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Year of issue : 2005
Genre : economics, management
Publisher:"Dashkov and K"
Format: PDF
Quality : Scanned pages
Number of pages: 316
Description : Anti-crisis management has become one of the most "popular" terms in Russian business life. However, its content is vague. In the literature, there are no signs of differences between anti-crisis and conventional management. As a rule, attention is focused not on the "treatment" of the crisis, but on measures to prevent it and the mechanism of bankruptcy. Since the entire management theory and practice is aimed at achieving this goal, the specific content of anti-crisis management is not clear. It seems that the only justification for the existence of this term is the government regulations that created the institution of crisis managers: crisis management is what crisis managers do. Anti-crisis management can and should find its "niche" in management theory and practice. It is only necessary to correctly determine its difference from the control in the usual mode. The way to this lies through clarification of the concept of "enterprise crisis".
Objectively, a crisis is characterized by a multitude of interrelated situations that increase the complexity and risk of management. At the same time, it is possible to postpone the crisis and prevent it, stabilize the crisis, develop one into another, overcome the crisis, etc. Typical signs of a critical state of enterprises: profitability decreases, loans generally begin to go to repayment of interest and return of previously taken loans (the company falls into a "credit trap"), more and more "overlaps" occur, disruptions in deliveries to customers, management can hardly assess the objective state of the company, there is uncontrollability and any unfavorable incident can create a real threat of bankruptcy.
The answer to the question "what to do?" in general terms, it is well known: to attract personnel capable of working effectively in a transitional economy, to use foreign experience in market conditions, to invite professional consultants, etc., and to solve in a complex the whole tangle of enterprise problems, starting with improving the management system.
Chapter 1. GENERAL CHARACTERISTIC OF CRISIS PHENOMENA IN THE ECONOMY
1.1. Reasons for the emergence of economic crises
1.2. Classification of economic crises
1.3. State regulation of crisis situations in the economy
1.4. Financial and economic crises at the enterprise
Chapter 2. LEGAL ASPECTS OF BANKRUPTCY OF THE COMPANY
2.1. Legal regulation institution of insolvency (bankruptcy)
2.2. Observation
2.3. Financial recovery
2.4. External control
2.5. Bankruptcy proceedings
2.6. Settlement agreement
2.7. Other bankruptcy procedures of an enterprise
Chapter 3. FINANCIAL AND ECONOMIC ANALYSIS OF THE ENTERPRISE IN THE STAGE OF THE CRISIS
3.1. Key financial indicators of an insolvent enterprise
3.2. Analysis of the financial condition of the enterprise according to the methodology of the FSFO of the Russian Federation
3.3. Business planning for the financial recovery of an insolvent enterprise
3.4. The role of innovation in the process of forming an enterprise strategy
3.5. Use of innovative potential in the financial recovery of the enterprise
3.6. Evaluation of innovative products according to the criterion "quality-cost"
Eyes 4. ROLE OF INVESTMENTS IN ANTI-CRISIS MANAGEMENT OF AN ENTERPRISE
4.1. Investments as the most important factor in the sustainable development of an enterprise
4.2. Integral indicators of investment activity
4.3. Enterprise Investment Management
4.4. Role and place investment projects in crisis management
4.5. Methodology for the formation of an optimal portfolio of investments in real assets
Chapter 5. METHODOLOGICAL BASIS OF ANTI-CRISIS MANAGEMENT OF AN ENTERPRISE
5.1. Methodology for calculating the Altman coefficient (Z-score)
5.2. Forecasting bankruptcy using the rating methodology G, V. Savitskaya
5.3. Diagnostics of the financial condition of the enterprise
- 5.3.1. Analysis and assessment of the property status of the enterprise
- 5.3.2. Analysis and assessment of liquidity and solvency of the enterprise
- 5.3.3. Grade financial sustainability enterprises
- 5.4.1. Improving the system for diagnosing bankruptcy of an enterprise
- 5.4.2. Crisis forecasting using quantitative methods
- 5.4.3. Mechanisms for stabilizing an enterprise in the event of a threat of bankruptcy
6.1. The need and trends of anti-crisis management
6.2. Content of crisis management
- 6.2.1. Diagnostics of crises
- 6.2.2. Planning in crisis management
6.4. The main directions of changes in anti-crisis management
6.5. Measures to overcome the crisis state of the enterprise
6.6. Personnel in the anti-crisis management system
Crisis management - Textbook - Korotkova E.M. - 2003
Outlines modern concept crisis management an organization operating in a market economy from the standpoint of a fundamental approach to understanding anti-crisis management. Needs are not overlooked. practical activities modern manager. The textbook is fundamentally different from similar publications in that it examines the sources, causes and manifestation of crises in all the variety of interrelated trends in the development of an organization. Some of the problems of crisis management are considered here for the first time. For example, state regulation of crisis situations, crises in the system of public administration, the role of trade unions in crisis management, etc. The textbook can be successfully used by students in training in the specialty "Crisis management", as well as other specialties in the direction of "Management". It will be useful for graduate students, teachers and practical workers-managers working in the difficult conditions of the economic crisis in our country.
