Types of crises in the organization. Types of organizational crises, phases and possible consequences. Types, phases and cycles of crisis in the organization

A crisis is a state in which the existing means of achieving goals become inadequate, resulting in unpredictable situations and problems.

A crisis is an acute, unstable situation that has negative consequences. At the same time, it should be noted that there is another idea of ​​the crisis, according to which a critical situation is associated not only with destruction, but also with renewal and development.

A necessary element of anti-crisis management is the theory and practice of risk management. It is generally accepted to understand a possible danger as a risk; the threat of loss; act at random in the hope of a happy accident.

Risk (in a broad sense) - the possibility of the occurrence of circumstances that cause: uncertainty or impossibility of obtaining the expected results from the implementation of the goal; causing material damage; danger of loss, etc.

Risk (in the narrow sense) is the measurable probability of incurring losses or missing out on benefits.

Some characteristic signs of risk:

refers to the future: if the factor (cause) of the risk has come, then this is no longer a risk, but a probability that has happened;

the threat of negative consequences (the consequences of various risks can vary from negligible to catastrophic);

always indefinite; it is impossible to accurately predict the moment (and even the fact itself) of the occurrence of a risk;

quantification is possible.

Thus, it is necessary to distinguish between such concepts as "risk" and "crisis". Risk is any likely threat that can be prepared for in advance and systematically. A crisis is understood as an extremely dangerous unstable situation that has arisen (or is developing), requiring an immediate response. This approach makes it possible to distinguish between "crisis management" and "risk management". At the same time, in recent years abroad and in domestic practice, there has been an ever closer mutual influence and integration of methods of anti-crisis management and risk management.

Typology of crises

There are two methods of constructing a typology of a particular phenomenon: formal and pragmatic.

The formal method consists in moving from theory to practice and includes two stages: building, according to a certain principle, a scheme of features (criteria) for typing a phenomenon; definition of types of the phenomenon on signs of typification.

For each feature, several types can be distinguished. Their number is determined by the number of criterion values ​​of a particular feature. For example, if stages of a crisis are chosen as a sign of typification of crises, then in a concept that provides for three stages of a crisis, three types of crises will be distinguished; and in theories that divide the development of a crisis into four (five, six) stages, there will also be four (five, six) types of crisis on this basis.

Further, it is assumed that the phenomenon can be typified by several features simultaneously. If the use of some typification feature is incompatible with other features, then this feature should be singled out separately, and the types of the phenomenon defined by this feature form a special group. The types of the phenomenon identified by all other features will be characterized by the criterial values ​​of all these features (initial economic national crisis, developed financial regional crisis, etc.).

With regard to human activity, the formal method of typing is not very productive: practice here does not always "fit" into theory, and any theory is relatively correct in very limited time and space frames.

The pragmatic method of typification consists in moving from practice to theory and consists in analyzing practice, determining existing types of phenomena, and then, with the accumulation of sufficient empirical material, in developing a real typology. This approach is based on taking into account such types of crises, the reality of which is confirmed by the practice of anti-crisis management.

Currently, both methods of typing crises are used. At the same time, it is necessary to keep in mind that human activity, in particular, in the field of anti-crisis management, changes and develops very quickly, and the typology of crises can change.

Classification of crises depending on such criteria as the scale of the object of the crisis and the nature of the crisis:

Crises of organizations

Organizational crises reflect the organization's own rhythm, which often does not coincide with the rhythms of general development or the development life cycle of other organizations. Each organization has its own development potential, its own conditions for its implementation and is subject to the laws of cyclical development of the entire socio-economic system.

The causes of the crisis of the organization include the following factors:

specific

internal

• loss of controllability

  restructuring, reorganization

  entry into the risk zone

  ecological environment

  competition

  uncertainty of the situation

  development cycle.

The crisis of the organization contains a threat to the economic entity. However, among specialists there is no single point of view regarding the essence of the crisis of the organization. In its most general form, an organizational crisis can be defined as a situation that threatens its goals, viability, or existence.

