ANTI-CRISIS DIAGNOSTICS IN CONTEXT OF ENTERPRISES MANAGEMENT

Abstract

The article examines issues related to the mechanism of building and conducting anti-crisis diagnostics in the context of enterprise management. The essence and role of diagnostics in the anti-crisis management system, its purpose, factors affecting its construction of the diagnostic model are characterized. The indicators of the crisis state within the framework of the system of express diagnostics of the enterprise and fundamental diagnostics are considered. The main stages of the implementation of express diagnostics of the development of crisis symptoms of the enterprise are characterized. The scheme for carrying out express diagnostics and fundamental diagnostics of the enterprise's activity is considered. With the use of methods of express diagnostics and fundamental diagnostics, an analysis of the financial and economic activity of the enterprise - FG "Novosynivske" of Khmelnitsky region was carried out, which indicates the need for practical application of the anti-crisis management system. The study analyzed the main indicators of the analyzed enterprise for 2019-2021. In particular, the analysis of the coefficients of liquidity, financial stability, business activity, and profitability was carried out. Having carried out a diagnosis of the investigated enterprise, a conclusion was drawn regarding the expediency of implementing by the top management in the process of production and economic activity only preventive anti-crisis measures in order to improve its activity. In the process of research, foreign models for predicting the probability of bankruptcy were also systematized. The two-factor model for assessing the probability of bankruptcy, the model of E. Altman, the model of R. Tuffler and H. Tishaw, the model of R. Lees, and the model of K. Springate is characterized. Evaluation of FS "Novosynivske" was carried out on the basis of discriminant models regarding the probability of bankruptcy. It is noted that diagnosis is an important component of anti-crisis management of the enterprise and should be carried out long before the appearance of signs of a crisis, which enables the business entity to determine reasonable measures that are inevitable to prevent the onset of a financial crisis or to overcome an already existing crisis; assess the scope, scale and depth of the crisis; analyze the company's capabilities to ensure financial stability and forecast its further development.