The course was run in an intensive mode with classes scheduled over 3 weekends rather than the usual weekly lecture and tutorial sessions. Many masters students are employed full-time and prefer to attend classes on the weekends. Lectures were used to present the theory and a laboratory installed with ORA (OrganizationalRisk Analyzer) software was used for the practical application exercises. The lectures were assigned approximately 35% and laboratory exercises 65% of the scheduled class time. Students were encouraged to complete additional reading and analyses in their own time. Assessments comprised an individual assignment carrying 20% of the final mark, a major group assignment carrying 40% and a final written examination also carrying 40%. The minor assignment was the analyses of a small network of dolphins (Lusseau et al, 2003) to ensure the students became familiar with the concepts of network analyses and the use of the analysis, charting and visualization tools provided in the ORA software. The students were provided with the User’s Guide and a set of tutorials to familiarize them with the software. The major assignment required the analysis and reporting on risks within an organizational network, where the basic details on the people, tasks, knowledge and resources were provided. Students were required to identify relevant analyses to carry out, perform the analyses, and write a report to management summarising their findings and giving recommendations.
From the standpoint of an organization, an effective risk management framework brings a number of benefits. First and most importantly, a formalized risk management framework can help develop a common understanding of risk across the deposit insurer’s operations. That is, a risk decision-taker in one area of an insurer’s operations is aware of the risk implications of his or her decisions for other aspects of the deposit insurer’s operations. In addition, a formalized risk management framework can facilitate the development of a common risk lexicon, ensure that risks are being identified and that appropriate timely action is being taken to address them, and prioritize risks such that resources can be allocated to the risks that are considered most significant. From a governance perspective, risk management has increasingly become an expectation, in that it provides reassurance to the deposit insurer’s governing body, to the authority from which the deposit insurer receives its mandate, and to the deposit-taking public that the deposit insurer is aware of the risks to which it is exposed and that it has a framework in place to monitor and manage those risks. Importantly, an organizationalrisk management framework can also cast light on areas where the deposit insurer must manage its risks better.
This study surveyed organizationalrisk (In particular business process re-engineering and adequate ERP system) affect on cost and ERP project success. Here, different characteristics of ERP projects for SMEs are presented in addition to specification of ERP systems requirements, business process development, limitations and risks that could affect these kinds of projects. Many studies have surveyed ERP. Many studies have surveyed ERP implementations in large organization, less have focused on SMEs. SMEs have limited budget and implementation of an ERP system is not a issue of changing the hardware or software systems , instead it comprises transforming the company to a higher level of performance through a simplified business process .Costs play important role in SME’s and increase of budget lead ERP implementation project to fail. From a practical point of view, comprehending the determinants of ERP implementation risk avoid SMEs from additional costs. SME have fewer risk with choose Adequate ERP system, which flexible business processes and SME goal by this attitude SME can increase, costs that direct related with this risks.
Knowledge has become a central organizing principle in society to the extent that knowledge management has become a mainstream activity in organizations. Nevertheless, knowledge- related risks remain relatively neglected in the risk management domain. Whilst knowledge reduces uncertainty and the associated risks, the increased knowledge intensity in organizations also represents a risk factor that has to be assessed. The paper describes and validates an organizationalrisk assessment approach that considers knowledge-related and knowledge management risks in an integrated manner. The approach makes it possible to calculate risk ratings in terms of vulnerability and likelihood for 50 threats to all activities and phases of the knowledge life cycle. These risk ratings are plotted against 24 potential risks in the human, organizational, and technical domains. To impress on management the significance of these knowledge-related risks, the risk ratings are transformed to approximated financial figures. The approach is applied to 10 Slovenian organizations, two of which are discussed in detail in the paper, to demonstrate that it can be successfully used in a wide variety of organizations. It is concluded that the approach offers a way to assess both knowledge-related and knowledge- management-related risks, that the costs that individual risks potentially hold can be approximated, and that for a diversity of organizations mitigation strategies can be suggested for the identified risks.
Good practice in the area recognized by the internal auditors have recommended that management develops risk concerns for each department, and by pooling their risk register will be achieved the overall organizationalrisk. The principle of corporate governance, transparency on virtually any control/inspections action and internal or external audits should start by looking at the risks register for the corresponding compartment. Development of the Risk Register will be completed in accordance with the model given by the UCASMFC register  of the MEF. The Risk Register includes residual and potential risks, but also the faced risks history (for the last 3-5 years) for each functional department and targets. A very important element is to establish responsibilities for coordinating the development of the Registry for updating systematic risk and its implication.
