DEVELOPMENT OF EARLY PREVENTION METHODS AND RESPONSE TO CRISIS OF THE ENTERPRISE

Abstract

Analysis of conceptual approaches to operational management of the enterprise in market competition and depending on the characteristics and stages of development determines that it is necessary to carefully perform all necessary management functions, attention to ensuring the achievements of forecasts, calculations using appropriate management technologies. The purpose of the study is to prove the need for the formation and implementation of early warning and response in the enterprise as one of the ways to manage change in the enterprise. The set tasks relate to determining the place and role of the early warning and response system in the enterprise; development of methodological approaches to the introduction of an early warning system to identify signs of crisis; creation of a system of preventive response at the enterprise. The methodology is determined by the applied system approach, methods analysis and synthesis; a schematic sequence of operational response measures and their information support has been developed. Results. Using the results of research by domestic and foreign scientists, the development of a rapid response mechanism was continued, as a basis for the formation of principles, methods and tools for managing "weak signals" on the danger or signs of crisis. It is noted that crises are eliminated both in the normal mode of neutralizing destabilizing factors, and in preventive, when preventing the emergence of negatively affecting processes. The study is based on the distinction between two approaches: the first is related to the identification of factors that cause the crisis; the second – with tracking changes, "weak signals", signs of uncertainty of future development. Consideration of existing and development of methodological approaches to building the concept of operational management "on weak signals" was based on the study of the characteristic symptoms of the crisis and the establishment of relationships between risks and crises. The innovative scientific and theoretical essence of operational management tools "on weak signals" of enterprises is stated. Conclusions. It all depends on timely and correct management decisions, and if the negative impact of external threats to the enterprise can not always be neutralized, then ensuring a crisis-free existence is entirely up to management and depends on timely response, ability to use methodological approaches, management technologies to prevent certain trends, to prevent signs and manifestations of the crisis in the enterprise.