UDC 338.24 (075.8)
BBK 65.290-2ya73
ISBN 5-16-000156-5
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Introduction
Part one. CRISES IN TRENDS MACRO DEVELOPMENT AND MICRO DEVELOPMENT
Chapter 1. SOCIO-ECONOMIC CRISES DEVELOPMENT
1.1. The concept of a crisis in socio-economic development and the reasons for its occurrence
1.2. Typology of crises
1.3. Crisis Signs: Recognizing and Overcoming
1.4. The human factor of crisis management
Chapter 2. EMERGENCY AND RESOLUTION TRENDS OF ECONOMIC
CRISIS
2.1. The essence and patterns of economic crises
2.2. Causes of economic crises
2.3. Cycle phases and their manifestation
2.4. Types of economic crises and their dynamics
Chapter 3. STATE REGULATION OF CRISIS SITUATIONS
3.1. Analytical framework state regulation crisis situations
3.2. The role of the state in crisis management
3.3. Types of state regulation of crisis situations
Chapter 4. CRISES IN THE GOVERNMENT SYSTEM
4.1. Mechanism state power and crises of the management system
4.2. Causes and consequences of crises in public administration
4.3. Systemic crisis of public administration
4.4. Coping with crises in public administration
4.5. Reforms as a means of crisis management
Chapter 5. CRISES IN THE DEVELOPMENT OF THE ORGANIZATION
5.1. General and specific, external and internal factors of risky development of the organization
5.2. The emergence of crises in the organization
5.3. Organizational cyclical development trends
5.4. The danger and likelihood of crises in the tendencies of the cyclical development of the organization
Part two. OPPORTUNITY, NECESSITY AND CONTENT OF ANTI-CRISIS MANAGEMENT
Chapter 6. MAIN FEATURES OF ANTI-CRISIS MANAGEMENT
6.1. Controlled and uncontrolled anti-crisis development processes
6.2. Opportunity, Necessity and Problems of Anti-Crisis Management
6.3. Signs and features of crisis management
6.4. Effectiveness of crisis management
Chapter 7. DIAGNOSTICS OF CRISES IN MANAGEMENT PROCESSES
7.1. Basic diagnostic parameters
7.2. Crisis diagnosis stages
7.3. Crisis diagnosis methods
7.4. Information in diagnostics
7.5. Diagnostics of the bankruptcy of an enterprise
Chapter 8. MARKETING IN ANTI-CRISIS MANAGEMENT
8.1. Objectives and functions of marketing in crisis management
8.2. Formation marketing strategies in crisis management and their classification
8.3. Use of marketing tools in crisis management
Chapter 9. STRATEGY AND TACTICS IN ANTI-CRISIS MANAGEMENT
9.1. The role of strategy in crisis management
9.2. Development of an anti-crisis strategy for the organization
9.3. Implementation of the chosen anti-crisis strategy
9.4. Organization of the implementation of the anti-crisis strategy
Chapter 10. BANKRUPTCY AND LIQUIDATION OF THE ORGANIZATION (ENTERPRISE)
10.1. Signs and procedure for establishing the bankruptcy of an enterprise
10.2. The Role and Activity of the Arbitration Court
10.Z. Types and procedure for implementation of reorganization procedures
10.4. Liquidation of bankrupt enterprises
10.5. Reorganization and liquidation of a cooperative
Part three. KEY FACTORS OF ANTI-CRISIS MANAGEMENT
Chapter 11. RISKS IN ANTI-CRISIS MANAGEMENT
11.1. The nature and classification of management risks
11.2. Anti-crisis risk management
11.3. Methods for assessing regional investment risk
Chapter 12. ANTI-CRISIS MANAGEMENT INNOVATIONS
12.1. The innovation process as a factor in anti-crisis management
12.2. The innovative potential of the enterprise, its role in anti-crisis management
12.3. State innovative strategy for anti-crisis development
12.4. Formation of innovative infrastructures as a condition for overcoming the crisis
12.5. Innovative projects, criteria for their selection
Chapter 13. INVESTMENT POLICY IN ANTI-CRISIS MANAGEMENT
13.1. Characteristics of the state of the investment process as a basis for making investment decisions in anti-crisis management
13.2. Sources of investment financing in conditions of limited financial resources
13.3. Assessment of the investment attractiveness of enterprises
13.4. Methods for evaluating investment projects
Chapter 14. ANTI-CRISIS MANAGEMENT TECHNOLOGIES
14.1. Anti-crisis management technology concept
14.2. General technological scheme of the management process in a crisis situation
14.3. Technology for developing management solutions in anti-crisis management
14.4. Parameters of crisis management in anti-crisis technology
management
Part four. HUMAN ANTI-CRISIS MANAGEMENT FACTOR
Chapter 15. MECHANISMS OF CONFLICTOLOGY IN ANTI-CRISIS MANAGEMENT
15.1. Conflicts in the development of the organization
15.2. Causes of conflicts and their role in crisis management
15.3. Procedural characteristics of the conflict
15.4. Crisis management of conflicts
Chapter 16. ANTI-CRISIS PERSONNEL MANAGEMENT OF THE ORGANIZATION
16.1. Anti-crisis characteristics of personnel management
16.2. Anti-crisis personnel management system
16.3. Anti-crisis policy in personnel management
16.4. Principles of anti-crisis personnel management
Chapter 17. ANTI-CRISIS MANAGER
17.1. Appointment and area of activity of the manager in crisis management
17.2. Crisis Management Manager Model
17.3. Role structure of a manager's activity in anti-crisis management
Part five. TRADE UNIONS AND FOREIGN EXPERIENCE IN ANTI-CRISIS MANAGEMENT
Chapter 18. ROLE OF TRADE UNIONS IN ANTI-CRISIS MANAGEMENT
18.1. The goals and principles of the trade union movement and its role in the anti-crisis
management
18.2. Social partnership in crisis management
18.3. Regulation of social and labor relations in anti-crisis management processes
18.4. Social conflicts and bargaining with trade unions
18.5. The main directions of action of trade unions in a crisis
Chapter 19. EXPERIENCE OF ANTI-CRISIS MANAGEMENT IN COUNTRIES WITH DEVELOPED MARKET ECONOMIES
19.1. "New Deal" by F.D. Roosevelt - withdrawal program American economy out of the crisis
19.2. Anti-crisis orientation of L. Erhard's reforms
19.3. Lee Iacocchi's activities in the largest American corporation Chrysler
19.4. Anti-crisis aspects of public administration in countries with developed market economies
Conclusion
Glossary
Applications
Olga Nikolaevna Demchuk, Tatiana Alekseevna Efremova
Crisis Management: A Study Guide
Foreword
The importance and necessity of anti-crisis management in Russia manifested itself as a result of the transitivity of its economy. There was not a single country and not a single organization in the world that was not affected by the crisis phenomena that often lead enterprises to bankruptcy. Consequently, government bodies and the management of organizations are faced with the task of preventing crisis phenomena and ensuring a stable position of enterprises, because the bankruptcy of some organizations often causes a deterioration in the solvency of many others, giving rise to a domino effect. The solution of problems to prevent crisis phenomena or mitigate their impact on the results of organizations' activities is possible with the help of a system of anti-crisis measures.
In this regard, the problem of anti-crisis management for Russia, called "crisis management" abroad, is urgent. The main goal of anti-crisis management should be to ensure the organization's competitiveness for a long period, which will allow it to receive enough funds to maintain reliable financial stability, pay for obligations and further development.
The concept of "anti-crisis management" includes management of an organization in the context of a general economic crisis in the country, and management of an organization in conditions of its financial insolvency, and management associated with the activities of arbitration managers in the framework of court procedures for bankruptcy of an organization. An organization is officially bankrupt when it becomes insolvent; therefore, managing the level of liquidity of an enterprise is the key task of a crisis manager. At the same time, timely diagnostics of the financial condition of the organization is necessary in order to prevent bankruptcy, and not only the use of anti-crisis management, when the prospects for bankruptcy of the organization become real and it must be taken out of the crisis.
Therefore, anti-crisis management should be based on management on the basis of constant monitoring of the organization's activities in order to timely diagnose the reasons for the deterioration of the financial condition and determine ways to restore it, ensure the existing profitability of activities, as well as the economic growth and development of the organization. To do this, any organization must have a crisis management manager whose main function is to ensure its vital activity, eliminate external influence and internal “obstacles”, and make non-traditional management decisions.
Chapter 1. Anti-crisis management at the macrolevel of the economy
1.1. Crisis phenomena in the economy
1.1.1. The concept and essence of crises
Greek word a crisis means a solution. Subsequently, the concept of crisis was expanded and applied to any abrupt transition, to all changes perceived as a disruption of continuity.