A variety of external events, including numerous inquiries into the causes of the financial crisis, changes in regulations and listing requirements, more stringent interpretations of directors’ fiduciary responsibilities and the issuance of “best practice” governance standards by investors, rating agencies and shareholder advisory groups, have fostered rising expectations for Boards of Directors to exert greater oversight of organizationalrisk management practices . Utilizing responses from close to 700 distinct public, private and non-profit organizations from around the world, researchers from Wharton took a close look inside the black box of board risk oversight and assessed the association between ownership structure and legal origin to the sophistication of board oversight practices . Researchers found that the assignment of board roles and responsibilities are a major determinant of board risk oversight practices . When the assignment of risk responsibilities is delegated to the board as a whole rather than solely to committees and when directors’ risk management roles and responsibilities are included in their performance evaluations, the board tends to have more consistent understanding of the organizations top risks, existing risk management activities, quantified risk appetite and emerging risk profile, more extensive and frequent risk reporting, and greater consensus and communication between the board and the management team regarding
Fund is exposed to foreign exchange risk, as a result of a mismatch in the currency mix of uses and sources of funds. This risk was not on the organizationalrisk register as of September 30, 2014 because, in the judgment of management, at that time it had not risen to a high enough level. However, significant exchange rate movements during 2014 have led to realized exchange losses. In addition, there could be important future impacts on the ultimate value of contributions and pledges not yet received. Management has put in place reasonable risk mitigation measures, but the implementation of some of these is dependent on the establishment of relationships with commercial banks, which has been delayed by changes in the international financial regulatory environment.
The main challenges of pilot implementation concern the boundary between the pilot site and the organization at large. First, it is nontrivial to decide the scope of a pilot implementation because most systems influence the interactions among multiple organizational units. Keeping the pilot site small excludes many of these relevant interactions from the pilot implementation. Sizing up the pilot site includes more interactions but also increases costs in terms of, for example, the number of units to enroll, users to train, work procedures to revise, and errors to safeguard against. Second, when the scope has been decided, the interactions that cross the boundary between the pilot site and the rest of the organization must be handled. This may involve developing technical interfaces for dynamically migrating data between the pilot system and the existing system or introducing temporary manual procedures to interface between the systems. Hertzum et al. (2012) described a pilot implementation in which the interactions that would be electronically supported when the system was fully implemented were simulated in a Wizard-of-Oz manner during the pilot implementation. This way the users got a more realistic impression of the system functionality, but the resources required to run the Wizard-of-Oz simulation 24 hours a day meant that the pilot implementation was restricted to a five-day period. Third, the presence of the boundary will likely introduce some difficulty in telling the particulars of the pilot implementation from generic insights about the system. This difficulty is aggravated by the unfinishedness of the pilot system. If particulars are mistaken for generic insights, or vice versa, then confusion and faulty conclusions will ensue. On this basis Hertzum et al. (2017) concluded that learning from pilot implementations is situated and messy. Finally, the learning objective may become secondary to concerns about getting the daily work done. Pilot implementations involve using the system for real work. While this realism creates the possibilities for evaluating organizational usability, it also incurs the risk that the users focus on their work to the extent of not devoting time to incorporate the pilot system in their routines, not reporting problems they experience, or otherwise not contributing fully to the process of learning about the system.
This study investigated the relationship between Risk-taking mindset and Organizational Sustainability of Small and Medium Enterprises in Bayelsa State, Nigeria. The study adopted the cross-sectional survey of quasi-experimental design while the probability simple random sampling technique were used to ensure equal chance of being selected. A target population of 426 registered small and medium enterprises in Bayelsa State were drawn from SMEDAN and National Bureau of Statistics, collaborative study, selected findings. Data were collected through the use of structured questionnaire survey from the accessible population of 50 small and medium enterprises from the study population of 1,200 owner/managers and supervisors. A sample size of 300 respondents were obtained using the Taro Yamen sample size determination formula, Data analysis was done using the Spearman Rank Order Correlation Co-efficient with the aid of statistical package for social science (SPSS), version 21. The study revealed that a positive significant relationship exist between the independent variable (Risk-taking mindset) and the dependent variable (organizational sustainability). This was based on the fact that the null hypotheses tested were all rejected giving room for the acceptance of the alternate hypotheses. Based on the revelation, the study concludes that firms, whether small or medium should take seriously the importance of risk-taking mindset as the inability of it has a major effect on sustain business performance. The study therefore recommends that an effective sustainable risk management framework can help entrepreneurs and managers to identify emerging issues of concern that may affect supply chain, operations and production which may affect sustained organizational performance.
