1. Golubev, K.I. History of management: The trend of humanization.
The work examines the features of the formation and evolution of the main approaches to management theory. The author focuses on the connection between the development of management concepts and humanization processes social relations. The prospects for the development of the humanistic direction of management are considered. Along with Western theories of management, the author turns to the works of domestic scientists.
2. History of management: Edited by E.M. Korotkova.
The manual is written in the form of questions and short answers, which allows you to systematize knowledge in the field of management, starting from the fifth millennium BC and ending with the latest management concepts beginning of the XXI V.
3. Classics of management: Encyclopedia / Ed. M. Warner
The book outlines the world history of the emergence and development of management. Many of those whose biographies are presented in the book, themselves or together with their colleagues, stood at the origins of management science, others developed the ideas of their predecessors, but in any case, it is impossible to imagine modern management without the work of these scientists. Taken together, these materials provide a broad historical picture of the development of ideas and realities. practical methods management that contributed to the formation of our current ideas about business.
4. Makashov I.N., Ovchinnikova N.V. The World History managerial thought.
The management manual outlines ideas, views and concepts in the field of management and governance. The process of formation and development of management knowledge, and management itself, on which they are based, is presented. modern theories management, management and practical management activities. The materials are systematized in chronological sequence ancient times to the present day.
5. Marshev V.I. History of management thought
The book reflects the process of genesis, formation and development of the centuries-old world history of management thought. The textbook presents both the origins of management thought dating back to the fifth millennium BC, and the latest concepts and management paradigms of the early 21st century. It outlines not only the history of management science, but also the history of management ideas, views, and theories that arose in order to solve real management problems.
Summarizing theoretical sources
The American engineer and researcher F. Taylor (1856 - 1915) is rightfully considered the founder of management science. The system of labor organization and management relations he proposed caused an “organizational revolution” in the sphere of production and its management.
He first outlined his views in the article “The System of Piece Prices” (1895). Then they were expanded in the book “Workshop Management” (1903) and developed in “Fundamentals of Scientific Management” (1911).
Basics of the F. Taylor system:
Ability to analyze work, study the sequence of its implementation;
Selection of workers (employees) to perform this type;
Education and training of workers;
Cooperation between management and workers.
An important characteristic of a system is its practical implementation using certain means, or “system technology.” In relation to the developments of F. Taylor, it included:
Determination, accurate recording of working time and solution in this regard to the problem of labor regulation;
Selection of functional foremen - for work design; movements; rationing and wages; equipment repair; planned distribution work; conflict resolution and discipline;
Introduction of instruction cards;
Differential wages (progressive wages)
Calculation of production costs.
To summarize, we can say that Taylor's main idea was that management should become a system based on certain scientific principles, must be carried out using specially developed methods and measures, i.e. that it is necessary to design, normalize, standardize not only production techniques, but also labor, its organization and management. Practical use Taylor's ideas have proven their importance, providing a significant increase in labor productivity.
Taylor's scientific management focused on the work done at the lowest level of the organization. Taylor and his followers analyzed the relationship between the physical nature of work and psychological essence working to establish working definitions. And therefore, it could not offer a solution to the problems of dividing the organization into departments, areas and ranges of control and delegation of authority.
Another representative of the American management model, or rather its “organizational school,” is G. Ford (1863 - 1947), who was called the “car king” in his time. Experts believe that thanks to the invention of the conveyor belt for automobile production, G. Ford made a “revolution on the shop floor.” He created a system where the first place was occupied by technology and technology, into which a person was “fitted.”
The main ideas of H. Ford are set out in the works “My Life, My Work” (1922), “Today, Tomorrow” (1926), “Moving Forward” (1930), “Edison as I Knew Him” (1930).
Basic principles of the G. Ford system:
Mass production of standard products on a conveyor belt;
Continuity and mobility of the production process;
Maximum work pace;
New technology based on continuous production;
Precision as standard and product quality;
The determining role of the technical and technological system;
Economic effect of the system;
Do not be dependent on a person and his weaknesses.
The first attempt to apply psychological analysis to practical production problems was made by G. Munsterberg, a professor at Harvard University in the USA. In the 20-30s of our century, a school of human relations arose, the focus of which is the person. The emergence of the doctrine of “human relations” is usually associated with the names of American scientists E. Mayo and F. Roethlisberger, who are known for their research in the field of sociology of industrial relations.
The founder of this American school was Elton Mayo (1880 - 1949), who believed that management should be based not on intuitive ideas about man, but on the achievements of scientific psychology.
