And in the second and in the third cases there is a task of normalization of activity, and for this purpose it is necessary to conduct the analysis of the financial state, find the ways of reorganization, develop marketing, investment and organizational-production strategies, to find new partners and investors.

For overcoming of arising up crisis working as a personnel is especially important. Activity of skilled service must include on this stage: diagnostics of skilled potential of enterprise, development of strategy of reorganization and skilled programs of support of reorganization, reduction of personnel, increase of the labour productivity, permission of conflicts, especially intensifyed in this period.

At development of the program of work with the personnel of organization it is important to perceive the situation of crisis a few wider, than simply crisis in the situation of downstream and loss of customer.

If under a crisis situation to understand such state of , at which it is not able to live farther, not of some internal changes, then, presumably, every organization tests this state, passing from one stage of life cycle to other. And it is normal.

From point of human factor for the situation of crisis an origin is characteristic, at least, two problems:

• between professional , which is owned by the personnel of organization, and required for a new situation;

• inadequacy of norms and rules of life (actually corporate or organizational culture) new terms.

Crisis situations

Thus, it is possible to suppose that from the point of view the situation of crisis of human constituent is determined from outside by the necessity of changing of type of professional activity, and from within — organizational culture.

So, transition from the stage of forming of organization to its intensive growth, as a rule, accompanied the first crisis situations. Will name it the crisis of growth.

The forming stage, as a rule, is characterized, from one side, by a presence in organization of specialists-developers («innovators», «creators»), ready, based on the necessities of market, to create and offer a new (or necessary) product, and, with other, — predominating into organization of close, confidence, almost «domestic» relations, incident to the organic organizational culture. However for the effective functioning of organization on the stage of intensive growth «salespeople», merchants, must come on changing «creators» (or in addition to them), I.e. specialists, able to provide advancement of commodity at the market. Thus the change of professional-role composition organization conduces to appearance of new organizational-cultural norms. Normal terms of existence and professional development of «salespeople» are a permanent competition with each other, characteristic for an enterprise organizational culture.