This study challenges existing interpretations of organizational whistleblowers while building upon them to develop a more nuanced understanding of such experiences in action. The importance of this is not simply theoretical however. Conceiving of the whistleblower subject as courageous risk-taker who is somewhat free and autonomous from the influence of others and the social invokes a whistleblower-self who is both super-human in their autonomy, and unrealistically fearless in the face of risk. It does not relate to the subjects we encountered (see also Brown, 2017). Most whistleblowers are not particularly unusual; they are ‘ordinary people’ albeit courageous ones (Contu, 2014; Mansbach, 2009). It is not easy to empathize with extraordinary, ‘super-human’ heroes. Nor is it easy to see them as vulnerable and deserving of help. Currently society provides little if any assistance for those whose careers, families and incomes are destroyed in the ‘afterlife’ of whistleblowing (Smith, 2014). Even if they are cherished and their courage is admired by the public, few realize the true cost of whistleblowing and the need for help. To conceive of the whistleblower-parrhesiastes as fearless and self-driven is to promote the idea that supports to assist people in speaking out, such as legal protections and organizational speak-up systems are unnecessary, as if parrhesia will simply emerge spontaneously because of the ‘exceptional courage’ of those who engage in it (Brown, 2017). To portray them as such is therefore to deter would-be resisters.
Both social and formal controls may influence risk perception, which can also be affected by other contextual factors. A system dependent on variables such as autonomy, information available, shared leadership and openness to others (DEWETT, 2007) may lead to less perception of risk, which will increase the likelihood of an employee taking risks in the relationship, and giving more ideas to their superiors. Conversely, if such a climate of support does not exist, the greater the risk perceived and the less the employee is likely to risk new ideas. In fact, in the organizational context, hierarchical relationships usually produce control, as when superiors do not see their employees as autonomous. In this situation, employees see their space of action restricted and, as a result, reduce their performance (ESPEJO, 2001). Although companies seem willing to bet on creativity, they live a dilemma: on the one hand, they want their employees to be free to have more creative potential; on the other, they have to control their actions (KHODYAKOV, 2007).
divisional autonomy in the firm. Although assembly manuals are used, the manuals are limited to the assembly process and seldom specify critical equipment failure information, e.g. failure mode type. Nonetheless, availability of quantitative equipment information points to feasible application of quantitative risk assessment technique, e.g. the Q-FMEA. However, given that the information only specifies the equipment condition, several enhancements to the data structure is necessary. These include possible inclusion of information related to the type of failure mode, time to failure, time to repair, spare part usage, or production loss attributed to equipment failure. Inclusion of this information would assist in the derivation of reliability and maintenance cost models. Other competencies, e.g. highly skilled personnel appear embedded in the firm. This is evidenced by the presence of reliability engineers. From the prioritized competencies, personnel skills are weighted as important requisite for applying quantitative risk assessment techniques. Other important areas of improvement include integrating failure related databases, a limitation also noted for firms in the process industry. Integrated databases will ensure that the failure modes are linked to the respective failure consequences i.e. cost of failure.
Despite these recent advances in BCCM, resources required to develop an ongoing and robust program still compete with other organizational priorities which may result in a less than optimal program with functional deficiencies, poor integration and dispersed authority and responsibility. Witness the August 2005 study Disaster Planning in the Private Sector: A Look at the State of Business Continuity in the U.S. conducted by the International Association of Emergency Managers and AT&T. 6 This study found that business continuity planning is not a high priority at four in ten companies surveyed and that almost one third of the companies have no business continuity plans. The reasons for this low priority may extend beyond resource considerations to a lack of understanding of what actually comprises a comprehensive BCCM program. A functional framework for BCCM, displaying the component functions and their relationships to
The study found a negative effect of strategic risk on the financial performance of banks, a good strategic and financial performance is achieved through organizational capabilities and development potential and implementation activities in an efficient and constructive engagement with the external environment, the sight of the financial performance in terms of return and risk revealed a sound vision of the course of the Bank Management action and helps to develop the right decisions on the exercise of the activities (Sayyah, 2001) entitled: "The impact of the power of senior directors management in identifying the strategic goals in Jordanian banks" this study aimed to investigate the effect of the power directors and their reflection on the Organization's strategic choices according to a cumulative prospective done in studying the opinion of (75) directors in the higher departments of commercial banks listed its shares on the financial market in Oman.
The interactions between deliberate and emergent strategies were studied in depth by Reijling (2015). He states that organizations may be formed by several organizational elements that respond different to environmental influences. Those elements might lead to different responses within the organization itself. Therefore organizations may show characteristics that fit a closed systems approach or an institutional perspective instead. As a consequence, the organization structure will develop as part of a dynamic social (construction) process. These dynamics are on the one hand caused by perceptions on the said structure of an organization and the hierarchal power positions that the used structure enforces in order to be resourceful and sustainable in the long run. On the other hand they are caused by perceptions about ‘social practices’ by actors in organizations, which determine their identity within the organization and the relationship with the institutional environment. Both external environmental factors share the fact that actors decide for themselves what kind of behaviour fits them personally and how that can be legitimized. Besides these external orientations of actors, the chosen organizational design and the execution or implementation of this design also affects the identity of actors. Structural measures and knowledge- and cultural development have an institutional and organizational context.