To prove his ideas, E. Mayo in 1927 - 1932. conducts the later famous Hawthorne experiment (Hawthorne near Chicago). The subjects of the study were six female workers who made up a team assembling telephone relays. Thirteen times over the course of five years changes were made in working hours, payment, and catering. The workers were taught that their work had great importance for society, science. When, during the twelfth change in working conditions, all the improvements and benefits previously provided to the brigade were canceled, it was discovered that the achieved level of increase in output not only did not decrease, but continued to increase. According to E. Mayo and his colleagues, moral and psychological factors - personal and group - played an important role in this.
This school marked the beginning of the development of ideas about “a person in an organization” and the role of the “human factor” in it.
Representatives of this school have developed their own management tools, which are currently widely used in practice: human relations; working conditions; relationship "manager - subordinate"; leadership style; work motivation; psychological climate in the team and its improvement.
One of the most important conclusions within the framework of the “school of human relations” is that a manager needs to have professional training, which includes, along with others, “human science” disciplines - management psychology, social psychology, sociology of management, Business Etiquette and etc.
A large place in the research of scientists affiliated with the school of psychology and human relations is occupied by the problems of motivating people in organizations. Among the researchers who paid considerable attention to these problems are: A. Maslow, F. Herzberger, D. McClelland, K. Alderfer. The concept of motivation was most consistently developed by a prominent representative of the school of psychology and human relations, a professor at the University of Michigan School of Management, Douglas McGregor. McGregor made a significant contribution to the development of the content of human resource theory, focusing his attention on issues of leadership, leadership style, and behavior of people in organizations.
management american management model
The modern American management model is focused on such an organizational and legal form of private entrepreneurship as a corporation ( Joint-Stock Company), which arose back in early XIX V.
The book “The Modern Corporation and Private Property,” published by A. Burley and M. Means in 1932, had a great influence on the formation of the theory of corporations. Corporations received the status legal entity, and their shareholders acquired the right to a portion of the profits, distributed in proportion to the number of shares they owned. Corporations replaced small businesses in which all ownership belonged to the capital owners and they had complete control over the activities of the workers.
According to management theorists, the creation of corporations entailed the separation of property from control over its disposal, i.e. from the authorities. An American professor noted the emergence of “a new managerial elite, whose power is no longer based on property, but rather on control over the process as a whole.” The real power to manage the corporation passed to its board and managers (specialists in the field of organization and production management). In the American management model, the corporation is still the main structural unit.
American corporations widely use strategic management in their activities. This concept was introduced into use at the turn of the 60s and 70s, and in the 80s. covered almost all American corporations.
The word "strategy" comes from the Greek strategos, "the art of the general." IN general view strategy is a way of using means and resources aimed at achieving goals. Strategy can be defined as a general program of action that identifies the priorities of problems and resources to achieve the main goal of the corporation. The strategy formulates the main goals and the main ways to achieve them in such a way that the corporation receives a single direction of action. The emergence of new goals, as a rule, requires the search and development of new strategies.
The content of strategic management consists, firstly, in the development of a long-term strategy necessary to win the competition, and, secondly, in the implementation of real-time management. The developed strategy of corporations subsequently turns into current production and economic plans to be implemented in practice.
The concept of strategic management is based on systemic and situational approaches to management. The enterprise is viewed as an "open" system.
The basis of strategic management is a systemic and situational analysis of the external (macroenvironment and competitors) and internal ( Scientific research and developments, personnel and their potential, finance, organizational culture, etc.) environment.
Strategic management requires the creation of an organizational strategic structure, which includes a strategic development department for top level management and strategic economic centers (SHC). Each SCC unites several production divisions of the company, producing the same type of products, requiring identical resources and technologies and having common competitors. The number of storage centers in a company, as a rule, is significantly less than the number of production divisions. When creating a SCC, it is of great importance right choice areas of activity. SCCs are responsible for the timely development of competitive products and their sales, the formation of a production program for the production of products according to the nomenclature.
The most important integral part The planned work of the corporation is strategic planning, which arose in conditions of market saturation and the slowdown in the growth of a number of corporations. Strategic planning restrains the desire of managers to obtain maximum current profits to the detriment of solving long-term problems, and also guides managers to anticipate future changes external environment. Strategic planning allows corporate management to set reasonable priorities for the distribution of, as a rule, always limited resources. Strategic planning creates the basis for making effective management decisions.
In the 60s In the 20th century, the demands of corporate workers to improve their socio-economic situation became more and more insistent. In parallel with this, many management theorists have come to the conclusion that a number of organizations do not achieve their goals due to ignoring the contradictions of a rapidly changing social environment. The consequence of this situation was the emergence of the doctrine of “industrial democracy” (“democracy in the workplace”), associated with the involvement of non-professionals in management, both the enterprise itself and consumers of goods and services, intermediaries, etc., i.e. Environment external to the enterprise.