John M. Keynes: There is another economic cycle characteristic, which our theory should explain, namely the phenomenon of a crisis, i.e. a sudden and abrupt, as a rule, change of an upward trend to a downward one, whereas in the opposite process, such a sharp turn often does not happen. The authors of the popular textbook of the 70-80s. "Economics" S. Fischer, R. Dornbusch and R. Schmalenzi, proceeding from the fact that the crisis is an integral part of the economic cycle, give the following definition: when the economy experiences imbalances of various nature, monetary and fiscal policy changes, new products appear or new production methods, changing consumer preferences of people or their preferences when choosing a job, changing prices for oil and other types of raw materials, etc., the aggregate demand curves shift, and the volume of production and prices change in parallel with these shifts, i.e. imbalance between supply and demand. The successors of the S. Fischer case and his group, the modern popularizers of Economics K. McConnell and S. Brue, limit themselves to this definition of an economy with declining business activity: an unfavorable situation of economic stagnation arises when gross investment is less than depreciation, i.e. when the economy consumes more capital in a year than it produces. Under these conditions, net investment will have a minus sign, and de-investment will occur in the economy, i.e., investment will decline. As a result, incentives to replace worn-out capital, and even more so to create additional capital, are either very small or practically absent. Depreciation begins to exceed gross investment, which leads to the fact that by the end of the year the amount of capital is less than it was at the beginning of the year.
The team of authors of the book "Anti-crisis management" edited by E.M. Korotkov defines a crisis so: this is an extreme aggravation of contradictions in the socio-economic system, threatening its viability in the environment or the growing danger of bankruptcy, liquidation of an organization, a turning point, a mismatch between the financial and other systems.
The socio-economic system in any form, be it a state or an organization, has two tendencies of its existence: functioning and development. Functioning- this is the preservation of oneself as a whole in its original form, achieving the goal based on the use and transformation of resources from the external environment, maintaining life. Development- constant transformation that strengthens vital activity in a changing internal and external environment. Development characterizes changes in the organization, means of labor and workers. The criterion for these changes is the emergence of a new quality that strengthens the stability and harmony of the functioning of social economic system... Development facts are the nature of labor productivity and its increase, increased motivation for activities, the emergence of new technologies.
Functioning and development are closely interrelated, reflect the unity of the main trends of the socio-economic system, which can be seen in its characteristics and indicators. The connection between functioning and development has a dialectical character, which reflects the possibility and regularity of the onset and resolution of crises. Functioning inhibits development and at the same time is its nutrient medium, development destroys many processes of functioning, but creates conditions for its implementation. Thus, a cyclical development trend arises, which reflects the periodic onset of crises.
Functions of the crisis. Crises are progressive, for all their pain. In the dynamics of the movement of systems, the crisis fulfills three essential functions:
- a sharp weakening and elimination of obsolete elements of the dominant system, but it has already exhausted its potential;
- clearing the road for the approval of the initially weak elements new system, the future cycle;
- strength test and inheritance of those elements of the system that accumulate and pass into the future.
Dynamics of the crisis. The crisis is going through several stages in its dynamics:
- a latent, latent period, when its preconditions are ripening, but have not yet broken through;
- a period of collapse, a rapid exacerbation of all contradictions, a sharp deterioration in all indicators of dynamics. During this period, elements gain strength, openly manifest themselves and come into battle next system representing the future;
- the period of softening the crisis, creating the prerequisites for overcoming it, the transition to the phase of depression, which provides a temporary balance between the system that has lost its former strength and the established one, which has shown its strength to the new one.
1.1.2. Classification (typology) of crises
Crises are not the same not only in their causes and consequences, but also in their very essence. Ramified classification of crises associated with the differentiation of means and methods of managing them. Crises can be classified on several grounds, as shown in Fig. one.
Rice. 1. An extensive classification of crises
1) According to the structure of relations in the socio-economic system, according to the differentiation of the problems of its development, groups are distinguished:
- economic crises reflect sharp contradictions in the country's economy or the economic state of an individual organization. These are crises in the production and sale of goods, relations between economic agents, crises of non-payments, loss of competitive advantages, bankruptcy, etc. In the group of economic crises, it is possible to single out financial crises- these are crises of monetary expression of economic processes;
Theoretical material for the course
Crisis management
1. Causes of crises and their role in the socio-economic development of society
1.1 Causes and typology of crises
A crisis is a period of acute difficulty, exacerbation of contradictions in the process of social economic development society.
The reasons for the crisis can be: 1) objective, associated with an outdated material and technical base and the need to restructure the economy; 2) subjective, caused by errors in management; 3) natural, manifested as a result of floods, earthquakes, climatic anomalies.
The causes of the crisis can also be divided into external and internal. External ones are associated with trends in the development of the world economy, the political situation in the country, the presence of competition, and internal reasons - with a risky economic strategy of the company, shortcomings in the organization of production, mistakes in management, internal conflicts, illiterate investment policy.
As the consequences of the crisis, one can imagine the improvement of the situation, the destruction of the conflict process or the company, as well as the emergence of a new crisis. The aftermath of a crisis can lead to dramatic changes or a soft, lasting and consistent exit. And post-crisis changes in the development of a firm can be long-term and short-term, qualitative and quantitative, reversible and irreversible.
Since crises differ in their causes, consequences and their essence, it is necessary to classify them, which will allow developing a mechanism for managing them. In terms of the scale of manifestation, one can distinguish general crises that cover the entire socio-economic system, as well as local ones, affecting only part of it. In terms of problems, they are subdivided into macro-crises, which have a large scale and scope of problems, and micro-crises, which cover only a separate problem.
According to the specifics of the manifestation, the following crises are distinguished.
1. Economic, characterizing an acute exacerbation of the financial condition of a company or society as a whole.
2. Social, exacerbating the contradictions of various social groups: workers and employers, personnel and managers, specialists of various professions. Within the framework of the social crisis, a political one is distinguished, which characterizes the crisis of power, the political structure of society.
3. Organizational, manifested as a crisis of separation and integration of activities, distribution of functions, separation of branches or subsidiaries.
4. Psychological, characterized by the instability of the socio-psychological climate of a society or a separate team. It manifests itself in the form of dissatisfaction with work, legal protection and social status, a feeling of dissatisfaction in the future.
5. Technological, exacerbating the contradictions between trends, opportunities and consequences of scientific and technological progress (for example, the use of atomic energy). It can be a crisis of technological incompatibility of products or a crisis of rejection of new technological solutions in the face of a clearly expressed need for new technologies.
6. Natural, caused by violations of the natural conditions of human life (floods, earthquakes). Its kind is the ecological crisis that occurs when natural conditions change caused by human activity. This pollution environment, disregard for the requirements of the laws of natural balance, the emergence of hazardous technologies, resource depletion.
