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УДК 338.2

Tetiana Leonidivna MOSTENSKA
Doctor in Economics, Professor
Department of Administrative Management and Foreign Economic Activity
National University of Life and Environmental Sciences of Ukraine, Ukraine
Eduard Olexandrovych YURII
PhD in Economics, Associate Professor,
Department of Public, Corporate Finance and Financial Intermediation,
Yurii Fedkovych Chernivtsi National University, Ukraine

JEL classification: H 12

Abstract

Introduction. The crisis of the economic environment drives enterprises to take anti-crisis measures. Priority issues are identifying, assessing and forecasting the impact of the crisis on the enterprise. Globalization processes contribute to the active spread of crisis phenomena and the expansion of their sphere of influence. An important task of anti-crisis management is to find the right tools.

The purpose of the article is to determine and justify the feasibility of using anti-crisis management tools in different conditions.

Results. The role and essence of anti-crisis management are outlined. The necessity of complex nature of anti-crisis management is noted. The objectives of anti-crisis management are summarized. The importance of crisis identification in order to prevent it in the process of crisis management is substantiated. The importance of crisis identification in order to prevent it in the process of anti-crisis management is substantiated. The concept of anti-crisis management is defined. The main task of anti-crisis management is outlined. Types of anti-crisis management (reactive, active and planned) are characterized. The implementation necessity of preventive anti-crisis management is emphasized at the domestic enterprises activity due to the presence of unfavorable tendencies in the economic environment. The goals of the anti-crisis strategy implementation have been determined. The problems that arise in the process of tactical preventive anti-crisis management are generalized. The essence of the stages of the anti-crisis management process (pre-crisis stage, crisis stage and post-crisis stage) is revealed. The procedure of anti-crisis management is proposed and the choice of anti-crisis management instruments is substantiated. The instruments are grouped according to the types of anti-crisis management.

Conclusions. The anti-crisis management aims at crisis prevention. The anti-crisis strategy is one of the most effective tools of crisis management. Taking into account the specificity of the crisis phenomenon allows to develop an effective anti-crisis strategy and choose the appropriate tools.

Key words: anti-crisis management, anti-crisis management tools, anti-crisis management strategy, anti-crisis strategy, crisis, tactical planning.

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The article was received 03.01.2019