The first revolution, in their opinion, is associated with the separation of management from production and its separation into a special type management activities. The second revolution is characterized by the emergence of managers, i.e. people of a special profession. "Industrial democracy" (or participatory management) began to be seen as a form of participation of all employees of the organization in making decisions that affect their interests.
The authors of the idea of “industrial democracy” are considered to be sociologists J. Cole and A. Gorz, who proposed that corporations be managed through production councils controlled by workers. Through participation in the work of these councils, workers would gradually learn to control the entire production process, first within one corporation, and then throughout industry.
Participative management can be considered as one of the general approaches to managing people in an organization. The goal of participative management is to improve the use of the full human potential of the organization.
Participatory management involves expanding the involvement of workers in management in the following areas:
providing employees with the right to make independent decisions;
involving employees in the decision-making process (collecting the necessary information for decision-making, identifying techniques and methods of implementation decision taken, organization of work, etc.);
giving employees the right to control the quality and quantity of work they perform;
participation of employees in improving the activities of both the entire organization and its individual divisions;
giving employees the right to create working groups based on interests, attachments, etc. in order to more effectively implement decisions. Currently, four main forms of involving workers in management have become widespread in the United States:
1. Participation of workers in the management of labor and product quality at the workshop level.
2. Creation of workers' councils (joint committees) of workers and managers.
3. Development of profit sharing systems.
4. Attracting worker representatives to corporate boards of directors.
In the 60s In the United States, team methods of work organization and quality control circles became widespread, the idea of creating which belonged to American specialists in applied statistics W. Deming and J. Juran. However, quality control circles were first widely used in Japan. And only in the second half of the 70s. they have become widespread in American corporations.
Involving workers to participate in the highest management bodies of a corporation - boards of directors - is extremely rare in practice.
To reduce workers’ resistance to organizational changes taking place in corporations, programs are being developed to improve the “quality of working life”, with the help of which corporation employees are involved in developing a strategy for its development, discussing issues of rationalization of production, and solving various external and internal problems.
American scientists continue to pose and develop real management problems. So, E. Peterson and E. Plowman. The authors of the famous book “Business Organization and Management” identify six main types of management:
1. Government (its activities correspond to general concept management, although the word "management" does not apply to government activities).
2. Public management.
3. Military management (a special type of government management).
4. Association (club) management.
5. Business management (a special type of management, different from government and state).
6. State-owned management
Developing management theory, Peterson and Plowman define the concept of management “as psychological process the implementation of leadership of subordinates, through which the main human aspirations are satisfied." A prominent representative of American management, Peter F. Drucker, opposes a broad interpretation of the concept of management, believing that it should be attributed only to an enterprise that produces products or provides different kinds services. Drucker formulated the basic principles modern management:
2. The focus of management is on the person, who must direct his efforts to improve the efficiency of his activities in order to achieve the efficiency of the entire enterprise.
3. The task of management is to direct the actions of all employees to achieve the general goals of the enterprise.
4. The task of management is the constant development of the abilities, needs of all employees of the enterprise and the ability to satisfy them.
5. Each employee must be responsible for the work assigned to him. Communication between employees is carried out through communications.
6. Ultimately, the activity of the enterprise is evaluated big amount various ways and means.
7. The evaluation and results of an enterprise’s activities are expressed not within the enterprise, but outside it.
Drucker formulated a number of general, mandatory functions that are inherent in the work of any manager:
determining the goals of the enterprise and ways to achieve them;
organizing the work of the enterprise’s personnel (determining the scope of work and distributing it among employees, creating an organizational structure, etc.);
creation of a motivation system and coordination of employee activities;
analysis of the organization’s activities and control over the work of personnel;
ensuring the growth of people in the organization.
A manager cannot be a “universal genius.” The American practice of selecting executives places the main emphasis on good organizational skills, rather than on the knowledge of a specialist. American management has made significant contributions to the development of management as an academic discipline.
Report
Throughout the history of management, many foreign countries have accumulated significant information in the field of theory and practice of management in industry, agriculture, trade and others, taking into account their specific characteristics. Unfortunately, our domestic science of management developed independently and separately, often ignoring foreign experience in the art of management. For many decades, our country was dominated by the administrative-command management system, which mainly directed its efforts to criticize foreign management experience.
However, the experience of doing business and implementing management is rich, often ambiguous and very useful for study by those who have entered the field of management. Creating your own management model requires, on the one hand, studying everything valuable that is contained in foreign theory and practice (but not thoughtlessly transferring it to domestic soil), and on the other hand, using its best achievements in your activities. In all the diversity of theories and phenomena of living practice, American management has been and remains the most powerful “managerial civilization.” American management allowed the United States to take a leading position among the countries of the Western world and Japan.
