FEATURES OF THE IMPLEMENTATION OF ANTI-CRISIS MANAGEMENT BY ENTERPRISES ON THE BASIS OF CONTROLLING

Abstract

In a market economy, given high competition and other market factors with negative impacts, there is always a risk of transitioning from relatively stable to crisis conditions in entrepreneurial activity. Currently, the operating conditions for Ukrainian enterprises have significantly deteriorated due to Russia's military aggression against Ukraine, adding unforeseen external environmental factors to the existing market challenges. Under such difficult circumstances, the demands on management have significantly increased, the process of achieving planned goals has become more complicated, and it is now difficult to predict and foresee outcomes. Existing traditional methods of crisis management are no longer sufficient to ensure effective results in management.
The article examines theoretical and applied aspects of anti-crisis management and controlling.The essential characteristics of anti-crisis management by foreign and domestic authors are analyzed. The author's definition of this term and its content have been formed. Emphasis is placed on the need to transform the content of the functional content of classic and additional functions of traditional management in crisis conditions. The basis of anti-crisis management has been formed, which includes: conceptual provisions, principles and tasks. The requirements for the formation of the components of anti-crisis management related to the system, mechanism and process of management have been formulated. The definition of controlling by representatives of the German and American schools of business administration is comprehensively analyzed and summarized. The main task of controlling in anti-crisis management is defined. A structural model of the implementation of anti-crisis management on the basis of controlling was formed. The basic target guidelines for the implementation of the concept of controlling in crisis conditions and its components have been determined. The peculiarities of the use of the methodological tools of controlling, which are relevant in anti-crisis management, are considered. The expediency of increased use of financial, investment, information and other controlling mechanisms in anti-crisis management is substantiated.