By the nature of the manifestation, crises can be classified according to the following criteria:
1. Predictable and unexpected. The first act as a stage of development, they can be predicted and caused objective reasons- the needs of production restructuring, changes in the structure of consumer interests under the influence of scientific and technological progress. Unexpected crises are often the result or blunders in management, or any natural phenomena, or economic dependence. Within the framework of predictable crises, a cyclical crisis is distinguished that occurs periodically and has certain phases of its onset and course.
2. Explicit and hidden. The former are noticeable and easily detectable. The latter act imperceptibly and therefore are the most dangerous.
3.Deep and light. Deep, acute crises often lead to the destruction of various structures of the socio-economic system. Mild, milder crises are more consistent and painless and more manageable.
4. Protracted and short-term. Protracted crises are painful and difficult. They are often the result of inability to manage crisis situations, lack of understanding of the essence and nature of the crisis, its causes and possible consequences.
1.2 Trends in the emergence and resolution of economic crises
The root cause of the emergence of economic crises is the gap between the production and consumption of goods. Within the framework of subsistence farming there was a direct link between production and consumption, so there were no conditions for economic crises. Such an opportunity appeared and expanded with the development of commodity production and circulation. Within the framework of simple commodity production, the likelihood of crises could not turn into a necessity, since the goods were sold on local markets and difficulties with their implementation were local in nature and could not disrupt the implementation process throughout society. After the market became a spontaneous regulator of commodity-money relations, the gap between production and consumption widened, and economic crises became an objective law. The essence of the economic crisis is manifested in the overproduction of goods in relation to effective demand, in the disruption of the process of capital reproduction, in massive bankruptcies of firms, the growth of unemployment and other socio-economic upheavals.
Economists interpret the causes of economic cycles and crises in different ways. Some associate them with scientific and technological progress, and the duration of the cycle - with the period during which the fixed capital becomes morally obsolete. Others believe that crises are caused by the lack of correct proportions between industries, spontaneous actions of entrepreneurs. Still others see the nature of economic crises in overinvesting business, including from the state.
The economic cycle consists of 4 phases:
1.Crisis (recession), as a result of which there is a radical reduction in production and business activity, falling prices, overstocking of the market, rising unemployment and a sharp increase in the number of bankruptcies. At the same time, there are differences in the degree of negative impact of economic crises on certain areas of business. The decline in production in the heavier industries is, as a rule, much greater than in the light and food industries, where consumer goods are formed. If in highly monopolized business areas during the crisis, prices for manufactured products decrease slightly with a sharp decrease in production volumes, then in industries with a low concentration of capital there is a significant drop in prices with a relatively small decrease in the volume of products sold. Thus, enterprises-monopolists and oligopolists, relying on their economic power, are able to survive the crisis in a milder regime and with much smaller losses.
2. Depression (stagnation), which is a phase (from six months to three years) of adaptation of economic life to new conditions and needs, the phase of finding a new balance. It is characterized by uncertainty and erratic actions of entrepreneurs, a decrease in their risk in investments.
3. Reanimation, which represents the recovery phase. It is accompanied by a resumption of capital investment in business, an increase in prices and production volumes, employment and interest rates on loans. At the same time, the greatest growth is noted in the spheres of the economy that form the means of production. The economic revival is associated with the emergence of new firms and ends with the achievement of the pre-crisis level in terms of macroeconomic indicators.
4. An upswing, in which the acceleration of economic development is manifested in the formation of a mass of new goods and new firms, steady growth in investment, stock prices and lending rates, price levels and wages. And at the same time, the tension of bank balance sheets is growing, and inventories are increasing. The rise, taking the economy to a new level in its progressive development, prepares the basis for a new, periodic crisis.
The initial symptom of the new crisis is a decrease in consumer demand, in particular caused by the replacement of worn-out equipment (previous purchases of raw materials, materials, spare parts are reduced), an increase in credit interest and specific content of taxes, violation of the law of monetary circulation, anti-entrepreneurial political decisions. All this can break the existing market equilibrium and cause another economic crisis.
As we study the nature of economic crises, there has been a convergence of scientific views in relation to the cyclical development of the economy. First, the cyclical nature and its most destructive phase - the economic crisis is recognized not so much as "evil", but as a kind of form of progressive development of the market economy. Moreover, the cyclical nature is carried out not in a circle, but in a spiral, which is recognized as a form of progressive development of society. Secondly, scientists and managers realized the possibility and necessity of researching effective methods and means to mitigate the negative effects of economic crises and cyclicality in general.
Economic crises are differentiated into periodic ones, which are repeated with a certain regularity and give rise to a new cycle, as well as irregular ones, including intermediate, partial, sectoral and structural.
An intermediate crisis does not give rise to a new cycle, but interrupts for a certain time the course of the recovery or revival phase. A partial crisis, unlike an intermediate crisis, does not cover the entire economy, but specific area activities (for example, a banking crisis). The sectoral crisis covers one of the sectors of the economy either due to the existing imbalance in its development, or due to its structural restructuring, or due to overproduction of products (for example, agricultural). The structural crisis was caused by a violation of the proportional development of social production (energy, raw materials, food).
2.1 Controlled and uncontrolled anti-crisis development processes
All processes occurring in the company are divided into controlled and uncontrolled. Controlled processes lend themselves to change in a certain direction when consciously influencing them. Uncontrolled processes cannot be changed for one reason or another, it is impossible to influence their direction and nature of manifestation.
Lack of attention to those processes that can be controlled can contribute to a crisis situation. A crisis can also arise when managers of a firm try to manage uncontrollable processes, when, in the absence of an anti-crisis management mechanism, attempts are made to implement it. Moreover, this is accompanied by a waste of the firm's resources.
Anti-crisis development is a controlled process of preventing or overcoming a crisis that meets the goals of the company and corresponds to the objective trends of its development.
The process of development of the company is accompanied by the increasing complexity of the organization of production and management in it. The expansion of the range and functional purpose of goods, caused by the improvement of the technology of their production, leads to the complication of economic ties and the development of human needs. In this situation, anti-crisis management in its development should outstrip the development of production. This will require a reconstruction of management, will lead to its complication in functional, organizational, motivational, informational terms, will require professionalization of management.
2.2 Need for crisis management
Anti-crisis management is the activity of managers aimed at anticipating the danger of a crisis, analyzing its symptoms, measures to reduce the negative consequences of the crisis and using its consequences for further development.
The need for anti-crisis management is associated with the problems of the development of society. For example, the emergence of crisis situations in the environment that are harmful to human health makes us seek and find new anti-crisis management tools aimed at improving the technology of production processes. So, in nuclear power crisis management is expressed in the need to improve the professionalism of technical personnel, strengthen discipline, and search for new technologies.
The whole issue of anti-crisis management can be differentiated into 4 groups:
1. Problems of recognition of pre-crisis situations. It is desirable for a firm to notice the onset of a crisis in a timely manner, to detect its first signs, to realize its nature in order to build and launch an anti-crisis management mechanism in time.