In addition, we must keep in mind that it was in the United States that the science and practice of management was first formed. Its leading importance in the world today is undeniable, and its influence on the development of theory and practice is greatest. However, there is no need to blindly follow the conclusions of American theorists and the recommendations of their practitioners, but it is certainly necessary to know their ideas.
This explains the relevance of the problem of studying the history of the American management model.
In all the diversity of theories and phenomena of living practice, American management has been and remains the most powerful “managerial civilization.” Its leading importance in the world today is undeniable, and its influence on the development of theory, practice, and especially management education is greatest. There is no need to blindly follow the conclusions of American theorists and the recommendations of their practitioners, but it is certainly necessary to know their ideas.
As a conclusion, the most preferable is to distinguish two main schools: the school of “scientific management”, the founder of which was F. Taylor, and the school of “human relations”, the emergence of which is associated with the names of E. Mayo and F. Roethlisberger. The controversy between these two dominant concepts, as well as attempts to synthesize the principles they put forward, contributed to the emergence and development of new trends. The school of “scientific management” was historically the first direction in the development of American management theory and is referred to as the “classical” or “traditional” school, the emergence of which was discussed a little earlier.
It is in the American model of management that the idea of strategic management and planning in an organization arises, an equally important idea about involving employees in management - participatory management, it is in the USA that large corporations with hired managers first appear, and the science of management itself emerges.
The American management model exists and is being improved and is still used not only in the United States, but also in Europe and Japan. The rich experience of American management can be taken into account and used in Russian management.
Bibliography
1. Golubev, K.I. History of Management: The Trend of Humanization - St. Petersburg: Legal Center Press, 2003
2. History of management: Textbook. allowance / Ed. EM. Korotkova. - M.: INFRA-M, 2010. - 240 p.
3. Classics of management: Encyclopedia / Ed. M. Warner; Per. from English - St. Petersburg: Peter, 2001. - 1168 p.
4. Makashov I.N., Ovchinnikova N.V. World history of management thought: Short course.: M.: Russian. state humanist univ., 2007. - 672 p.
10. Marshev V.I. History of management thought: Textbook. - M.: INFRA-M 2005 - 731 p.
The textbook discusses the need, relevance of crisis management, its subject, functions and principles. The role of crises in the development and functioning of socio-economic systems is noted, methodological problems in the development and application of methods and means of crisis management are analyzed. Much attention is paid to forecasting and assessing crises in management processes and developing an anti-crisis management strategy. An analysis of enterprise bankruptcy procedures and foreign experience in anti-crisis management are provided.
For students distance learning management specialties, business school students, entrepreneurs. The book may be useful for individuals independently studying the problems of crisis management.
Many active participants in reforming the social, economic and political structures of Russia did not imagine that the result of the reforms would be a crisis. Its emergence caused the need for a comprehensive understanding and determination of ways and methods of exiting the crisis, in developing a concept effective management economy, socio-political life at the macro and micro levels.
Practical managers and researchers were faced with the task of determining the causes of crises and the possibility of preventing and overcoming them. Upon closer examination, it turned out that crises in social, economic and political systems- an objective phenomenon. This is confirmed by the cyclical development of natural and socio-economic phenomena and processes.
Historical experience shows that crises can be predicted, prevented, postponed, minimized and, in some cases, provoked. But the danger of crises always exists. The onset of a crisis is determined by real trends in the development of production, the economy and society as a whole, and the need for their periodic reconstruction.
TABLE OF CONTENTS
From the authors 3
Section I Crises in macro- and microdevelopment trends 4
Chapter 1. Crisis management as a scientific and academic discipline 5
1.1. The need and relevance of crisis management 5
1.2. Anti-crisis management as a special type of management 8
Chapter 2. The role of crises in the development of socio-economic systems 15
2.1. The concept of “crisis” in the development of socio-economic systems 15
2.2. Causes and typology of crises 17
2.3. Human factor and crises 21
Chapter 3. Socio-political crises 24
3.1. The essence and content of the socio-political crisis 24
3.2. Stages of development of a socio-political crisis 25
Chapter 4. Crises and development security 30
4.1. Economic component in the structure of national security 30
4.2. Indicators (indicators) of economic security in relation to manufacturing enterprise 34
4.3. Main directions for improving the management of the country's economic security 36
Chapter 5. Crises in the development of an organization 41
5.1. Organization as a structural element of a social system 41
5.2. The emergence and recognition of organizational crises 43
5.3. Stages of cyclical development of an organization 46
