And if until now prevailing in the organization of management practices gave more or less satisfactory results, in the changed conditions of imperfect becomes evident. An example of the collapse of the crisis management program that does not include steps aimed at improving the quality of management, provides one of the leading industrial engineering companies. A comprehensive crisis management program included the development of marketing services companies, improvement of the units dealing with international relations to expand sales abroad, expansion of service manufactured equipment maintenance, improving range and increasing the volume of competitive consumer goods. In addition, in accordance with the anti-crisis business plan was provided cost reduction; restructuring of production facilities, attracting additional funds from the sale and leasing of real estate and freed land. Did not provide a one thing – improving the quality of management activities. The result – a failure of anti-crisis program. Poor quality control for most businesses is shown quite consistently: – there is no clarity in the defining the goals, mission and values of the organization – an inconsistency in the units – a lot of unnecessary documents, the bureaucratization of the management process – inefficient use of available resources – in error implementation of control functions (excessive or impaired control) – a large amount of "routine", not giving the opportunity to analyze the situation and for the future – duplication in decision-making. Lack of coherence in work of the management team Overcoming the crisis requires a cohesive and efficient operation of the management team.