graduate Strumelyak E.M.

National Taurida V. Vernadsky University, Ukraine

Concept and principles of antirecession management tourism branch

Nowadays Ukraine experiences strong political crisis, which, in a combination to a world economic crisis, renders negative influence on all branches of economy, including, sphere of services, which components are tourism and hotel business.

Before the owners and managers of the hotel enterprises there are tasks to prevent the crisis phenomena and to supply a maximum steady situation of the enterprises. The system of measures called abroad “crisis-management”, and in the domestic literature – “antirecession management” should be aimed at the resolution of these tasks.

The wide circulation of the term “antirecession management” in Ukraine has taken place to the middle of 1990 years [1, p. 8].

In the educational literature there is no uniform opinion in definition of concept of “antirecession management”.

According to Sinyagin A. А., the antirecession management is a system of operative measures on reforming of all control systems in view of possible financial and others is risks [2, p. 32].

The antirecession management means two directions of antirecession measures at the enterprise: measures on stop of crisis situations, on its prevention; on an exit from the already created crisis situation [3, p. 24].

In western economic literature there are also various approaches to definition of the given category. According to Patterson, the antirecession management is a program of actions, which should be undertaken immediately at response of a negative situation [4, p. 47, 48]. Mitroff defines antirecession management as the consecutive interconnected estimation of various kinds of crises and forces, which can represent threat for the company [2, p. 101 – 113].

The purpose of antirecession management is coordinated, the effective response to crisis by means of planning, organization, management both control of activity of organization and its actives directly before, in time and after the company will incur losses as a result of crisis in order to keep resources, which the company needs, for the maximum complete restoration of before crises level in the future, and in an ideal – achievement of higher than requires level, than before crisis.

The opportunity of antirecession management is determined first of all by human factor, which allows to search and to find ways of an exit from critical situations, to concentrate efforts on the decision of the most complex problems, to use the saved experience of overcoming of crises, to adapt to arising situations [3, p. 48].

In conditions of antirecession management the requirement to the managers of a top level, and to the managers of all levels are risen. They should know, what factors should be resulted in action for the further overcoming of the crisis phenomenon [4, p. 17-20].

The success of management in crisis situations is determined by a degree of readiness of the managers to the potential crisis phenomena, level of preventive measures, and efficiency of used methods of management. The antirecession management demands the managers to realize unusual and nonconventional for a normal condition measures, introduction of innovative processes, as major function of antirecession management [4, p. 10].

The crisis situation can be expected, the crisis processes can be up to the certain limit controlled: they can be anticipated, accelerated and removed, for what the knowledge and experience in sphere of antirecession management are necessary, the management of processes of exit from crisis is capable to accelerate crisis processes and to minimize their consequences [4, p. 54].

The antirecession management has features in a part of its processes and technologies. The main of them are:

· mobility and dynamics in use of resources, realization of changes, realization of the innovative programs;

· realization of the program-target approaches in technologies of development and realization of the administrative decisions;

· the increased of sensitivity to the factor of time during management, realization of duly actions on changes of situations;

· strengthening of attention to preliminary and subsequent estimations of the administrative decisions both choice of alternatives of behavior and activity;

· use of antirecession criterion of quality of the decisions by their development and realization of antirecession management. In the mechanism of antirecession management the priorities should be given:

· motivation, focused on an antirecession measure, economy of resources, avoidance of mistakes, caution, deep analysis of situations, professionalism and other;

· optimism and confidence, social-psychological stability of activity;

· integration on values of professionalism;

· initiative in the decision of problems and search of the best variants of development;

· search and support of innovations [1, p. 54, 55].

One of the most important characteristics of antirecession management is the combination of formal and informal management. In various kinds of such combination there is a zone of rational organization of antirecession management. It can be narrowed or extend. Its narrowing reflects increase of danger of crisis or danger of its sharpest display.

For antirecession management the special importance has perspectives, opportunity to choose and to construct rational strategy of development.

There are different strategies of antirecession management. Most important of them are the following:

· the preventions of crisis, preparation for its occurrence;

· waiting of maturity of crisis for the successful decision of problems of its overcoming;

· counteractions to the crisis phenomena, delay of its processes;

· stabilization of situations by means of use of reserves, search of additional resources;

· the designed risk;

· the consecutive exit from crisis;

· a prediction and creation of conditions of elimination of consequences of crisis [1, p. 58]. It is possible to allocate major factors, which determine efficiency of antirecession management. Their understanding and differentiation help it to analyze and to carry out it successfully. They include: professionalism of antirecession management and special preparation; art of management; methodology of development of the risky decisions; the scientific analysis of conditions, forecasting of the tendencies; corporative behavior – understanding and acceptance by all workers of the purposes of organization; leadership; efficiency and flexibility of management; strategy and quality of the antirecession programs; the human factor, antirecession team; system of monitoring of crisis situations [2, p. 76, 77].

In view of all mentioned above, it is necessary to note, that for the Ukrainian enterprises it is rather difficult to allocate the priority of all factors. Now on a financial condition of the Ukrainian enterprises as opposed to western firms, the external factors influence is in the greater degree. A primary factors from them – the political, economic and financial instability, causes uncertainty of the businessmen in success and opportunity of activity, is reflected in all component organizations, both industrial, and of sphere of services, switching to the full hotel business. The danger of crisis always exists and it is necessary to expecting and predict it. The different consequences of crisis are determined not only by its character, but also antirecession management, which can either soften the crisis or aggravate it.

References

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