2. Methodological problems of the organization's life. In the process of solving them, the mission and the goal of management are formed, the ways, means and methods of management in a crisis situation are determined. This group includes, first of all, problems of an economic nature associated with the search for additional resources and sources of financing for the diversification of production.
3. Problems of anti-crisis management technology. They include the problems of forecasting crises and options for the behavior of a firm in a crisis situation, search problems necessary information and development management decisions.
4. Problems of personnel selection, which always accompany crisis situations.
2.3 Signs and features of crisis management
The main provisions of anti-crisis management can be summarized as follows: 1) crises can be foreseen, expected and caused, and therefore, it is necessary to prepare for them; 2) anti-crisis management requires special approaches, special skills and knowledge; 3) crises can be mitigated, postponed, anticipated; 4) controllability of crisis processes makes it possible to minimize their consequences.
The anti-crisis management system should have the following properties: 1) flexibility and activity, which are most often characterized by a matrix organizational system management; 2) motivation of enthusiasm, patience, confidence; 3) diversification of management, that is, the ability to modernize it in difficult situations; 4) reducing centralism to ensure a timely response to emerging problems; 5) strengthening of integration processes, allowing to concentrate efforts and more effectively use the potential of the company.
Crisis management functions are activities that reflect the subject of management and determine its result. They provide an answer to the question: what needs to be done to manage successfully in the run-up to, the process and the consequences of the crisis. There are 6 functions of anti-crisis management: 1) pre-crisis management; 2) management in a crisis; 3) management of the processes of overcoming the crisis; 4) stabilization of unstable situations; 5) minimization of losses and missed opportunities; 6) timely decision making.
For anti-crisis management, perspective, the ability to choose and build a rational development strategy is of particular importance. The following main strategies of anti-crisis management are distinguished: 1) crisis prevention, preparation for its appearance; 2) waiting for the maturity of the crisis to successfully solve the problems of overcoming it; 3) counteracting crisis phenomena, slowing down its processes; 4) stabilization of situations through the use of reserves, additional resources; 5) calculated risk; 6) consistent exit from the crisis; 7) foreseeing and creating conditions for eliminating the consequences of the crisis.
The choice of a particular strategy is determined by the nature and depth of the crisis.
2.4 Effectiveness of crisis management
The development of anti-crisis management should be accompanied by an increase in its effectiveness.
The effectiveness of anti-crisis management is characterized by the degree of achievement of the objectives of mitigating, localizing or positively using the crisis in comparison with the resources spent on this.
Factors that determine the effectiveness of anti-crisis management:
1. Professionalism and art of crisis management. Of particular importance are the efficiency and flexibility of management, which are manifested in quick and decisive actions, operational measures, adjustments of the management system depending on emerging situations, adaptation to crisis conditions. Therefore, for anti-crisis management, it is especially important to conduct psychological testing of managers, to select such individuals who are able to react sensitively to the approach of a crisis and manage in extreme situations.
2. Strategy and quality of anti-crisis programs. When developing management decisions, attention should be paid to such qualitative parameters as the completeness of the reflection of the problem, specificity, timeliness, and organizational significance.
3. Scientific analysis of the situation, forecasting trends. First of all, this includes a system for monitoring crisis situations, which is specially organized actions to determine the likelihood and reality of a crisis and is necessary for its timely detection and recognition.
4.Corporateness of personnel, that is, understanding and acceptance by all employees of the goals of the organization, willingness to work selflessly to achieve them. This is a special kind of integration of all business, socio-psychological and organizational relationships.
2.5 Diagnosing crises in management processes
Diagnostics is a set of methodological procedures for determining the state of economic processes in a particular enterprise, industry or economy as a whole. The purpose of diagnostics is to give a conclusion about the state of the object of research both at the time of the analysis and for the future, identifying in parallel weak points in it. Awareness and accounting of diagnostic data will allow the company to develop a correct and competent economic policy, strategy and tactics. The tasks of diagnostics are to determine measures aimed at debugging the work of all constituent elements of the anti-crisis system and methods of their implementation.
Basic requirements for diagnostics:
1) based on primary sources; 2) objectivity; 3) accuracy.
Crisis diagnostics methods: 1) analytical, involving research with the help of statistical information, the use of complex economic analysis; 2) expert, based on the generalization of assessments and information given by authoritative specialists; 3) linear programming - a mathematical technique used to determine the best combination of resources and actions necessary to achieve an optimal result; 4) dynamic programming is a computational method for solving control problems of a certain structure, when the task is presented as a multi-step decision-making process, which includes three stages: a) building a mathematical model, b) solving a management problem, c) analyzing and generalizing the results obtained.
The possibility of using various diagnostic methods allows you to obtain a set of data and characteristics regarding the diagnosed object, draw conclusions regarding its economic and social development. Consider, for example, the characteristics of the development cycle of an economic system. The crisis is characterized by an increase in unemployment, inflation, a decrease in production volumes, and a decline in the level of well-being of the population. Depression is characterized by a minimum volume of production, no rise in prices, and a low standard of living of people. The signs of the next phase - revival - are the growth of production volumes, employment of the population and its income. Finally, the last phase - the rise - is associated with the absence of unemployment, full utilization of production capacities, an increase in the level of gross domestic product relative to the beginning of the cycle, and an increase in the standard of living of people.
2.6 Strategy and tactics in crisis management
In crisis management, the management strategy is of decisive importance. At the same time, in the anti-crisis management strategy, the main attention is paid to finding ways out of the economic crisis, which are directly related to the elimination of the causes that contribute to its occurrence.
The development of an anti-crisis management strategy includes 4 stages. At the first stage, timely, comprehensive and accurate diagnostics of the state of the company is carried out. First of all, it is necessary to study the external environment of the enterprise, which implies: 1) analysis of the macroenvironment, taking into account the political, economic, social and technological environment; 2) analysis of the competitive environment by its five main components: buyers, suppliers, current competitors, potential competitors, substitute products.
The information obtained about the external environment should be systematized and, on this basis, used in modeling possible situations by creating scenarios. The latter will allow the company to identify the most important factors of the external environment, to put them under direct control in order to eliminate the existing danger or to realize the opportunity that has arisen. A scenario is a description of trends that may appear in a particular area of the economy in the future.
Along with the analysis of the external environment, the firm must determine its real capacity. Analyzing the strategy of the company, managers should concentrate on 5 points: 1) the effectiveness of the current strategy, which allows to identify the place of the company among competitors, the capacity of the market and its segments, which companies are guided by, the effectiveness of production, financial, marketing policies; 2) strong and weaknesses, opportunities and threats to the firm; 3) the competitiveness of the products; 4) assessment of strength competitive position enterprises; 5) identification of the reasons contributing to the crisis at the enterprise.