Sudden crisis - an unforeseen and sudden disruption of the economic activities of the organization.

Sudden crises can be divided into two subtypes:

crisis of continuity (uninterrupted) activity of the organization due to a catastrophe or accident;

a crisis of reputation (trust, publicity), which is understood as an unexpected negative event (a series of events) that causes intense and undesirable discussion in society, damaging the reputation of the organization, leading to a disruption in its normal functioning, a decrease in the profitability or competitiveness of the organization.

A smoldering crisis is a problem that has hidden and developed in an organization, but which, until the moment of its discovery, was not known either inside the organization or outside it, and which can lead to expenses, losses and other threats exceeding any expected size.

The main causes of smoldering crises include:

violations of safety standards established by the state (fire, sanitary, environmental, etc.);

consumer dissatisfaction with the quality of goods and services, prices;

investigations by state or local authorities (fiscal, supervisory, control, etc.);

sabotage or blackmail by the threat of publicity/lawsuits from disgruntled/fired employees;

the presence of serious internal problems that were hidden from stakeholders, shareholders, consumers, investors.

The development of a smoldering crisis, as a rule, is a long process consisting of several stages.

The first stage, called the crisis of strategy, is characterized by the ineffectiveness of the organization's functioning strategy chosen by managers or the absence of a strategy at all. The reasons for the strategic crisis are incorrect management decisions in the core business, in the choice of clients, in determining the key success factors.

The structural crisis is expressed in the inadequacy of the structure of the organization to the parameters of the external economic environment and is the result of making incorrect strategic decisions.

The unresolved problems of the structural crisis immediately leads to a monetary crisis (crisis of profitability), in which strategic and structural miscalculations contribute to a drop in profits. It is at this stage that management usually tries to implement a program of short-term actions in order to solve or hide problems.

If the measures noted above are unsuccessful, then a liquidity crisis arises. Short-term actions of management do not solve fundamental problems and lead to a lack of funds.

If during the development of the crisis no anti-crisis measures were taken, then this inevitably leads to the next stage - insolvency. It is at this stage that the compulsory procedures of the insolvency (bankruptcy) legislation are applied.

Quality control

The crisis of organizations: essence, types and main causes of occurrence.

The crisis of socio-economic development is an extreme aggravation of contradictions in the socio-economic system (organization), threatening its viability in the environment.

From the position of the Theory of regulation, crises can be classified as follows:

· crisis as a result of an "external" shock - a situation where the continuation of the economic development of a particular geographical community is blocked due to a lack of resources associated with natural or economic disasters;

· cyclical crisis as a phase of elimination of tensions and disequilibria accumulated during the rise in economic mechanisms and social processes;

Structural (large) crisis, when economic and social dynamics come into conflict with the way of development, which gives it a constant impetus, that is, any case of the manifestation of the contradictory nature of the long-term reproduction of the system as a whole;

· the crisis of the regulation system, when the mechanisms associated with it are unable to change the unfavorable market processes, although the accumulation regime remains quite viable;

· The crisis of the mode of production is characterized by an aggravation of the contradictions that develop in the depths of the most important institutional forms that determine the mode of accumulation. This is a situation when the entire dynamics of the reproduction of this particular economy is blocked.

The cyclical trend in the development of the organization reflects the periodic onset of crises. Crises are not necessarily destructive, they can occur with a certain degree of severity, but their onset is caused not only by subjective, but also by objective reasons, by the very nature of the socio-economic system.

1.1 Causes of crises

The causes of the crisis may be different. They are divided into objective, related to the cyclical needs of modernization and restructuring, and subjective, reflecting mistakes and voluntarism in management, as well as natural, characterizing climate phenomena, earthquakes, etc.

The causes of the crisis can be external and internal. The former are related to the trends and strategy of macroeconomic development or even the development of the world economy, competition, the political situation in the country; the second - with a risky marketing strategy, internal conflicts, shortcomings in the organization of production, imperfection of management, innovation and investment policy.