Section II Formation and manifestations of crisis management 51
Chapter 6. Main problems in the development and application of crisis management tools 52
6.1. Methodological problems in the development, application of methods and means of crisis management 52
6.2. Organizational and managerial problems of preventing and overcoming the crisis 54
Chapter 7. Main factors for increasing the effectiveness of crisis management 57
7.1. Concept and criteria for the effectiveness of crisis management 57
7.2. Ways and factors for increasing the effectiveness of crisis management 58
Chapter 8. Forecasting and assessing crises in the management process 63
8.1. Forecasting and classification of forecasts 63
8.2. Stages of forecasting crisis situations 67
8.3. Principles and methods of crisis forecasting 70
Chapter 9. Restructuring of organizations as an anti-crisis measure 75
9.1. Concept and types of restructuring 75
9.2. Restructuring of organization management systems 78
Chapter 10. Crisis management strategy 82
10.1. Methodological approaches to determining management strategy 82
10.2. Development of an anti-crisis management strategy 84
Chapter 11. Bankruptcy procedures 92
11.1. Bankruptcy and its main features 92
11.2. Basic bankruptcy procedures 95
11.3. Bankruptcy of city-forming and agricultural organizations 104
Section III Crisis management mechanism 109
Chapter 12. Innovations in crisis management 110
12.1. The concept of “anti-crisis innovation” 110
12.2. Determining innovation priorities with the company's environment 113
12.3. Process anti-crisis innovations 116
12.4. Innovations in personnel management 118
12.5. Anti-crisis innovations in organizing work with customers and suppliers 122
12.6. Product innovations 126
Chapter 13. Improvement organizational structures in crisis management 132
13.1. Trends in the development of organizational structures 132
13.2. Forms of organizational recovery of enterprises in the process of crisis management 137
Chapter 14. Crisis management under risk conditions 149
14.1. Crisis management and risks 149
14.2. Classification of risks in crisis management processes 152
14.3. Ways to minimize losses and damages in crisis management processes 156
Chapter 15. Controlling as a system for preventing and preventing crises in an organization 164
15.1. Formation of a controlling system 164
15.2. Principles of controlling 166
15.3. Specific Controlling Functions 168
15.4. Controlling service in the organization management system 172
Section IV Human factor of cooperation in crisis management 177
Chapter 16. Human capital of crisis management 178
16.1. Scientific content of the concept of “human capital” 178
16.2. Human capital and management of socio-economic processes 184
16.3. The role of human capital in the anti-crisis management system 190
16.4. Managing the development of human capital as a factor in the anti-crisis development of an organization 192
Chapter 17. Arbitration manager: requirements, duties, rights and responsibilities 196
17.1. Professional and social and moral requirements for an arbitration manager 196
17.2. Basic rights, duties and responsibilities of the arbitration manager 198
17.3. Requirements for the professional abilities of arbitration managers 205
Chapter 18. Corporate governance as a factor sustainable development organizations 208
18.1. Corporation as an object of management 208
18.2. Basic conditions for effective corporate governance 213
18.3. Corporate culture as a need for crisis management 217
18.4. Factors of manifestation and change in corporate culture 219
18.5. Principles of corporate culture formation 222
Section V Crisis management and processes social development 227
Chapter 19. Government regulation and crisis management 228
19.1. Social state as a subject of regulation of socio-economic processes 228
19.2. State regulation of environmental and social processes 231
19.3. State activities to improve the legal aspects of crisis management 238
Chapter 20. Social and moral responsibility of crisis management 246
20.1. Features of management as a social and moral institution 246
20.2. The concept of “social responsibility” of organization management 248
20.3. Moral responsibility in crisis management 253
20.4. Ways to increase the social and moral responsibility of management 256
Chapter 21. F.D. Roosevelt’s “New Deal” - a program to bring the American economy out of the crisis 259
Chapter 22. Anti-crisis orientation of L. Erhard’s reforms 266
Chapter 23. Anti-crisis economic policy Japan in the post-war period (1945-1952) 271
Chapter 24. Anti-crisis aspects government controlled in countries with developed market economies 284
Chapter 25. Experience of effective management in leading foreign companies 291
25.1. Management principles used in IBM 291
25.2. Lee Iacocca's activities in creating an anti-crisis team 300
Construction principle educational material is rational combination fundamental principles that provide deep theoretical knowledge, and practical recommendations solving problems of corporate social responsibility. The textbook contains a set of conceptual provisions that reveal the content of one of the most important functions of modern management in Russia, corporate social responsibility. Many management problems are presented from a new perspective. These include, for example, problems of diversity and integration of types of responsibility, sources, mechanisms and consequences of the implementation of responsibility, business reputation, ethics of responsibility, etc. The textbook is supplemented by a workshop, which includes situational tasks, cases and tests designed not only to assess knowledge, but and to form attitudes towards understanding the nuances in their presentation and seeing the degree of approximation to the truth.
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Crisis management. Ed. Korotkova E.M.
M.: 2003. - 432 p.
