the formation of the system of forecasting anti-crisis management measures at the enterprise, the use of an algorithm for anti-crisis management to choose the direction of anti-crisis management at enterprises (passive or active) has been proposed. Highlights • It has been proven that the anti-crisis management program can determine the presence of three enterprise development systems that determine the choice of directions for anti-crisis management: "conditionally stable system," in which passive anti-crisis management is sufficient, "system with the manifestation of crisis phenomena," and “general crisis system,” which requires the application of active anti-crisis measures. • Based on the application of a methodological approach to the formation of the system of forecasting anti-crisis management measures at the enterprise, the use of an algorithm for anti-crisis management to choose the direction of anti-crisis management at enterprises (passive or active) has been proposed Top Keywords Crisis management, War, Reconstruction, Market economy, Business management. Top |