Organizational crisis, causes, types and consequences. Types of organizational crises, phases and possible consequences Crises in the development of the organization

John Maynard Keynes wrote that there is a characteristic feature in the economic cycle, namely a crisis, which he defined as a sudden and sharp, as a rule, change from an upward trend to a downward trend, while such a sharp turn often does not occur during the reverse process.

K.-F. Herman calls the crisis an unexpected and unforeseen situation that threatens priority development goals, with limited time for decision-making. This is a sharp change in activity, the consequences (parameters) of which can be measured: a decrease in sales, a fall in stock prices, social conflicts, etc.

A crisis is a negative, profound and often unexpected change, but at the same time it brings new opportunities for development. Crises are the basis of the learning of economic systems. The crisis reveals something that is invisible in a normal situation. It sets in motion the forces that contribute to the development of the system.

A.A. Bogdanov said that in order to resolve the crisis, economic systems transform, cease to be what they were, connecting into a new system or separating into separate complexes.

During periods of economic prosperity, the new grows, but the old does not collapse either, but sooner or later the accumulation of internal instability comes to a crisis, which usually erupts under the influence of an external shock.

The main function of the crisis is the destruction of those elements that are the least stable and viable, that most disturb the organization of the whole. There is a simplification of the system and an increase in its harmony.

In the economy, the crisis is destroying many of the weakest and least expediently organized enterprises, discarding outdated modes of production, outdated forms of enterprise organization in favor of methods and forms that are more modern than they are. The general downfall also carries away many advanced enterprises.

Summarizing the existing ideas about crises, we can draw the following conclusions:

• crises are inevitable; these are regular, naturally repeating stages of the cyclic development of any system. Crises can also arise as the accidental result of a natural disaster or a major mistake;
• crises begin when the potential for progress of the main elements of the system is basically exhausted and the elements of a new system representing the future cycle have already been born and begin to fight;
• there are phases of the economic cycle;
• crises are progressive for all their painfulness, since the crisis performs three most important systemic functions:
  • a) a sharp weakening and elimination of obsolete (unviable) elements of the dominant, but already exhausted, system;
  • b) clearing the road (space) for the approval of the elements (initially weak) of the new system, the future cycle;
  • c) strength testing and inheritance of those elements of the system that accumulate and pass into the future.

You can make the following classification of organizational crises and distinguish three types of enterprise crises (Fig. 13.1):

Rice. 13.1.

Crisis of strategy less noticeable. The position of the enterprise at a given moment in time may seem quite satisfactory, but failures in the development of the enterprise begin to occur, the potential for success decreases, and protective capabilities in the competitive struggle weaken.

Crisis situations can arise at any stage of the organization's activity, both during the period of formation and development, and during the period of stabilization and expansion of production, and, finally, at the beginning of a recession.

The world market economy knows no examples of organizations that have not been affected by crisis situations in one way or another.

In relation to the organization, crises can be classified as follows:

• - Technological - in the event of which outdated equipment and technologies do not allow the production of high-quality, competitive products, which leads the organization to financial losses;
• - Social - arises as a result of conflicts between employees or their groups, including between employees and the administration, as well as as a result of managerial conflicts in the management apparatus, etc. These conflicts lead to the adoption of inefficient decisions and to loss of time in the production itself;
• - Financial - arises as a result of irrational use of own capital. Own capital - the capital of the enterprise, including the contributed (paid) capital and retained earnings and borrowed funds, inefficient use of the profits, which again entails the financial problems of the organization.
• - Organizational - arises as a result of the imperfection of the production management structure and the structure of the management apparatus in the organization, inefficient distribution of duties, rights, powers and responsibilities between management levels, divisions of the apparatus and internally between performers;
• - Information - is a consequence of a situation in which the information received does not reflect the changes taking place in the market, does not sufficiently accurately reflect the state of affairs in the organization itself. All this causes the emergence and increase of various types of losses;
• - The crisis of interaction - between the owners of the organization or with the authorities, contradictions in their interests, which does not allow for an effective policy and, as a result, brings significant losses to the organization.

Ultimately, these crises are closely related to each other and, as a rule, affect the finances of the organization.

Consider the phases of possible development and overcoming crises in the organization:

Phase I - recession (decrease in indicators characterizing the results of financial and economic activity) due to external market factors.

Phase II - further deterioration of performance under the influence of internal causes in the organization (without deterioration of external conditions in the market).

Phase III - depression - the organization's adaptation to new business conditions at a lower level of income (subject to the adoption of priority anti-crisis measures).