The bankruptcy of an enterprise is the result of a simultaneous joint negative effect of external and internal factors, the share of the "contribution" of which may be different. So, in developed countries with a stable political and economic system, 1/3 of external factors are involved in bankruptcy and 2/3 are internal. For Russian enterprises, it is difficult to prioritize any of the noted factors. And yet, at present, even taking into account the low business activity, the financial condition of enterprises is more influenced by external factors. Of these, the main factor - political, economic and financial instability - causes uncertainty of entrepreneurs in the success (and even the possibility) of activities, is reflected in all components of the organization: production, logistics, sales of products. High inflation rates in Russia should also be included in this priority group of factors.

A crisis- this is an extreme aggravation of intra-production and socio-economic relations, as well as the organization's relations with the external economic environment.

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, etc.

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

Crisis situations are primarily expressed in fluctuations in the volume of production and sales of products, the growth of accounts payable to suppliers, banks, tax authorities, in a shortage of working capital, etc., since these are the reasons that serve as a prerequisite for the emergence of a state of insolvency of the organization.

Before bankruptcy, organizations go through a number of stages of the state from episodic (temporary) inability to fulfill their obligations in full and on time to long-term, from long-term to chronic inability, from chronic to crisis and hopeless condition, i.e. complete financial bankruptcy.

Considering various types of organizational crises, researchers pay the most attention to the financial crisis of organizations. Finances, financial flows are like blood (as a carrier of oxygen to all parts of the body) in a living organism, which ensures the vital activity of all organs.

That is why it is possible, with a certain degree of conditionality (assumption), to compare the functioning, "disease" and "treatment" of organizations with human development, which can be traced by the model below.

In countries with developed market economies, when recognized as insolvent, organizations are included in the "black list" - a register of insolvent organizations and their owners with all the ensuing consequences: a drop in reputation, loss of partners, inability to receive loans and deferrals in payment for supplies, etc. With distrust also apply to the owners of these organizations who start a new business.

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

technological(production), in the event of which outdated equipment and technology do not allow the production of high-quality, competitive products, which leads the organization to financial losses;

social(social and managerial), arises as a result of conflicts between workers or their groups, including between workers and administration, managerial conflicts in the management apparatus, etc. These conflicts lead to the adoption of inefficient decisions and to loss of time in production itself;

financial, arising from the irrational use of equity and borrowed funds, inefficient use of profits, which again entails 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;

informational, which is a consequence of a situation in which the information received does not reflect the changes taking place in the market, does not accurately reflect the state of affairs in the organization itself. All this causes the emergence and increase of various types of losses;

interaction crisis 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, as a rule, affect the finances of the organization and are closely related to each other.

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

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

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

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

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

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

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

Crises can trigger one another, or there can be a chain reaction where one crisis triggers another, and then a third, and so on.

The danger of a crisis in the organization always exists, therefore, it is necessary to carry out analysis and, on its basis, constant monitoring in order to recognize, predict and prevent crisis situations.

The internal causes of a crisis in an organization may be the resulting imbalances and imbalances between:

V separate groups of own and borrowed funds and their placement in fixed and working capital;

V the volume of production and the volume of products sold;

the volume of sales of products and the monetary component of the proceeds;

income and volumes of short-term loans;

product quality and its price in the market;

the price of products and the costs of its production;

the level of technical equipment of the analyzed enterprise and its competitors;

accounts receivable and accounts payable;

V volumes of investments and incomes on them, etc. Some of these disproportions can be represented graphically.

So, Figure 1.1 shows the time change in the volume of production (V) and the volume of sales (R). On this model, one can trace the emergence of crisis symptoms at point P and further development of crisis phenomena at point K, which arise as a result of a decrease in sales volumes and overstocking of warehouses with finished products.