The second stage of strategic anti-crisis planning is the adjustment of the mission and the system of goals of the enterprise. A cleverly formulated mission that is understandable and believed in can be a powerful incentive to change strategy. It includes the following: 1) the proclamation of beliefs and values; 2) the types of products or services that the company will sell; 3) the markets in which the firm will operate. At the same time, methods of entering the market, technologies used by the company, development policy and financing of the enterprise are being worked out.
If the mission is a vision of what the company should be in the future, then the system of goals is the desired results that correspond to the company's development strategy. Objectives are the starting point of the strategic planning, motivation and control systems used in the enterprise. Long-term goals allow managers to assess the impact of current decisions on long-term performance. Short-term goals determine the rate of development of the company, the level of its performance and the results that need to be achieved in the near future.
At the third stage of the anti-crisis strategy, tactical measures are formed to overcome the economic crisis, which may be as follows: reducing production costs, divisions and personnel of the company, reducing production and sales, activating marketing research, increase in product prices, identification and use of internal reserves, modernization, obtaining loans, strengthening discipline.
The last stage of the anti-crisis strategic management is the assessment and control of the implementation of the strategy. It is aimed at identifying the extent to which the implementation of the strategy leads to the achievement of the goals of the enterprise.
3. Bankruptcy and liquidation of an enterprise
3.1Diagnosing bankruptcy
According to Federal law on insolvency (bankruptcy) dated 01/08/1998, bankruptcy is an inability of the debtor recognized by the arbitration court or declared by the debtor in full to satisfy the creditors' monetary obligations and to fulfill the obligation to pay mandatory payments.
A sign of bankruptcy is considered to be the inability of the company to satisfy the claims of creditors for monetary obligations within three months from the date of their execution.
In this case, the current payments of the debtor company are suspended and, on the eve of its bankruptcy, it can apply to the arbitration court. A firm is considered bankrupt if the fact of its insolvency is recognized by an arbitration court or if it has officially declared its bankruptcy and liquidation, which implies bankruptcy proceedings.
The law does not pursue the goal of compulsory liquidation of a company in the presence of signs of bankruptcy. With the available possibilities of restoring the company's solvency, special reorganization procedures are envisaged, such as the introduction of external management of the debtor's property.
An effective prevention of possible bankruptcy prevention is a systematic diagnosis by managers of the economic condition of the company.
An important place in the analysis financial situation the enterprise is assigned to the study of solvency, liquidity of the company, the formation of profits. The most popular types of profit include: 1) profit from the sale of goods (services), defined as the difference between the proceeds received from the sale of products and its full cost; 2) gross, including profit from sales and depreciation of fixed assets; 3) balance sheet, determined by increasing the profit from sales for non-operating assets (income) and decreasing for non-operating liabilities (expenses); 4) net, calculated by deducting taxes from the balance sheet profit.
The solvency of a firm is its ability to fulfill its external obligations using its assets. A firm's liquidity reflects its ability to pay upcoming debts on time, or the ability to convert its assets into cash to pay off debt.
The indicators of the financial position of the enterprise include: 1. The break-even point (norm) is the minimum size of the batch of manufactured products at which self-sufficiency is achieved, that is, the equality between the proceeds of products sold and their cost. Further growth in sales leads to the emergence of profit.
2. Solvency ratio, determined by the ratio of equity to total liabilities, expressed as a percentage, and measures financial risk, that is, the likelihood of bankruptcy.
3. Ratio of total liquidity, determined by the ratio of working capital in money and short-term liabilities.
4. Coverage ratio, determined by the ratio of all current assets and short-term liabilities. Indicates the extent to which the firm's short-term debt is covered by its current assets.
3.2 Role and activities of the arbitral tribunal
Bankruptcy cases are considered by the arbitration court at the location of the debtor enterprise if the claims against the debtor exceed 500 minimum wages.
Depending on the circumstances of the case, the arbitration court: 1) makes a decision to reject the application of the creditor or the debtor, if the factual consistency of the latter is revealed and the creditors' claims can be satisfied; 2) suspends the proceedings on the bankruptcy of the company if there is a possibility of restoring its solvency through reorganization procedures and establishes external management of the debtor's property; 3) declares the company bankrupt and opens bankruptcy proceedings for its compulsory liquidation, if the insolvency is confirmed and there is no real possibility of the further functioning of the enterprise.
External management of the debtor's property is carried out by an external manager appointed by the arbitration court in order to restore the firm's solvency and continue its activities. All activities are carried out by the external manager according to the plan approved by the meeting of creditors. For the period of external administration (up to 12 months, but can be extended by the arbitration court up to 18 months), there is a moratorium on the satisfaction of creditors' claims against the debtor. The remuneration for the external manager is established by creditors and approved by the arbitration court. External management of the debtor's property is completed either by termination of the insolvency proceedings of the company, if the purpose of external management has been achieved, or by a decision to declare the debtor bankrupt and open bankruptcy proceedings.
3.3 Business rehabilitation
crisis management bankruptcy risk
Reorganization is an important reorganization measure of external management of the debtor's property. It lies in the fact that the debtor company is provided with financial assistance in an amount sufficient to pay off monetary obligations and mandatory payments, as well as restore its solvency. Reorganization of an enterprise can be carried out in three cases: 1) prior to the initiation of bankruptcy proceedings by creditors, if the firm manages to independently obtain external assistance to improve its economic situation; 2) if the decision on rehabilitation is made by the arbitration court at the proposal of the creditors; 3) by the decision of the arbitration court on the application of the debtor company about its insolvency, if it simultaneously offers convincingly and reasonably the conditions for its reorganization.
Depending on the depth of the crisis and the conditions for providing external assistance to the company, two types of reorganization are distinguished:
1. Reorganization of an enterprise in order to eliminate its insolvency without changing its status legal entity... Such reorganization provides for the following forms: a) repayment of the debt of a state enterprise at the expense of the budget; b) repayment of the company's debt at the expense of a bank loan that serves the debtor after a thorough audit of the latter's activities; c) transfer of debt to the account of another company that wished to participate in the debtor's resolution; d) issue of bonds against the guarantee of the sanator by the bank serving the debtor.
2. Reorganization of an enterprise with a change in the status of a legal entity. This form of reorganization is called reorganization of an enterprise and involves a system of measures associated with adjusting its organizational and legal form of activity (merger, acquisition, division, transformation into another form of management, lease, privatization). Undoubtedly, it is caused by a deeper crisis state of the company.
The development of the rehabilitation project involves the study of the financial and economic condition of the debtor and the identification of the reasons that caused it, the formation of the goal and methods of rehabilitation, the rehabilitation plan with the allocation of priority measures for financial recovery, the calculation of the project's effectiveness. At the same time, the basis for choosing one or another method of rehabilitation is the calculation of their effectiveness, determined by the ratio of the expected results and costs for carrying out the rehabilitation. The maximum resolution period set by the arbitral tribunal is 18 months.
