Khalambashyan Ervand V.

Introduction. Modern conditions of socio-economic development are characterized by a high degree of uncertainty, increasing systemic risks and the effect of "cascading crises", when various threats loom and increase the destructive impact on each other. In such circumstances, traditional models of anti-crisis management, focused exclusively on one-time rehabilitation measures, are not effective enough, and therefore it is necessary to revise the methodological foundations and create integrated management solutions. Purpose. To develop a holistic model of anti-crisis management, observed institutional and socio-cultural mechanisms, ensuring the sustainable functioning of organizations in conditions of high uncertainty. Methods. The methodological basis of the study is represented by institutional and socio-cultural approaches that allow us to consider anti-crisis management as a system combining formal and informal elements. The methods of comparative analysis of domestic and foreign studies, structural and functional approach, elements of sociological crisis situation are used. The theoretical base is supplemented by the analysis of organizational stability and the concept of driving forces. Results. A comprehensive model of anti-crisis management has been developed, focused on the strategic core of the organization (mission, values, long-term goals). The institutional block of models includes a system of early understanding, scenario planning, regulatory framework, anti-crisis structures and financial and economic instruments. The socio-cultural block is based on the principles of value policy, trust, communicative openness, leadership and adaptive education, implemented through corporate culture, personnel involvement and development programs. Data synergy components are found at the operational level in the possibilities of flexible redistribution of resources and adaptive reconfiguration of management processes. Conclusions. The results of the study prove that stability in crisis conditions is ensured by the coordinated functioning of institutional and socio-cultural principles. The isolated application of each of these groups of tools increases the efficiency of management. The integration of formalized regulations and value-oriented practices creates conditions for strategic stability and organization, allows not only to minimize the negative consequences of the crisis, but also to form long-term competitive advantages.

The article is devoted to the study of diagnostic issues of crisis conditions, primarily in the economy. The approaches of various authors to the definition of the economic crisis are analyzed, and an approach is highlighted in which the main source of information for diagnosing a crisis situation is not economic indicators, but the results of sociological research of the business community. The results of sociological research of the business community in 2022-2024 are analyzed, and it is concluded that despite the negative impact of sanctions, most entrepreneurs do not characterize the situation in the Russian economy as a crisis. In order to increase the effectiveness of analytical support for decision-making on the development of entrepreneurship at the state level, to prevent the development of a crisis situation in the country's economy, a number of measures for the structural and institutional development of the support system for the development of small and medium-sized enterprises are proposed.

The article is devoted to the study of issues of anti-crisis management of domestic enterprises in conditions of uncertainty caused by the coronavirus pandemic and economic sanctions. The study examines the results of a survey of entrepreneurs in the Rostov region in 2021 and 2022 on the impact of the coronavirus pandemic and economic restrictions on their activities, as well as the anti-crisis measures that respondents took in the face of existing threats. Based on the survey results, a conceptual model of enterprise crisis management was formulated, within which measures of preventive, ongoing, reactive crisis management were proposed within the main areas of the enterprise's activities related to marketing, sales, supply, production or provision of services, as well as finance.