banks was the study of Delpachitra and Lester (2013). It has found that non-interest income and diversification of revenue negatively affects the profitability. Besides, despite of the much reliance on non-interest income, the profitability and risk of default were not improved. Turkmen and Yigit (2012) showed the negative effects of sartorial and geographic diversification on performance measures of banks working in Turkey. Gurbuz et al. (2013) observed that income diversification improves the risk-adjusted performance of banks. Soumadi and Aldaibat (2009) aimed in their research to estimate the growth strategy for (HBTF) in Jordan during the period of 2000 to 2009 and variables measures by Descriptive Analytical Method. Researchers came out with this following finding that, there is statistical significant correlation between growth percent in profit, growth percent in total assets and return on equity, and growth percent in asset with return on asset. On the other hand there is no statistical significant correlation between return on assets and growth percent in profit. Sufian and Chong, (2008) founds that, bank size, credit risk, and expense preference behaviour are in negative relationship with banks profitability, whereas non-interest income and capitalization provide a positive relationship with banks profitability during examine Philippines banks profitability on the period of 1990 to 2005. In addition, other empirical studies where made by Dawood (2014) for Pakistan commercial banks; Bejaoui and Bouzgarrou (2014) for Tunisian bank profitability; Almumani (2013) for Jordan commercial bank; Obamuyi (2013) for Nigeria banks profitability; Aljbiri (2013) for Libya commercial banks and Gul , Tariq, Usman , Irshad, and Zaman (2011) for Pakistan commercial banks.
It is a methodology. But to sell it, Rational supplies a bunch of html pages (about 16000 pages). There are some documentation templates also. A warning though, if you are thinking to get into a good methodology in reasonable time, then you need to rethink, RUP will take a looooooooooong time to grasp, implement and finally there is a 50% risk that you will never reap the benefits.
A framework on FMgr shall cover both issues on methodologies (‘how to’), and variables that affect FMgr role (‘what is’) that provides overall picture and structure towards effective performance . With increasing changes in technology and market demands, there is a need for organization to address issues relating to productivity and efficiency, being productive means ‘producing more in a given resources’, whilst being efficient means ‘continuously maintaining productivity’. In general, it is safe to say whether the FM system or FMgr framework has successfully meet its target performance using best-practice technological and managerial processes . In Malaysia, many organizations are still failing to recognize their organizational problem to the need of defining FMgr portfolio.  also cited similar domains when discussing about job challenges for facilities managers. In correlation, the absence of process functional requirement for support services, constituted to issues of efficiency for the organization . The changes that are occurring in business activities have spurred employees, specially maintenance and FM personnel, to realize the importance of building and their interaction with people and processes .
Effective supply chain management has become a potentially valuable way of securing competitive advantage and improving organizational performance since competition is no longer between organizations, but among supply chains (Suhong et al., 2004). Most researches performed within governance area refer to political or corporate governance (Crişan et al., 2011), without covering the complexity of supply chain governance. As a field of governance, supply chains are complex systems with different structures and power proportions between partners. According Demirbag et al. (2007) to SCM competencies increases flexibility generating alternative sourcing for procurement by reducing supply chain risks and also help to reduce delivery lead time as well as increase responsiveness, thus provide competitive advantage to the firm. However, the impact of global competition on the development of supply chain management has been profound. Since the turn of the century, business executives have been interested on how to effectively manage the supply chain processes. They usually face the problems of implementation and the competence required running a global supply chain. Recent studies (Koh et al., 2007; Burgess et al., 2006; Li et al., 2005; Demirbag et al., 2007; Crişan et al., 2011) have linked SCM with performance of firms. However, very few studies have addressed the different entrepreneurial SCM competencies and how they influence organizational performance.Therefore, this study attempt to investigate entrepreneurial supply chain management competencies such as innovation Orientation, Risk-Taking Characteristics and proactivenessOrientation, and their effect on organizational performance among selected medium manufacturing firms in Nairobi County.
There are many different maturity models available . Most provide a way to assess practices and capabilities needed to improve results for a specific purpose, along with a roadmap for evaluating current and desired future states . The maturity relationships contained in this report rely on benchmark findings and publicly available data for business outcomes, financial risks, and business risk indicators throughout the entire spectrum, from one end to the other . If a result, a practice or a capability is not grounded in the reality of actual experience, it is not contained in the report or the GRC CMM . There are direct relationships between the maturity of IT GRC practices and capabilities, and the business results—positive and negative—being experienced by organizations . The primary IT GRC metrics tracked by the benchmarks include customer satisfaction, customer retention, revenue, profit, financial loss and the occurrence of such losses after the loss or theft of customer data, business disruptions leading to financial losses that are directly related to IT service disruptions, and the number of regulatory compli- ance deficiencies that must be corrected to pass audit and that are costing the organization more, or less, money to sustain regulatory audit results .