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The methodological and practical recommendations for the formation and implementations of an effective anti-crisis development program at the enterprise in the market conditions are substantiated. For this purpose the author's version of the structure of the anti-crisis development program at the enterprise in separate sections is recommended. The stages of the formation mechanism of crisis management at the enterprise in the conditions of economic crisis that allowed systematizing actions of separate subjects of anti-crisis process are considered. The content of the principal version of the anti-crisis development program at the enterprise for the perspective period is disclosed. As a result of the research, the separate tasks facing the employees are proposed, the actions and measures necessary for their implementation are singled out, the responsible persons, the terms of the program implementation and the necessary amount of financial resources are determined.

In modern business conditions companies are more or less characterized by complexity and fluctuation. Special economic conditions, particularly in terms of intensive processes of globalization and the global financial crisis, have shown a constant decrease profit-making of the enterprises in the machinery industry, and thereby worsening financial position. It is a kind of crisis of business enterprises in the less adaptable business-system environment. Crisis management comes to the fore a crisis, enterprises, primarily associated with the development of the situation in which the company has reached a critical point with certain characteristics. However, it is a definition of all the hallmarks of the crisis the company. In the narrower sense, the crisis of the company is to be understood as a process in which, unplanned and unwanted, endanger the fundamental economic objectives of the company - the goal of preserving invested capital, profit goal (profitability), the goal of preserving the liquidity and solvency of the company. Therefore identify four main phases of the crisis of business enterprises: strategic crisis, the crisis of profitability, liquidity crisis, liquidity and borrowing.

Objective: to develop a methodology of crisis management of financial resources of an industrial enterprise. The study used a systematic approach, resource-based, graphical modeling, financial analysis methods, methods of risk management. The first section deals with the theoretical aspects of the nature, composition, structure, financial resources, the second - the analysis of financial condition and efficient use of financial resources of JSC "ChEAZ." Practical results are expressed as an increase in borrowings 200,000 rubles., a loan determines the effect of financial leverage and minimize the cost of capital; consider all possible options for obtaining long-term loans for improvement of production, as well as reduced the outflow of own funds in accounts receivable through an integrated approach the study of the customer, the use of modern means of diagrams and calculations. The present study will allow the Company to save your financial resources and businesses to better manage their financial assets and to improve the financial condition under market conditions. Research Methodology article is relevant, meaningful and has a scientific novelty in the calculation of the risk-free rate of equity.

The problem of occurrence of crisis phenomena is of systemic nature and is characterized by a number of factors and constituents. Systematizing the factors and constituents influencing the development of the national economy and its subjects, as well as the delineating the financial-economic variables used as analytical benchmarks for efficient managerial decisions, constitute the information basis for the application of anti-crisis management measures. The objectives of the article are considering the current financial-economic status of Ukraine’s national economy, macro- and micro-economic factors and the preconditions of crisis phenomena in enterprises; expansion of macro-economic indicators of crisis phenomena in terms of economic entities. The indicators of the volume of investments in both the material and the intangible assets and GDP, the financial results of Ukrainian enterprises, the profitability of enterprises divided into large, medium-sized, small ones are considered. It is argued that the financial-economic factors of the macro- and micro-environments of enterprises have a relationship and interdependence. The classification of external and internal factors of occurrence of crisis in enterprises is generalized. It is proposed to include into the important macro-economic indicators of crisis phenomena of economic entities, in addition to the analyzed, the following: incomes of the population, solvent demand, consumption volumes, costs structure, inflation rate, savings, population size and the level of unemployment. A relevant direction for further research is the analytical definition of the relationship and interdependence between incomes of the population, solvent demand, consumption volumes, costs structure, inflation rate, savings, population size and unemployment – as the important macro-economic indicators of crisis phenomena and prerequisites for the application of crisis management in enterprises.

UDC 658.15; JEL Classification: M21 Purpose. The research of the main theoretical aspects of crisis management as a subsystem of enterprise management, namely the definition of its essence, subject, object, subject and goals. Methodology of research.The study used methods of analysis and synthesis, the method of logical analysis. The information resources of the study are electronic informative resources and periodical materials. Results. The analysis of scientists’ researches allowed to establish the most widespread following views on issue of enterprise anti-crisis management: management with the purpose to avoid bankruptcy and to financial recovery of the enterprise; management in order to identify and eliminate signs of crisis in the enterprise, in order to provide of its stable operation; management, which prevents the occurrence or reduces the probability of crises in the enterprise; management that provides the development and effective using of resources in a crisis environment. Regarding to the fact of the crisis in the enterprise, anti-crisis management is defined as management in a general crisis, pre-crisis management as management in an enterprise crisis. Therefore, the actual definition of the concept of "crisis management of the enterprise" is the follow: it is preventive management, which prevents or minimizes the probability of crises in the enterprise with additional improving the efficiency of the enterprise and the using of available resources. According to the formed definition, the probability of crisis occurrence, the enterprise efficiency and efficiency of resources using should be added to existing subjects of anti-crisis management. The list of management entities should be limited by the owners and functional managers and specialists of the enterprise. In modern conditions it should be added to the existing list of crisis management objectives the next activities: providing the efficient of resources use, which is necessary by the owner’s opinion, increasing of the enterprise efficiency. Originality. The essence of the concept "crisis management of the enterprise" is specified. Objects and subjects of crisis management are specified. The list of subjects and goals of the enterprise anti-crisis management has been supplemented. Practical value. The proposed conclusions can be used by researchers, owners and managers of enterprises in determining of the effective directions of crisis management.