Rice. 1.1. Disproportions between the volume of production and sales of products and the emergence of a crisis

Rice. 1.2. Crisis and financial leverage

Fig.1.3. Disproportions between profitability and accounts payable and the emergence of a crisis

On fig. 1.2 and 1.3, a similar trend can be traced over time:

profits and short-term loans (see Figure 1.2). As the financial leverage decreases, pre-crisis symptoms appear, and the point of intersection of the curves under consideration indicates the onset of a crisis;

profitability and the share of accounts payable in the organization's balance sheet (see Fig. 1.3).

The decline in profitability and the growth of debt also lead to a crisis situation. According to the dynamics of changes in the ratio of other indicators for emerging symptoms, it is possible to diagnose the possibility of a crisis.

In the event of a crisis, it is necessary to have reserves to overcome them, as well as to own a management system to carry out the activities of the organization in the conditions of the onset of the crisis.

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

Properly organized management can weaken the impact of the crisis and restore the viability of the organization in order to preserve it. The organization may be updated while maintaining the owners and managers, or the organization may be restructured (merger, separation, accession, spin-off). Under other conditions, the crisis may lead to the complete liquidation of the organization or to a change in ownership and restructuring of the organization's functioning.

It should be borne in mind that a crisis in an organization does not necessarily lead to negative consequences.

In table. 1.1 classified the positive and negative consequences arising from the onset of a crisis in the organization.

Table 1.1

Possible consequences of the onset of a crisis state of the organization

The state should take on an important role in resolving crisis situations in organizations.

The main directions of state anti-crisis regulation are:

improvement of the legislative base on the insolvency (bankruptcy) of enterprises. For example, the third edition (2002) of this law is already in force;

providing state support to insolvent enterprises, primarily in the leading sectors of engineering, chemistry and the military-industrial complex;

the adoption by the Government of the Russian Federation of measures aimed at overcoming the crisis of non-payments on the part of the state bodies of the customer;

privatization and liquidation of debtor enterprises;

improving the activities of arbitration courts and increasing the efficiency of bailiffs;

creation of the institute of arbitration managers - self-regulating organizations of arbitration managers.

In Russia, the state body pursuing the policy of anti-crisis regulation is the Federal Financial Recovery Service (FSFR). This service should perform the following main functions:

analyze the financial condition of organizations that have signs of insolvency, prepare recommendations for their elimination;

to form provisions and criteria for assessing the solvency of organizations;

take into account insolvent organizations;

act as a representative of the owner of a state-owned enterprise, participate in the bankruptcy procedures of organizations provided for by law;

analyze the activities of arbitration managers and consider complaints about their actions;

conduct an analysis of the activities of self-regulatory organizations of arbitration managers.

Many Russian enterprises are in one stage or another of a financial crisis, this is primarily due to the fact that the country's economy is still only emerging from the systemic economic crisis.

In any organization there is a danger of a crisis situation, even when the crisis is not closely observed, since the activities of the organization (in the production, financial, investment areas) are always associated with risks (business, financial, interest, economic, etc.). This is determined by the fact that the organization exists in a socio-economic system that develops 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 radical measures in order to maintain themselves in the market, otherwise the organization will be liquidated.

From this position, the bankruptcy procedures of enterprises are to ensure the evolution of production, the promotion of the new, the obsolescence of the old, and the steady development of the economy. Bankruptcy of organizations is a necessary attribute of a market economy, carrying a positive, healing beginning. At the same time, the institution of bankruptcy is a convenient tool for the redistribution of property.

In 2000-2001 in Russia, more than 25,000 cases of bankruptcy of enterprises were considered, 18,000 cases were initiated, of which most ended in bankruptcy proceedings - the liquidation of organizations. In Germany in the same years, more than 50,000 cases were initiated, and 40,000 enterprises were assisted in restoring their solvency and transitioning to a new business. In the United States over the same period, more than 220,000 cases were initiated (this number is due to the active development of small and medium-sized businesses). Half of these enterprises ceased operations on their own initiative. And more than 200,000 new firms were formed.

