Попередження бізнес-конфліктів у процесі розробки та запровадження в дію підсистем антикризового управління підприємством

Abstract

Запропоновано системний підхід щодо попередження бізнес-конфліктів у процесі розроблення та запровадження у дію підсистем антикризового управління підприємством. Узагальнено перелік елементів, що блокують досягнення результатів антикризового управління суб’єктом господарювання в умовах зародження бізнес-конфліктів для подальшого їх уникнення та ідентифіковано позитивні наслідки від вчасного запобігання конфліктним ситуаціям у підприємницькій діяльності. The systematic approach to the prevention of the business conflicts are proposed in the development and implementation of the subsystems of crisis management. The list of items that block the achievement of results of anti-recessionary operation of business in conditions of the business conflicts’ origin for further their avoidance is generalized and the positive effects of early warning of conflict situations in the entrepreneurial business are identified. The crisis management is considered as a totality of forms and methods of implementation of anti-crisis procedures that must be applied to a particular enterprise for its “recovery” even in the presence of the origin of various business conflicts in it, which are especially dangerous in the final stage of the development and implementation of the main subsystems of crisis management of a business entity, since they can indefinitely delay the process of its “recovery” and spontaneously undermine the integrity and effectiveness of its planned anti-crisis events. All business conflicts arise from a mismatch between different interests in transactions that require a more balanced attitude towards them in the aspect of their warning, forecasting and settlement. It is believed that the full-fledged mechanism of anti-recessionary operation of business consists of the following subsystems of: 1) the diagnostic subsystem of financial condition and assessment of the prospects for the development of business enterprise; 2) the subsystem of marketing; 3) the subsystem of anticrisis investment policy; 4) the subsystem of personnel management; 5) the subsystem of production management; 6) the subsystem of closing down of business. It is proved that the presence of a business conflict not only leads to the cessation of all possible contractual relations in the enterprise, but also does not allow to activate and to achieve a positive result from the enacted subsystems of crisis management. The subsystem of liquidation’s organization of the enterprise, the purpose of which is not saving further its operation, is as an exception. The following research methods: analysis and synthesis, generalization and grouping are used in the article. The influence of the positive consequences of prevention of various conflicting situations in the effectiveness of the integrated mechanism of crisis management of enterprise are analyzed on the basis of these methods through a differentiated approach to the detection and bundling of elements that block the achievement of positive results of individual subsystems of crisis management. A systematic approach is based on the idea of the prevention of business conflicts in process of development and commissioning of the subsystems of enterprise’s crisis management therefore it is recommended to use: the command activity in business that would holistically focused on anti-crisis measures in entrepreneurial activity; the maximum supportability by ability to predict the risk of origin of business conflicts; the optimization approaches to making the right decision in the list of the various possible solutions; the strategic approach to business planning in general, and the conclusion of only profitable (lucrative) business transactions; the optimization approaches in regard to the implementation stages of business agreements with in-depth analysis of all possible business processes. The prospect for further research in this field is the development of quantitative methods for forecasting the impact of different kinds of conflict situations on the enterprises’ insolvency and its timely warning before an individual program of crisis management will be applied to this enterprise for more rapid achievement of the best results in overcoming the crisis.