Introduction. Modern market conditions over the past decades are characterized by fluctuations from a stable state to a crisis. All businesses, regardless of scale and type of activity, suffer from crises. The larger the enterprise, the more stable its position and the better its management system. However, manufacturing enterprises have their own characteristics that must be taken into account. They have high costs, a lot of staff, the strength of the market and competitors. The purpose of the paper is to identify the main signs and directions of diagnosing crisis phenomena at production enterprises for effective crisis management. Results. The main characteristic features of crisis management for manufacturing enterprises are proposed to highlight such as the dependence on time, mobility and dynamism of resource support, the efficiency and prudence of managerial decision-making and the use of the program-target method. Moreover, in the context of strategic management, it is important to diagnose factors of the internal state of the enterprise and the external environment, assess the formation of the value of products and how competitive it is in the market in a crisis. Without a clear statement of the problems that led to the crisis in the enterprise, it is impossible to start developing anti-crisis measures. These measures include making small changes to the strategy of the enterprise, or a complete revision of the strategy and the development of a new one. The value chain reflects the process of creating the value of a product and includes various activities and, as a result, profit. The manager controlling the entire process finds a weak link in the chain and can manage each individually without harming the overall result. Conclusion. The market economy is developing in waves from a stable state to a crisis, and managers always need to be prepared for such conditions. Management of a manufacturing enterprise is always special to management. Crisis management is no exception. To maintain a competitive position, strategic plans must be constantly adjusted, changed depending on the influence of the external environment. The adoption of anti-crisis management decisions should be quick, balanced, dynamic, timely.

The article considers controlling as a tool of crisis management of an enterprise, the main task of which is to provide crisis response (management) with an up-to-date information and analytical base. It is defined that anti-crisis management of an enterprise is a complex of measures to analyse and assess potential crises, develop anti-crisis action plans, identify signs of crises, implement action plans to prevent and overcome crises, eliminate their consequences and prevent crises in the future. The goals and objectives of crisis management of an enterprise are defined as follows: foreseeing the crisis and adequate preparation for it; hindering dangerous factors of crisis; managing the dynamics of crisis development; ensuring the vitality of the enterprise in crisis state; mitigating the negative consequences of crisis; using factors and consequences of crisis for the enterprise development. The main elements of controlling (object, purpose, objectives and tools) in the short and long term are described. The general and special functions of controlling are given. It is proposed to distinguish such function of controlling as crisis response. As a controlling functionality, a list of procedures performed by the controlling system was formulated and justified, which made up the crisis response complex: communication, coordination, cooperation, completing, converting, complementing and cogeneration. It has been substantiated that according to the crisis response complex the main role is assigned to communication. It is determined that the crisis response complex should act according to the types of crises that exist and may arise in the activities of the enterprise. A list of classic controlling principles has been provided and supplemented by such ones as the business responsibility and the anti-crisis principle. The principle of business responsibility provides for that the controlling service, while collecting, processing, analysing data and providing the basis for making certain management decisions, must be responsible for the reliability and relevance of the information provided. The second proposed principle (anti-crisis) provides for the prediction and anticipation of turning points in the activities of the enterprise and crisis response.

Products of chemical industry along with oil and gas complex form the basis of Russian economy, therefore any instability in the economic situation of the country affects seriously the functioning of chemical industry enterprises. The crisis of chemical industry enterprises is one of the most important problems for Russian economy. In view of this fact we face the necessity of crisis management of enterprise activity in order to prevent and eliminate threats to their finance security and to obviate after-effects of the crisis needed to minimize adverse consequence for enterprises of chemical industry. Taking it into account we should choose a correct methodology and landmarks of strategic managerial accounting at enterprises of chemical industry in conditions of crisis, which could become effective tools of prevention and elimination of crisis phenomena and at the same time could raise efficiency of adopting and implementing strategic plans of crisis counteraction. The author proposes to use a well-balanced system of indicators, which in terms of a crisis could provide an opportunity to form a system of managerial decisions that are differentiated in regard to crisis stage and based on correctly developed strategy built within the frames of strategic management and strategic managerial accounting of the business entity.