From the above data it can be seen that in Russia, compared with foreign countries, the main way to resolve crisis situations of organizations (bankrupts) is their liquidation, this situation persisted in 2003 as well.

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.

An organization is a relatively separate structural link in the overall economic system. The criteria for such isolation are economic independence, organizational integrity (the existence of an internal and external environment), the presence of specialized information structures, the possibility of highlighting the overall result of work for the organization.

A separate firm, an enterprise, a joint-stock company, a bank, a company (insurance, tourism, etc.), as well as structural units of the public administration system, can be considered as an organization.

The stages of the emergence of a crisis can be represented by the following chain: causes - symptoms - factors.

The cause of the crisis is the events or phenomena that cause symptoms and then the factors of the crisis.

A symptom of a crisis is only an outward manifestation of the onset of the "disease" of an organization, but the causes of its occurrence lead to the "disease" itself - the crisis.

Crisis factor - an event or a fixed state of an object, or an established trend, indicating the onset of a crisis.

For example, in an organization, the reasons may be financial and economic miscalculations, the general state of the economy, low qualification of personnel, and shortcomings in the motivation system. The symptoms of a crisis are the appearance of the first signs of negative trends, the stability of these trends, business conflicts, the growth of financial problems, and others. Then the crisis factors will be a decrease in product quality, a violation of technological discipline, growth and a large debt on loans, etc.

From the point of view of the impact on the organization, the causes of the crisis can be classified into external and internal. External determine the impact of the environment in which the organization exists, and the occurrence of internal causes depends on the situation in the organization itself. External causes are determined by the state of the economy, the activities of the state, the state of the industry to which the organization in question belongs, as well as the impact of the elements. The internal causes of the crisis may be the resulting disproportions and imbalances between the volume of production and the volume of products sold, income and volumes of short-term loans, the quality of products and their price in the market, the price of products and the costs of their production, etc.

Organizational crisis: its types, phases and consequences

A crisis is an extreme aggravation of intra-production and socio-economic relations, as well as the organization's relations with the external economic environment.

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 (production) - 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 (social management) - 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 the irrational use of equity Equity- the capital of the enterprise, including the contributed (paid) capital and retained earnings and borrowed funds, inefficient use of the profits received, 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;

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. 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 organized management can weaken the impact of the crisis and restore the viability of the organization in order to preserve it. The organization may be updated while maintaining the owners and managers, or the organization may be restructured (merger, separation, accession, spin-off). Under other conditions, the crisis may lead to the complete liquidation of the organization or to a change in ownership and restructuring 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.

Possible consequences of the onset of a crisis state of the organization:

Table 1.

In any organization there is a danger of a crisis situation, even when the crisis is not closely observed, since the activities of the organization (in the production, financial, investment areas) are always associated with risks (business, financial, interest, economic, etc.). This is determined by the fact that the organization exists in a socio-economic system that develops 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 radical measures in order to maintain themselves in the market, otherwise the organization will be liquidated.

From this position, the bankruptcy procedures of enterprises are to ensure the evolution of production, the promotion of the new, the obsolescence of the old, and the steady development of the economy. Bankruptcy of organizations is a necessary attribute of a market economy, carrying a positive, healing beginning. At the same time, the institution of bankruptcy is a convenient tool for the redistribution of property.

In 2000-2001 in Russia, more than 25,000 cases of bankruptcy of enterprises were considered, 18,000 cases were initiated, of which most ended in bankruptcy proceedings - the liquidation of organizations. In Germany in the same years, more than 50,000 cases were initiated, and 40,000 enterprises were assisted in restoring their solvency and transitioning to a new business. In the United States over the same period, more than 220,000 cases were initiated (this number is due to the active development of small and medium-sized businesses). Half of these enterprises ceased operations on their own initiative. And more than 200,000 new firms were formed.

From the above data, it can be seen that in Russia, in comparison with foreign countries, the main way to solve crisis situations of organizations (bankrupts) is their liquidation.