Conclusion
The crisis should be seen as a normal part of business life. The companies and managers cannot avoid and evade the crisis, because it is constantly ready at any moment to threat them. On the contrary, they need to be prepared and know how to solve a crisis cases. The crisis has even become an impulse for change. The most important is the company's ability to overcome the crisis. If the crisis is understood only in a negative sense, it will limit the view on the issue; because of the crisis may be even an opportunity at the same time. Many times, overcoming the crisis pushes the management and employees of the company forward in their professionalism.
The main objective is to find the most optimal solutions in managing the crisis situations in the company.
Therefore, we think that every crisis also brings its positive effects. For example the fact that the winners will be bigger and stronger enterprises, better product and processed base in enterprises or improved emergency plans, able to prevent the company in the future. The companies should not passively wait an end of the crisis. In times of crisis, there is enough space for improvement in many areas of the company: process improvement;
product development; employee training; development of early warning systems; finding new points of sale in the market; identification of new partners and innovation.
Often they will find solutions that do not require unacceptable levels of additional costs. Therefore, it is necessary to plan, apply, engage them in the widest potential of the business and got the company to a level to be ready for the boom which comes after the crisis.
The companies from the Slovak Republic met the crisis for the first time. It is a test of survival of companies and skills of crisis managers to conduct them through this period. We think that Slovak managers are able and skilled as well as others, they know how to manage businesses in the conditions of the crisis, and also they will be enriched by new experience and thus be more prepared for the next crisis. However, it is important to follow the best intentions in the theory of crisis management which are confirmed over time by practice. By researching and analysing we have achieved the aim of thesis and we highlighted the fact that the managers of the companies approached differentially to the crisis management. We pointed out the successful companies, which by involving the elements of the crisis management achieved good results in times of the crisis and it improved in the referenced period. On the contrary, there were also managers which mismanaged company during crisis and company resulted in the restructuring. In neither case we cannot speak about the perfect application of procedures of crisis management and that is why we are pleased that the work defines recommendations that managers should consider in the future. Every crisis manager should be able to: see the crisis, determine the proper steps to overcome it, manage and control the implementation of these steps and learn from own and another’s mistakes. In addition, it is important to be able to use more available system resources and proper communication to all participants. Compliance with these assumptions gives the company and its manager’s good prospects for successful crisis management. Experience has shown that the crisis arrival is only a matter of time.
This article was written in the context of VEGA project number 1/0109/17.
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