Sets forth modern concept anti-crisis management of an organization operating in conditions market economy from the standpoint of a fundamental approach to understanding crisis management. At the same time, the needs of the practical activities of a modern manager are not lost sight of. The textbook is fundamentally different from similar publications in that it examines the sources, causes and manifestations of crises in all the variety of interrelated trends in the development of an organization. Some problems of crisis management are considered here for the first time. For example, government regulation! crisis situations, crises in the public administration system, the role of trade unions in crisis management, etc.
The textbook can be successfully used by students when preparing for the specialty “Crisis Management”, as well as other specialties in the direction of “Management”. It will be useful to graduate students, teachers and practical managers working in the difficult conditions of the economic crisis in our country.
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TABLE OF CONTENTS
Introduction 9
Part one. CRISES IN MACRO AND MICRO DEVELOPMENT TRENDS 14
Chapter 1. CRISES IN SOCIO-ECONOMIC DEVELOPMENT 14
1.1. The concept of crisis in socio-economic development and the causes of its occurrence 14
1.2. Typology of crises 19
1.3. Signs of a crisis: recognizing and overcoming 24
1.4. Human factor of crisis management 26
Chapter 2. TRENDS IN THE ARISE AND RESOLUTION OF ECONOMIC CRISES 29
2.1. The essence and patterns of economic crises 29
2.2. Causes of economic crises 31
2.3. Phases of the cycle and their manifestation 36
2.4. Types of economic crises and their dynamics 39
Chapter 3. STATE REGULATION OF CRISIS SITUATIONS 42
3.1. Analytical basis for state regulation of crisis situations 42
3.2. The role of the state in anti-crisis management 49
3.3. Types of state regulation of crisis situations 55
Chapter 4. CRISES IN THE SYSTEM OF PUBLIC ADMINISTRATION 74
4.1. The mechanism of state power and crises of the management system 74
4.2. Causes and consequences of public administration crises 79
4.3. Systemic crisis of public administration 82
4.4. Overcoming public administration crises 92
4.5. Reforms as a means of crisis management 96
Chapter 5. CRISES IN ORGANIZATIONAL DEVELOPMENT 100
5.1. General and specific, external and internal factors of risky development of an organization.. 101
5.2. The emergence of crises in an organization 103
5.3. Trends in the cyclical development of an organization 110
5.4. The danger and probability of crises in the trends of cyclical development of an organization 118
Part two. POSSIBILITY, NECESSITY AND CONTENT OF CRISIS MANAGEMENT 125
Chapter 6. MAIN FEATURES OF ANTI-CRISIS MANAGEMENT 125
6.1. Controlled and uncontrollable processes of anti-crisis development 125
6.2. Possibility, necessity and problems of crisis management 128
6.3. Signs and features of crisis management 131
6.4. Effectiveness of crisis management 1 4 0
Chapter 7, DIAGNOSTICS OF CRISES IN MANAGEMENT PROCESSES 146
7.1. Basic diagnostic parameters 146
7.2. Stages of diagnosing a crisis 150
7.3. Methods for diagnosing a crisis 150
7.4. Diagnostic information 152
7.5. Diagnosis of enterprise bankruptcy 154
Chapter 8. MARKETING IN ANTI-CRISIS MANAGEMENT 160
8.1. Goals and functions of marketing in crisis management 160
8.2. Formation of marketing strategies in anti-crisis management and their classification 166
8.3. Using marketing tools in crisis management 172
Chapter 9. STRATEGY AND TACTICS IN ANTI-CRISIS MANAGEMENT 181
9.1. The role of strategy in crisis management 1 8 1
9.2. Development of an anti-crisis strategy for the organization 184
9.3. Implementation of the chosen anti-crisis strategy 192
9.4. Organization of the implementation of the anti-crisis strategy 196
Chapter 10. BANKRUPTCY AND LIQUIDATION OF AN ORGANIZATION (ENTERPRISE) 199
10.1. Signs and procedure for establishing bankruptcy of an enterprise 199
10.2. The role and activities of the arbitration court 200
10.3. Types and procedure for implementing reorganization procedures 202
10.4. Liquidation of bankrupt enterprises 208
10.5. Reorganization and liquidation of a cooperative 210
Part three. KEY FACTORS OF CRISIS MANAGEMENT 213
Chapter 11. RISKS IN ANTI-CRISIS MANAGEMENT 213
11.1. Nature and classification of management risks 213
11.2. Anti-crisis risk management 221
11.3. Methods for assessing regional investment risk 226
Chapter 12. INNOVATIONS IN ANTI-CRISIS MANAGEMENT 231
12.1. Innovation process as a factor in crisis management 231
12.2. Innovative potential of the enterprise, its role in crisis management 238
12.3. State innovation strategy for anti-crisis development 243
12.4. Formation of innovative infrastructures as a condition for overcoming the crisis 249
12.5. Innovative projects, criteria for their selection 253
Chapter 13. INVESTMENT POLICY IN ANTI-CRISIS MANAGEMENT 261