The problem of effective anti-crisis management is of crucial importance for ensuring the overall level of development of Ukraine, surmounting the financial and economic crisis, as well as creating an appropriate level of national security. In today's world with its unstable economic, political and legal dimension an entity is exposed to the external environment. The impact of the economic crisis in the world, including Ukraine, has led to the fact that most companies are close to financial crisis and some of them have already gone bankrupt. The article presents the data showing that companies are in crisis and need anti-crisis management. It is reasoned that anti-crisis management as a mechanism of adaptive regulation of business processes of enterprises is relevant and in demand both in science and in practice; the program of anti-crisis measures in case of its successful practical application can help the companies being on the brick of bankruptcy. Theoretical approaches to the formation of anti-crisis management of enterprises are considered, further research was given to the problems of developing a system of anti-crisis management of the enterprise and the development of anti-crisis financial policy. It is proved that crisis management is aimed at adapting the enterprises' activities to the constantly changing environmental conditions as well as to extract benefits from new opportunities. At the same time, the main thing in the implementation of such management is the rejection of unpromising areas of activity and the definition of the most promising ways of the organization activity ensuring its development. After analysing the latest research on ensuring the stable state and bringing the company out of the crisis, the main approaches to preventing and overcoming bankruptcy in enterprises have been identified. For effective management the measures that will clearly assess the threat and respond to management staff are proposed in the article. The causes and factors that accompany the emergence of a crisis at the enterprise are studied. The activity of Ukrainian enterprises in the conditions of crisis is analyses and a set of measures to improve crisis management for the financial security of the company is created.

The theoretical issues and the main aspects of crisis management as the leading element of the effective functioning of the enterprise are investigated. The basic elements of a crisis management system are considered. Analyzed the main methods of crisis management system in accordance with the stages of the crisis in the enterprise. The regulatory features of the regulation of the problem of crisis management, including the processes of restructuring, rehabilitation and features of the amicable settlement agreement were studied. The article points out the need to implement an actual regulatory framework to provide a dynamic system of preventive measures to prevent and quickly overcome crises in Ukrainian enterprises and implement anti-crisis recommendations by aggregating and analyzing financial statements.

For many enterprises face the problem of inefficient risk management, which, as a result, is manifested in the reduction of development potential and as an extreme stage manifests in the form of the crisis of socio-economic system. For the purpose of timely identification of threats, identification of development factors and preventive measures in the e-mail: framework of crisis management of enterprise it is expedient to introduce a system of early warning and response [1;2].

The paper is devoted to the application of the theory of life cycle of an enterprise in making anti-crisis management decisions to ensure its effective functioning. In particular, the scientific and methodological approach to crisis diagnosis as a violation of financial equilibrium is improved in the paper. The analysis of existing approaches to understanding the crisis at the enterprise was made, as a result in a number of difficulties in determining the general concept of the crisis were found. The content of the occurrence of failures that could lead to the deterioration or inability of the functioning of economic entities and organizations is considered according to this purpose. It is determined that the degree of reliability of estimation of financial equilibrium of the enterprise and appropriate set of necessary measures to prevent possible threats of its violation depend on accurate identification of the threats and appropriate choice of to prevent possible threats related to its violation depend on the exact identification of threats, on the correct choice of a system of indicators for crisis diagnosis. The expediency of integration into the system of anti-crisis financial management of the theory of life cycles is proved, which makes it possible to trace the regularities of development of enterprises at different stages of its functioning, as well as to manage this development. That is proved in the paper that no changes of external and internal factors occur at the same time that’s why the causes and factors of the crisis as a disturbance of financial equilibrium in different periods of enterprise development will also be different. Knowledge of the stage of enterprise development gives an opportunity to assess properly how the activities carried out and the adopted management style correspond to this stage and the environment. To implement this approach, a matrix of enterprise anti-crisis measures, based on the results of diagnostics of the financial state and identification of the stage of the life cycle of the enterprise is offered and provides preventive adaptation of enterprise to changes in the environment or changes in the locus of the enterprise development.

The article describes the development stage of the crisis at the enterprise, defined features of the implementation of crisis management, the causes of the negative attitude to the company by the staff, as well as the proposed activities of the anti–crisis HR strategy aimed at ensuring the safety of personnel. At the emergence of the threat of economic security of the enterprise the management needs to use crisis management which provides prevention of negative impact of the crisis on the functioning of the business, provides its survival and minimizes possible losses. Authors offer stage-by-stage introduction of management in these conditions. In the conclusion, it is noted that special attention should be paid on strict keeping of requirements of the labor legislation.

Epidemic contagion dynamic model can better reflect the dynamics of crisis in the enterprise group. Based on computer simulation method, studied the enterprise risk management mechanism and given the countermeasure.