FEATURES OF THE ANTI–CRISIS ENTERPRISE MANAGEMENT OF AN ORGANIZATION IN MODERN CONDITIONS

The article analyzes the methods and approaches of anti-crisis management of an organization in modern conditions of economic instability. Special attention is paid to pre-crisis management as a tool to ensure the long-term financial stability of the company in an unstable economic environment. The authors systematized the conceptual models, emphasizing the importance of a comprehensive methodological approach to the development of individualized anti-crisis strategies, depending on the distinctions of systemic organizational crisis and local organizational problems. The purpose of the article is to study methods and approaches of anti-crisis management of an organization in modern conditions. Methodology. For this work, a comprehensive methodological approach was used, including the use of general scientific and private scientific methods, analysis and a systematic approach. Results. The main features of the anti-crisis management of the organization in modern conditions are revealed. The binary structure of the organization’s sustainability system is described, including preventive-stabilization and compensatory subsystems. The conceptual models of anti-crisis management are systematized: reduction, collaborative, strategically oriented and expert consulting. It is revealed that precrisis management is an important tool, since early response to alarms and crisis diagnosis helps to minimize the negative consequences of the crisis. Сonclusions are drawn about the need to introduce a comprehensive methodological approach that takes into account the interaction of various management elements to develop anti-crisis strategies to achieve optimal performance of organizations. In addition, effective crisis management is determined not so much by an isolated approach to solving individual problems, as by a comprehensive diagnosis of its operational and strategic activities in the external environment, and especially in modern conditions of economic instability. Conclusions. This work revealed that the organizational crisis in modern conditions of economic instability acquires specific features. Anti-crisis management should provide a differentiated approach to assessing crisis phenomena, that is, clearly distinguish between a systemic organizational crisis and local problems. There is a correlation between industry crises and destabilization at the level of individual enterprises. An integrated approach to overcoming the crisis is aimed at reducing its negative consequences and using crisis situations for development. Anti-crisis management includes the following functions: crisis prevention, monitoring of its signs, countering the development of the crisis and overcoming it. The sooner an organization responds to alarming signals and launches anti-crisis management, the fewer negative consequences it will receive after the crisis.