13.1. Characteristics of the state of the investment process as a basis for making investment decisions in crisis management 261
13.2. Sources of investment financing in conditions of limited financial resources 264
13.3. Grade investment attractiveness enterprises 2 6 8
13.4. Methods for evaluating investment projects 271
Chapter 14. ANTI-CRISIS MANAGEMENT TECHNOLOGIES 283
14.1. The concept of crisis management technology.283
14.2. General technological diagram of the control process in crisis situation 284
14.3. Technology for developing managerial solutions in crisis management 288
14.4. Parameters for monitoring crisis situations in crisis management technology 299
Part four. THE HUMAN FACTOR OF CRISIS MANAGEMENT 309
Chapter 15. MECHANISMS OF CONFLICTOLOGY IN ANTI-CRISIS MANAGEMENT 309
15.1. Conflicts in the development of an organization 309
15.2. Causes of conflicts and their role in crisis management 312
15.3. Procedural characteristics of the conflict 315
15.4. Anti-crisis conflict management 318
Chapter 16. ANTI-CRISIS MANAGEMENT OF ORGANIZATIONAL PERSONNEL 323
16.1. Anti-crisis characteristics of personnel management 323
16.2. Anti-crisis personnel management system 326
16.3. Anti-crisis policy in personnel management 332
16.4. Principles of anti-crisis personnel management 335
Chapter 17. CRISIS MANAGEMENT MANAGER 345
17.1. Purpose and scope of activity of a manager in crisis management 345
17.2. Crisis Management Manager Model 350
17.3. Role structure of a manager’s activity in crisis management 355
Part five. TRADE UNIONS AND FOREIGN EXPERIENCE OF ANTI-CRISIS MANAGEMENT 362
Chapter 18. ROLE OF TRADE UNIONS IN ANTI-CRISIS MANAGEMENT 362
18.1. Goals and principles of the trade union movement and its role in crisis management 362
18.2. Social partnership in anti-crisis management 366
18.3. Regulation of social and labor relations in the processes of anti-crisis management.... 371
18.4. Social conflicts and negotiations with trade unions 378
18.5. Main directions of action of trade unions in times of crisis 386
Chapter 19. EXPERIENCE OF ANTI-CRISIS MANAGEMENT IN COUNTRIES WITH DEVELOPED MARKET ECONOMIES 390
19.1. "New Deal" F.D. Roosevelt - a program to bring the American economy out of crisis 390
19.2. Anti-crisis orientation of L. Erhard's reforms 394
19.3. The activities of Lee Iacocca in the largest American corporation Chrysler 398
19.4. Anti-crisis aspects of public administration in countries with developed market economies 404
Conclusion 409
Glossary 411
Applications 422
Most specialists developing the concepts of crisis management propose a four-phase model of its formation:
- 1) formulation of the problem;
- 2) evaluation of alternatives;
- 3) choice optimal option and development on its basis of the concept of crisis management;
- 4) adjustment of the implemented concept taking into account the shortcomings identified during the implementation process.
In our opinion, a more detailed plan for the formation of the concept of crisis management, including seven stages, is possible in the public administration system:
- 1) formation of an anti-crisis management team;
- 2) analysis of initial positions (collection of information);
- 3) determining the nature of the crisis situation (pre-crisis or crisis);
- 4) formulation of alternatives;
- 5) selection of the optimal option and development of an anti-crisis management concept based on it;
- 6) implementation of the concept, including monitoring of ongoing changes;
- 7) searching for errors and adjusting the implemented concept, taking into account the shortcomings identified during the implementation process.
Important qualitative differences of state anti-crisis management - consistency, efficiency, flexibility And targeting. Systematicity and efficiency are manifested in the need for urgent operational development of a whole interconnected set of measures to overcome the crisis situation. Flexibility must be considered as the ability of crisis management to adequately change under the influence of the situation, building a line of corrective management. Targeting involves directing management initiative and resources to the epicenter of crisis processes.
To develop the concept of crisis management, it is necessary to prepare and use a team of highly qualified specialists in state anti-crisis regulation.
The first stage is the formation of an anti-crisis management team. Experts advise putting a leader at the head of the team who can assign personal responsibility for anti-crisis measures. At the same time, the professionalism of the leader should be at the forefront, regardless of age, previous government position, etc. The management team should clearly define the roles of the participants, the tasks of the experts, including the crisis monitoring group and the person responsible for public relations. It is necessary to build constructive personal relationships within the team. Anti-crisis solutions cannot be blocked due to personal difficulties, so those who interfere must be promptly removed from work.
