In case of an unpredictable event, circumspect and aimed action is asked. In advance, goal-oriented precautions have to be met to represent information-streams and to enforce training - and education-measures.
In the event-case, the effect as well as the size of damages can be minimized at persons, real values, the environment and the neighbourhood. The reputation of the company, its co-workers, business partners as well as the authorities and the population will be persistently and positively influenced by positive and clear directed action.
The management has to fix business-politics and define a lasting risk-strategy that has to be com-municated to all co-workers. It is even though important that the goals are precisely and unequivocally defined in the business lines, not compete together and doesn't stand in conflict to each other. For the achievement of the strategic goals, it is decisive that the appointed goals are marketable and realizable.
In order to shape the control of the goals more efficiently and effectively, it is necessary that these are quantifiable.
Goals have to be fixed in writing and known to all co-workers.
The prerequisite for the success of the system lies in the managements built up and past life risk-culture of the total business operation.
Table of Contents
1. Risk as Term (references, purpose, identification)
2. Risk Analysis (production sites/processes)
3. Risk Assessment (weighting risks, occurrence likelihood, causes)
4. Risk Management/Risk Monitoring (chances, actions and output verification)
5. Guidelines for Risk Management Integration
Objectives and Topics
This work explores the necessity and implementation of a structured risk management system within global organizations, focusing on how to integrate risk-related processes into existing business operations to ensure sustainable success and performance improvement.
- Theoretical identification and classification of various risk types in industrial contexts.
- Methodological approaches to risk analysis, assessment, and the use of the "risk graph" as an appraisal tool.
- Strategies for integrating risk management across all corporate hierarchies and business levels.
- Practical guidelines for visualizing risks, communicating target-related indicators, and defining safety concepts.
- Consolidation of risk management strategies in complex organizational structures to ensure cross-departmental compliance.
Excerpt from the Book
What variety of risks are pesent in the steel industry, as an example
The analysis of risks shows the multiplicity and substantiates the fact that the confrontation took place in the past years only rudimentary, since the pressure was not sufficient to give serious thought to it, since even experienced negative effects of the risks were rather rare. Turbulences in all areas, that the recognized risks involve, was the reason that businesses deal more and more with possible consequences and the defence of it.
Summary of Chapters
1. Risk as Term (references, purpose, identification): Defines risk as a negative deviation from planned events and highlights the necessity of managing hazards to business goals in a globalized market.
2. Risk Analysis (production sites/processes): Examines the various categories of industrial risks and provides indicators for assessing them effectively across production sites.
3. Risk Assessment (weighting risks, occurrence likelihood, causes): Describes the application of the risk graph as a tool to map occurrence likelihood against damage extent for better decision-making.
4. Risk Management/Risk Monitoring (chances, actions and output verification): Details the continuous process of monitoring and mitigating risks, emphasizing that risk management is not a parallel system but an integral part of corporate management.
5. Guidelines for Risk Management Integration: Provides concrete, multi-part instructions for implementing and visualizing a risk management system and establishing a corporate risk culture.
Keywords
Risk Management, Global Organizations, Risk Identification, Risk Assessment, Risk Analysis, Risk Monitoring, Safety Concept, Corporate Hierarchy, Risk Graph, Compliance, Business Goals, Risk Minimization, Steel Industry, Strategic Planning, Process Management.
Frequently Asked Questions
What is the primary focus of this publication?
The work focuses on providing a structured approach to implementing effective risk management within complex, global organizations to ensure business resilience and goal achievement.
What are the central themes covered in the text?
The central themes include the classification of risks, the integration of risk processes into corporate hierarchy, the use of visual assessment tools like the risk graph, and the definition of a clear safety concept.
What is the main objective of the proposed risk management system?
The objective is to move from rudimentary risk handling to a pro-active, goal-oriented system that minimizes negative deviations from business plans and promotes continuous improvement.
Which scientific or analytical methods are utilized?
The authors utilize a combination of indicator-based analysis, standardized reporting, and visual risk mapping (risk graphs) to evaluate risks based on empirical data and business metrics.
What content is addressed in the main chapters?
The main chapters move from defining risks and analyzing specific industrial hazards to establishing a comprehensive framework for risk assessment, management monitoring, and practical integration guidelines.
Which keywords best characterize this work?
Key terms include Risk Management, Risk Identification, Corporate Hierarchy, Process Management, and Risk Minimization.
How does the book suggest managing risks in complex organizations?
It advocates for a multi-layered approach, involving top-down strategy and bottom-up process efficiency, ensuring that responsibility for risk-dealing is transferred to employees at all levels.
What role does the "risk graph" play in this management system?
The risk graph serves as a standardized appraisal tool that enables managers to get a fast, visual overview of risks at specific sites or process steps for immediate decision-making.
Why does the author argue against treating risk management as a parallel system?
The author emphasizes that risk management must be an integrated, encroaching task within existing business structures to avoid redundancies and ensure it is accepted as a daily "life style" within the company.
What is the importance of the "defined reference period" for indicators?
It ensures comparability and consistency when analyzing data such as damage amounts or insurance premiums, allowing for accurate assessment of risk evolution over time.
- Citation du texte
- Dipl.Ing. Rainer Jaspers (Auteur), Karol Balog (Auteur), 2012, Risk Management in Global Organizations, Munich, GRIN Verlag, https://www.grin.com/document/195238