Phase IV - the restoration of financial balance, the revival of production - the restoration of production and sales of products to the pre-crisis level.

Phase V - production growth, acceleration of the economic development of the organization, increase in sales and sales in the short term.

Phase VI - maintaining a new economic level of development of the enterprise, its sustainability in the long term, creating conditions for self-financing.

The results of the onset of the crisis may be different.

Properly implemented crisis management can mitigate the impact of a crisis and restore the viability of an organization in order to preserve it. An organization may be updated while maintaining the owners and managers, or the organization may be restructured (merger, division, accession, spin-off). Under other provisions, a crisis may lead to the complete liquidation of the organization or to a change in ownership and modification of the organization's functioning.

However, it should be borne in mind that a crisis in an organization does not have to lead to negative consequences.

The real consequences of approaching the crisis state of the organization are divided into:

Positive: mitigation of the crisis, financial recovery of the organization, restructuring of the organization.

Negative: intensification of the crisis, liquidation of the organization, sale of the organization's property, transition to a new crisis.

In any organization there is a danger of a crisis situation, even when the crisis is not closely observed, since the function of the organization (in the production, financial, investment areas) is always associated with risks (business, financial, interest, economic, etc.). This is established by the fact that the organization exists in a socio-economic system that is formed cyclically, in a spiral, because people and their needs, the interests of society, equipment and technology change, new products appear.

Based on this, the manifestation of crisis situations in an organization requires the management (owners) to take decisive measures in order to maintain themselves in the market, because otherwise the organization will be liquidated. From this position of the bankruptcy procedure, the organization is to ensure the evolution of production, the development of the new, the obsolescence of the old, the constant development of the economy. The bankruptcy of organizations is an obligatory attribute of a market economy, which brings a positive, healing beginning. At the same time, the institution of bankruptcy is a suitable tool for the redistribution of property.

Crisis (from Latin - fracture, upheaval) is a transitional state in which the existing means of achieving goals become inadequate, resulting in unpredictable situations and problems that pose a threat to the basic interests of a company or person and cause great damage to reputation.

A crisis is both the cessation of a normal production process and unforeseen events that threaten the stability of the company, its financial stability, and reputation.

A crisis is an event due to which an organization finds itself in the center of not always benevolent attention of the media and other target audiences who, for one reason or another, are interested in the actions of the organization.

Scholars point to many dimensions of what a crisis is for an organization. Ole R. Holsti, author of several articles on crisis theory, defines a crisis as "situations characterized by surprise, high threat to important values, and short decision times."

Thierry C. Pochan and Iain J. Mitroff use this definition: "A collapse that physically affects the system as a whole and threatens its basic assumptions, its subjective sense of self, the core of its existence." Moiseev V. PR: theory and practice. - M., 1999.

However, a better definition is given by Pacific Telesis, the parent company of Pacific Bell. Her crisis communication guide states that a crisis is "an extraordinary event or series of events that adversely affects the integrity of a product, the reputation or financial stability of an organization, or the health or well-being of employees, the community, or society as a whole."

Crises are not always unexpected. One study by the Institute for Crisis Management, Indiana, found that only 14% of business crises are unexpected. The remaining 86% are what the Institute called "smoldering" crises, where the organization is aware of a potential business failure long before the public knows. The study also found that management - or in some cases lack of management - was responsible for 78% of crises. Olshevsky D. Anti-crisis PR. - St. Petersburg: Peter., 2003.

The crisis of the organization is an extreme aggravation of relations within the organization or relations of the organization with the external environment. A crisis can occur at any stage of an organization's activities.

The most severe crisis of the organization is bankruptcy. However, before bankruptcy, the organization goes through several stages: temporary insolvency, long-term insolvency, chronic insolvency.

It is common to compare the development of an organization with human life. This comparison is presented in table. one.

Table 1. Comparison of the development of an organization with human life

The following types of organizational crises are distinguished:

1.Technological (production). Occurs when outdated equipment or technology does not allow to produce products of adequate quality or leads to an increase in costs.

2.Social (social management). Arises as a result of conflicts between workers, their groups, workers and administration. A large number of conflicts leads to a drop in management efficiency, as well as a decrease in labor productivity.

3.Financial. Arises as a result of irrational use of available financial assets.

4. Organizational. It arises as a result of the imperfection of both the structure of the management apparatus and the structure of the organization itself.

5.Informational. It arises if the information received by the organization does not accurately or incompletely characterize the state of affairs in the organization itself or outside it.

6. Crisis of interaction between the owners of the organization or between the owners of the organization and the authorities. Arises due to contradictions in interests, can significantly reduce the efficiency of the organization.