3.4 Liquidation of the company
A firm is declared bankrupt if the measures taken in the course of its reorganization did not lead to the expected results. By decision of the arbitration court, a liquidation commission is created, which opens bankruptcy proceedings, appoints a bankruptcy commissioner and monitors his activities to satisfy creditors' claims.
The bankruptcy liquidation process includes: 1) appraisal of the firm's property both at book value and at market value; 2) determination of the liquidation estate (the market value of the property minus the exemption provided for by law); 3) choosing the most effective forms sale of property; 4) satisfaction of claims of creditors in a certain order; 5) drawing up a liquidation balance sheet after satisfying all creditors' claims and submitting it to an arbitration court.
If, according to the results of the balance sheet, there is no property left, the arbitration court makes a decision to liquidate the enterprise, and if the property remains after the creditors' claims are satisfied, then the company is considered free of debt and can continue its business activities.
From the moment the bankruptcy proceedings are opened, the alienation of the debtor's property and the repayment of his obligations are not allowed, except in cases stipulated by law. The purpose of bankruptcy proceedings: 1) proportionate satisfaction of all claims of creditors; 2) declaring the enterprise free from debt; 3) protection of the warring parties from illegal actions in relation to each other.
The bankruptcy commissioner, comparing the assets and debts of the debtor, determines the bankruptcy estate and sells the property.
The law protects security interests. It is established that payments to creditors to pledgees are not suspended upon the commencement of bankruptcy proceedings; property that is the subject of a pledge is not included in the bankruptcy estate; liabilities secured by a pledge are extinguished out of competition from the debtor's property. The bankruptcy estate out of turn covers the costs associated with the bankruptcy proceedings and the continuation of the functioning of the debtor company.
To satisfy claims against bankruptcy, the following priority has been established: 1) reimbursement of expenses of an arbitration court, liquidation commission, bankruptcy proceedings, claims of creditors secured by a pledge; 2) obligations to the employees of the company; 3) repayment of tax arrears and payments to the budget, insurance and pension funds; 4) claims of creditors not secured by a pledge.
The creditors' claims not satisfied due to the insufficiency of the bankruptcy estate are considered to be extinguished. Claims not recognized by the bankruptcy commissioners are also considered to be extinguished, if the creditors do not dispute this in an arbitration court or if this court itself has recognized the claims of creditors as unfounded.
4. Key factors of crisis management
4.1 Risk management
The risk arises if, in the implementation of any economic event there is a possibility of using alternative approaches with a known probability of successful consequences of each of them. Risks and uncertainties are important attributes of a market-based way of doing business. Uncertainty is viewed as a condition of a situation in which the likelihood of a potential outcome cannot be assessed. The concept of risk in economic sense covers the amplitude of fluctuations, on the one hand, losses, the probability of which is associated with the presence of uncertainty (lack of information, its unreliability), and on the other hand, benefits (profit) that can only be obtained from actions associated with risk.
The risk level is the ratio of the amount of possible damage to the costs of preparing and implementing the risk solution. A manager must be able to take risks, that is, carefully, without exaggerating the danger of achieving the intended goals, of course, while respecting the boundaries of the legitimacy of risk. He must compare the expected economic benefits and possible losses due to risky actions.
The stages of the process of developing and implementing risk decisions include: 1) information analysis, containing monitoring of external and internal environment, identification of new sources of risk and correction of known factors; 2) diagnostics of the situation, where the main emphasis is on taking into account the reasons causing the change in risk, their ranking and assessment of losses (benefits) under certain parameters of the situation; 3) development of options for solutions with consideration for each of them possible negative manifestations of risk; 4) adoption, organization and implementation of the risk solution.
The main means of influence in risk management: 1) management strategy - a policy that ensures the legitimacy and admissibility of a specific type of risk; 2) the criteria for choosing a risk solution, namely, the development of risk limits, the dynamics of losses (increase) depending on the volume of sales, the amount of costs, price changes, inflation; 3) development of ways to minimize losses, compensate for the negative consequences of risk decisions, insurance and other opportunities to protect against risk; 4) assessment of efficiency, as the ratio of missed opportunities or losses to the costs of risk management.
4.2 Innovation and investment policy in anti-crisis management
Financial investments in the development of enterprises are subdivided into investments, innovations and capital investment... The innovative activity of an enterprise is a system of measures for the use of scientific, scientific, technical and intellectual potential in order to obtain a new product or technology for its production. There are two types of innovations: product and process innovations. Product innovation is the creation of a new product. Process innovation is the development of new production methods and technologies.
The innovation process, being part of the product life cycle, includes various stages, from research and development of a new technical idea, technology and ending with bringing it to industrial implementation, obtaining a new product and its commercialization. The final stage of the innovation process, associated with the development of large-scale production of new products, requires the reconstruction of production facilities, improvement of technology, personnel training, advertising activities. When making management decisions, one should take into account the degree of novelty of innovations, their potential, resource capabilities of the enterprise.
There are two types innovation strategy: 1) adaptive, when the company uses innovation as a response to changing market conditions in order to maintain its position in the market, that is, in order to survive; 2) competitive, when innovation is used as a starting base for achieving success, a means of obtaining competitive advantages.
An adaptive strategy is characterized by the concentration of efforts on partial changes, improvement of products, sales market, technology. But such a strategy deprives the company of the opportunity to see and use new production and market opportunities, to find new competitive advantages makes this strategy predictable for competitors. This problem is usually faced by enterprises with strong positions in the industry, who have not been able to abandon the usual approaches.
Competitive strategy is based on creativity and requires constant innovation and experimentation in ways to analyze and solve problems. Creativity has two important aspects: 1) personal flexibility, that is, the ability to change their own behavior under the influence of reality; 2) willingness to take risks.
An innovative infrastructure is understood as organizational, material, financial and credit, information base to create conditions for the development innovation activities, technological transfer, commercialization of scientific and technical products.
Investment is cash invested in entrepreneurial activity in order to improve production efficiency. Investments are divided into the following types: 1) venture - the issue of new shares in new activities associated with high risk; 2) direct - an investment in the authorized capital of a company in order to make a profit and participate in the management of this enterprise; 3) portfolio - the acquisition of securities and other assets of the firm; 4) annuities - investments in insurance and pension funds.
An anti-crisis investment strategy should be aimed at overcoming negative phenomena in the Russian economy. In managing the investment process, it is necessary to rely on the following: 1) the investment objectives (creation of new enterprises, technical re-equipment, modernization of equipment) must be clearly formulated; 2) it is necessary to select investment objects in accordance with the indicated priorities. So, in modern conditions the predominant direction of using budget funds is the creation of relatively small projects with a high rate of capital turnover and quick returns.
In the process of making investment decisions, the following stages can be distinguished: 1) assessment of the financial condition of the enterprise and the possibilities of its participation in investment activities; 2) justification of the amount of investment and the choice of funding sources; 3) assessment of future cash flows from the implementation of the investment project.
