Summary

In developing countries, including Georgia,  the companies which are in crisis and failed to adapt the new economic environment search for ways to overcome the massive bankruptcy which is the problematic  issue.

Crisis means the condition of  organization, which preccedes there qualitative  transition. Crisis  in the industrial firm is a long and difficult problem. It can cause damage to the reputation of the organization and also to its financial condition.

The crisis in the organization depends partly  on external factors as well, but if the firm’s management is carried out properly, then the  risk of the crisis  happening is less.

In fact, the biggest damage comes to the reputation of the organization or its financial position, which may cause problems. Even today many companies continue the policy when delegation of crisis management is going on to middle-level managers, which is a big mistake. It is definitely the prerogative of the superior leadership.

As such, anti-crisis management helps organizations and companies to survive, learn to adapt to a new environment, maintain the most valuable, necessary and forgetful old may be important, but the new environment may be the first cause of death.

Anti-crisis management cannot be a constant state of the organization. In the usual setting the organization, as a rule, usually operates on a different scheme and approaches, organizations form an emergency management regime that is followed by giving the appropriate width of the indicators.

For example, one such alert signal may be a dramatic decline in revenues, increase of liabilities and impairment of assets. In any of the above situations, the situation of the organization is quite acute. The organization needs a pre-formed, well thought plan.

Anti-crisis management is a process involving previous crisis management, crisis management, post-crisis actions and decisions.

The paper  presents early detection  of  the threat   and the way of developing a strategy during the crisis.