In reality, the crises listed above are often closely related to each other, they can cause and reinforce each other. For example, the management of the organization may receive incomplete information about the technologies used in the industry, an information crisis arises. The lack of information about technologies slows down the renewal of the production base of the enterprise, a technological crisis occurs. Employees who are aware of the situation at other enterprises in the industry express dissatisfaction, and a social crisis arises. The management of the organization, realizing the need to take urgent measures to modernize production, makes a rash decision to purchase new equipment, which subsequently turns out to be unsuitable for this enterprise. However, large sums of money have already been spent, a financial crisis is emerging.

With a favorable outcome, the crisis situation in the organization develops in the following sequence:

1. Decline. Deterioration of indicators characterizing the financial and economic activities of the organization.

2. Depression. Adaptation of the organization to function in adverse conditions.

3. Revitalization. Recovery of indicators to the pre-crisis level.

4.Growth. Positive dynamics of indicators, transition of the organization to a new level of development.

For a favorable outcome of crisis situations, it is necessary to have reserves for their successful overcoming. However, even significant reserves will be useless without an effective management system that will allow the organization to operate in a crisis.

An important role in resolving organizational crises belongs to the state. State anti-crisis management is carried out in the following areas:

1) improvement of legislation on the insolvency of enterprises;

2) support for insolvent enterprises operating in innovative or socially important industries producing goods;

3) preventing the onset of a crisis of non-payments;

4) improvement of the activities of arbitration courts and arbitration managers.

In Russia, state anti-crisis regulation is carried out by the Federal Financial Recovery Service (FSFR). This service has the following main functions:

1) analysis of the state of insolvent organizations and preparation of recommendations for eliminating insolvency;

2) determination of criteria for assessing the solvency of organizations;

3) accounting for insolvent organizations;

4) acting as a representative of the owner of a state-owned enterprise;

5) participation in the bankruptcy procedures of organizations;

6) analysis of the activities of arbitration managers and consideration of complaints against their actions.

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Organizational crises can be classified as:

Technological (production) - when it occurs Outdated equipment and technology do not allow to produce high-quality and competitive products, which leads to financial losses;

Socio-managerial - arises as a result of the appearance of conflicts between workers or their groups, between workers and administration, managerial conflicts in the management apparatus, which

leads to making inefficient decisions and wasting time in production itself;

Financial - arises as a result of the irrational use of equity and borrowed funds, inefficient use of profits, which entails financial problems;

Organizational - arises as a result of the imperfection of the production management structure and the structure of the management apparatus in the organization, inefficient distribution of duties and responsibilities between management levels and internally between performers;

Informational - is a consequence of a situation in which the information received does not reflect the changes taking place in the market, does not sufficiently accurately reflect the state of affairs in the organization itself, which causes the occurrence and increase of various types of losses;

The crisis of interaction between the owners of the organization or with the authorities, which does not allow for an effective policy and, as a result, brings significant losses to the organization.

Ultimately, these crises are closely related to each other and, as a rule, affect the finances of the organization.

Phases of possible development and overcoming of crises in the organization are presented in fig. 12.

Crises can be caused by one another, or a chain reaction can occur when one crisis that has arisen causes another, and then a third and 1.D.

Economic theory testifies that a crisis state is possible for any organization in the process of its evolution and indicates the accumulation in it of a certain critical mass of constraining factors, the elimination or activation of which is necessary to continue the process of reproduction (organization functioning) or its transition to a new quality.

Decline (decrease in indicators characterizing the results of financial and economic activities) due to external market factors

Phases of possible development and overcoming crises

Further deterioration of performance results due to internal causes in the organization (without deterioration of external conditions in the market)

Depression - adaptation of the organization to new business conditions at a lower level of income (subject to the adoption of priority anti-crisis measures)

Restoration of financial balance, revival of production - restoration of production and sales of products to the pre-crisis level

Growth in production, acceleration of the economic development of the organization, increase in sales and sales in the short term

Maintaining a new economic level of development of the enterprise, its sustainability in the long term, creating conditions for self-financing

Rice. 12. Phases of possible development and overcoming crises in the organization

As a rule, an organization enters a crisis state for a rather long period as negative factors accumulate. The way out of a crisis state can be both instantaneous (stepwise) as a result of a one-time action (capital investment, acquisition, change of field of activity, crushing, etc.), and long-term.

The theory of economic equality formulated by K. Marx and F. Engels

The pesia of the capitalist (competitive market) system of economy was consistent with the ideas of Newtonian mechanics about equilibrium.