4.3 The human factor in crisis management
In the theory and practice of conflict management at enterprises, two strategies are known: 1) conflict prevention; 2) conflict resolution. The conflict prevention strategy aims to create such working conditions and a psychological atmosphere in the team, in which the occurrence of conflicts is minimized. The implementation of this strategy consists in carrying out a variety of organizational measures aimed at improving working conditions, creating a rational information system and the structure of the organization's management, the development of reasonable systems of remuneration for the results of work, ensuring strict adherence to internal regulations.
The conflict resolution strategy is aimed at ending the confrontation between the parties and finding an acceptable solution to the problem. This direction is associated with a clear explanation to employees of their rights, powers and responsibilities, coordination of the interests of various departments, the development of an incentive system, which excludes the collision of interests of various employees. Administrative methods of conflict management involve directive intervention in its process.
Anti-crisis management principles:
1) consistency, suggesting a coordinated approach to personnel management (selection and placement of personnel, their retraining and selection); 2) equal opportunities for representatives of all social, class, national and gender groups in the selection and placement of personnel; 3) respect for a person and his dignity; 4) team unity; 5) legal and social protection; 6) taking into account the long-term prospects of the firm; 7) integration and cohesion of the team, based on educating the team in the spirit of corporate, joint responsibility, understanding that everyone's personal fate depends on the survival of the company, on the correctly chosen development strategy.
5. State regulation of crisis situations
In modern conditions of transition to market relations, the object of state regulation is the agrarian business. First of all, for these purposes the state should use such an economic lever as pricing. It is necessary to enter collateral (guaranteed) prices for the main types of agricultural products and their use in the event that market prices fall below their level. This minimum price level for the manufacturer, guaranteed by the state, increases the protection of the commodity producer from market fluctuations, and, consequently, the stability of the development of the industry. Moreover, government services should regulate the parity between changes in mortgage prices for agricultural products and wholesale prices for resources of agricultural production.
In market conditions, the state should not pursue a pricing policy, but a policy of regulating the food market, creating economic prerequisites for the development of agricultural production in required volumes and proportions. In this case, the price should act as a means, and not an object of state regulation. Naturally, it is necessary to adjust the structure food products, and therefore, agricultural raw materials in accordance with the needs of the local population.
Therefore, you need Government program protection of domestic producers, which would provide them with the sale of a certain part of their products. The main agricultural raw materials and food products produced locally must be protected from competition from cheaper goods produced in other countries.
Summing up, it should be concluded that in Russia it is necessary to form an effective system of stimulating agricultural production, including tax, credit, and price systems. The state must take control of a vital sector of the economy - the agro-industrial complex of Russia.
In parallel with state support, it is necessary to improve and master the rational mechanism of functioning of agricultural enterprises, adapted to the market infrastructure, to introduce a mutually beneficial, fair character economic relations these agrarian formations with enterprises of fund-producing and processing industries, trading companies.
The use of pledge (guaranteed) prices for agricultural products should not be extended only within the limits of quotas established by farms for specific types of products, as recommended by individual economists, which would inevitably lead to contractual relations between the producers themselves, meaning the possibility of repurchasing products by the farm, “do not having got "the quota volume from commodity producers, the production of which has exceeded the adjusted quota.
Lending policy is another important lever of government regulation. First of all, it is necessary that the basic principles of lending are strictly followed: repayment, urgency, chargeability. We must not continue to make mistakes in banking policy, which would lead (as was the case in the 70s and 80s) to financial irresponsibility and indiscipline. It must be understood that the practice of writing off any debt is in itself absurd. It is better to use the funds allocated for debt cancellation to create more favorable conditions for the development of production, increase its efficiency and, on this basis, ensure the likelihood of loan repayment.
The banking system is a two-tier structure: tier 1 - the central bank; Tier 2 - commercial, mortgage (loans secured by real estate), innovative (loans for innovations), managed by the central bank. A commercial bank is financial enterprise who buys and sells money for the purpose of generating income. Lending is the process of lending money on certain terms. A loan is an amount of money that is lent under certain conditions.
For passive operations, the bank accumulates temporarily free funds. The liability includes current accounts (deposits), time deposits, the bank's own capital. The liability determines the bank's liabilities, since claims for such an amount can be presented by its depositors. The bank's active operations are related to the placement of loans. The asset includes a minimum of cash, reserves, loans and discounted bills, government securities. The asset characterizes the financial capabilities of the bank. Balance means the equality of assets and liabilities of the bank.
The central bank performs following functions: 1) bears full responsibility for the organization and state of the monetary system in the country; 2) as a strategy, creating conditions for the non-inflationary development of the economy.
Finally, the taxation system is of great importance in stimulating production. Here, it is necessary not only to strengthen the agricultural sector with the help of preferential taxation, but also to protect the final products of the agro-industrial complex from external intervention of food products by tightening tax duties and quotas. The latter circumstance contributes to an increase in the competitiveness of local producers, the preservation of jobs in the agricultural sector, and the preservation of foreign exchange funds. Of course, the role of the land tax must change in this system. Today land tax is calculated on the basis of the amount that the landowner can pay, but not the surplus income from a better location and higher fertility of the land.
It is necessary to move from the use of taxes as a means of forming budgets to their preferential use as a means of stimulating economic and investment activities. The size of the tax should be such that, on the one hand, it does not push the producer to hide income and does not cause apathy for improvement. production process, and on the other hand, “filled” the state budget to a level that would ensure the process of governance in the country and social protection of compatriots.
The historical experience of the USA and Western European countries testifies that the reduction of tax rates to reasonable limits led in these countries to an increase in the absolute amount of funds received as taxes. This is due to the expansion of the taxable base as a result of improved policies to stimulate production and, as a result, an increase in production volumes and incomes of producers. In addition, the richer the society as a whole, the less funds the state needs for social protection of citizens.
Varying the size of interest rates on certain types taxes, the state either increases the flow of investment in production, or restrains it (in a saturated market). Thus, the progressive taxation of personal income with more modest deductions from profits (and according to the existing legislation, profits allocated to the development of production are not taxed at all) encourages producers to direct funds into production, thereby withdrawing them from the taxable base, and vice versa.
All taxes in Russia are divided into three levels: federal, regional (republican, regional) and local. Federal taxes include: value added tax, excise taxes, tax on securities transactions, customs duties, payments for the use of natural resources, income tax, personal income tax, state duties, taxes on road funds, etc. Regional taxes include: tax on property of enterprises, payment for water for enterprises, etc. Local taxes include: advertising tax, land tax, property tax on individuals, trade fees, etc.
All the listed taxes, according to the method of their collection, can be divided into direct and indirect. Direct taxes are directly levied on a specific taxpayer at predetermined rates depending on the level of the taxable base. Indirect taxes are not levied on a specific manufacturer, but are included in the cost of products and are passed on to the consumer of this product (services). These primarily include excise taxes and value added tax.