In practice, a crisis response team may face several major challenges:
- – loss of time for “grinding in” the command;
- – loss of time due to undeveloped decision-making schemes and the lack of a well-established anti-crisis communications system;
- – lack of pre-prepared databases for different options crisis situations;
- – lack of understanding of the essence of the team’s work on the part of others government agencies, the emergence of unhealthy competition between them;
- – lack of specialization between team members – everyone is responsible for everything at once;
- – weak connection with the first person;
- – struggle for informal leadership within the team.
In connection with these problems, it is better to raise and solve the question of who can potentially join the anti-crisis response team long before the crisis and test the team in game situations during trainings. This will help in many ways to avoid the problems noted above during a crisis.
The second stage is the analysis of starting positions: collection of information. Such an analysis should clarify the internal and external position of the organization in a crisis. The purpose of analyzing the starting positions is a study of the current situation and prospects for the development of the organization, as well as crisis trends threatening it. The crisis management team leader is responsible for the analysis, but it is advisable to include as much as possible in the discussion process. larger number competent team members. Data for analysis are collected using monitoring, based on available statistical material, using the method of questioning and interviewing experts. The main task of compiling an analysis is to collect diverse data for drawing conclusions and further determining the nature of the crisis situation. Possible use of methodology analysis of four fields(or SWOT analysis), which includes analysis of both external(opportunities and dangers) and internal factors of the organization's activities(advantages and disadvantages).
The third stage is determining the nature of the crisis situation. As already noted, the choice of a preventive or reactive model of crisis management depends on the phase of development of the crisis. Most experts advise, first of all, to determine the causes of the crisis, identify its nature and main symptoms, since different understandings of the causes of the crisis also imply the choice of different ways out of it. The following algorithm for determining the nature of the crisis is proposed:
- 1) identify the causes of the crisis (for example, find out the contradictions between the main political forces, track functional and structural contradictions in the management system, etc.);
- 2) determine the nature of the crisis (identify the degree of its intensity, areas of localization);
- 3) determine the degree of involvement of the main groups (establish distinctive features groups directly affected by crisis problems);
- 4) clarify the definition of the situation as a crisis or pre-crisis.
The fourth stage is the formulation of alternatives. Anti-crisis response models should be developed taking into account available government funds and resources, as well as possible political, economic and other risks. Experts advise the use of standard, qualitative and modified benefit-cost analysis, multi-objective analysis and cost-effectiveness analysis. Standard analysis is carried out in monetary form, while qualitative benefit-cost analysis is expressed in natural units (for example, reduction or increase in jobs, tons of materials, etc.). Quite often in a management system, monetarizable and non-monetarizable, but important costs can have almost equal importance, then they are considered as independent goals and a multi-objective approach is used to analyze alternatives.
The fifth stage is the selection of the optimal anti-crisis solution and the development of an anti-crisis management concept. When choosing one of the possible alternatives to action, experts advise evaluating all possible options solutions based on the following uniform objective criteria:
- – what will be the state of the management system for each option of the anti-crisis solution after its implementation;
- – how much time and what funds will be needed to implement each solution option;
- – what difficulties and how must be overcome during the implementation of each of the projects;
- – how each solution option will affect the state of the entire control system as a whole.
When choosing alternatives, you can use the brainstorming method.
When the anti-crisis strategy is fundamentally determined - preventive or reactive (it is also possible to combine them in difficult situations), is formed anti-crisis program, which is a set of interrelated anti-crisis response measures. In the future, it is necessary to obtain legal and budgetary support for this program.
Stage six – implementation of the crisis management concept, including monitoring of ongoing changes. To implement the concept of crisis management, it is necessary, first of all, to create a modern systems of anti-crisis political communications, in the center of which there should be anti-crisis center, within which a special monitoring group, so that the specialists of the anti-crisis center continuously monitor changes in the situation on different levels management. This will be discussed in detail in the next paragraph.
The seventh stage is searching for errors and adjusting the implemented concept. This stage quickly summarizes the results of the work done; it is aimed at finding errors and building a line of corrective management. An important tool the implementation of this task is monitoring the effectiveness of the program, within which the dynamics of indicators selected as performance criteria are monitored. For example, the criteria for the political effectiveness of an anti-crisis program may be an increase in public support for the decisions of government agencies, an increase in the popularity rating of leading political and government leaders, an increase in the standard of living of the population, a reduction in socio-political contradictions, etc. The dynamics of changes in the criteria for the effectiveness of an anti-crisis program will allow us to draw a reasonable conclusion about the feasibility measures taken and propose new ideas to increase the effectiveness of crisis management.
Cm.: Rochefort D.. Cobb R. W. Problem Definition, Agenda Access and Policy Choice // Policy Studies Journal. 1993. Vol. 21. No. 1. P. 56–71.