Such a model of economic processes makes it possible to rather successfully analyze the internal factors of the functioning of an organization and, abstracting from the external environment, develop optimization models for managing an organization. This makes the organization a self-repairing element of the larger macrosystem. Such a model of the equilibrium functioning of the organization as a whole satisfies the necessary accuracy of economic calculation and can be used as a base model at the micro and macro levels. However, one cannot but take into account that the development of an organization presupposes an inequality of opposing economic forces (factors) and the presence in the system of a resultant force (factor) of a pro-pressive direction. This phenomenon coincides with the conclusions of the theory of ka-ystrophes, which admits that economic systems do not have to be in equilibrium. In practice, this is manifested in the fact that an industrial organization, while developing, goes through various stages of its life: 1) growth; 2) stabilization; 3) stagnation; 4) restructuring; 5) growth in a new quality.

At the stage of predominance in the organization of one of the forces (when the resultant is not equal to zero), the system is destroyed, stagnation (3rd stage), turning into chaos (4th stage). A long stay of an organization in the state of the fourth stage in the absence of pronounced constructive forces can lead to its complete destruction (bankruptcy). The third and fourth (and the initial part of the fifth) stages of the life cycle of an organization outline its crisis state; management in which has specific features that give reason to single it out in a separate form called "anti-crisis management".

At the 3rd and 4th stages, in the course of the implementation of anti-crisis management, the internal and external forces of the economic organization are regrouped, as a result of which the balance is reorganized at a new level of quality.

In modern literature, there is a different division of the cycles of development and extinction of the organization. Basically, 5 stages (states) are distinguished in the cyclic activity of or- lization (Fig. 13).

In each of these states, there is a different degree of danger of a change in the quality of the organization, a transition to a period of crisis functioning, which is due to both internal and external factors of its environment. The degree of predisposition of the state of the organization to the transition to a different quality determines the degree of its crisis.

43 2) patent- 3) violeite- 4) commutane g- 5) lethaleite- state state eva- riza - tion of or- ganization and za- on the market (agdoc. Ganization is taking place. warfare is oppressive, its structural and the termination of a certain strategy) the objective improvement of the existence of a segment of growth, disintegration in the former market; colin small organisms as a qualitative lowering, spices cializing on individual products / Growth Stabilization; tion ^-^.

Stagnation / Growth Perestroika. / -? Rice. 13. The relationship of the life cycle and the cyclic activity of the organization

The crisis state of an organization is described by complex mathematical dependencies that characterize the ambiguity of the results (functions) from changes in internal and external parameters (arguments). Quite common are the ambiguous consequences of the same management actions at different points in time.

According to the theory of catastrophes, the effectiveness of anti-crisis management essentially depends on the sequence of management actions.

In anti-crisis management, one of the fundamental points is to determine the degree of stability of the organization (inertia). This is due to the need to find out how far from the point of disaster the organization is in order to correctly determine the appropriate course of action.

There are four main types of crisis in unprofitable organizations: experience, costs, financial, management (Table 6).

Table 6

The main types of crises of unprofitable organizations4) Crisis rot Enterprise actions Causes 1st sale The enterprise cannot sell its products in the volumes necessary to achieve the level of break-even production Non-competitiveness of products, poor marketing and lack of effective demand great costs The cost of production at the enterprise is higher than the average market, which forces the enterprise to either sell products at inflated prices, which, in turn, leads to a sales crisis, or trade at a loss, which inevitably leads to bankruptcy Excessive energy and material consumption of products, imperfection of technological processes, low labor productivity, management errors etc. Financial crisis The enterprise does not pay off its obligations, as it does not have enough money to resume production, pay taxes, pay wages, pay for electricity, utilities, etc. Inefficient financial management, absence of a financial manager in the staff Management crisis The enterprise experiences a shortage of qualified management personnel at all levels When a crisis occurs at an enterprise, the most experienced and qualified employees leave it first of all. In practice, as a rule, an enterprise faces all four types of crisis simultaneously. The task of the anti-crisis manager is to analyze the features of the development of the crisis at a particular enterprise and develop the most rational exit strategy and I.

With this in mind, it is important to determine the goals and scope of the application of bankruptcy institutions, as well as to provide other measures to influence the current situation, primarily through the financial recovery of enterprises. In addition, there is a danger of an inadequate assessment of the probability of bankruptcy of an enterprise - primarily due to the lack of reliable rating estimates of its creditworthiness. Therefore, it is necessary

It is necessary to improve the methodology for calculating these estimates in relation to Russian conditions.