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THE ANALYSIS OF RISK MANAGEMENT PROCESS WITHIN MANAGEMENT

THE ANALYSIS OF RISK MANAGEMENT PROCESS WITHIN MANAGEMENT

For an activity appropriately and effectively, company managers Artego are required to develop measures that may reduce the risk, analyze the budgetary impact arose from the implementation of measures related to the acceptance of risk, avoid it or transfer it, they are obliged to establish the main priorities for budget allocation available. Thus, considering the unpredictable nature of the economic process or if there is sufficient knowledge of it, then it can meet a state of uncertainty but some difficulties arising from the decision-making process within the company Artego. In conclusion there is the need to develop and implement a risk management tool is subject to the joint stock company Artego objectives.
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Risk Factors, Processes and Risk Management within a Public Health Context

Risk Factors, Processes and Risk Management within a Public Health Context

Impacts which are not stressors by themselves and do not directly exert any influence on the bio- logical status of the organism but result in the for- mation of primary risk factors, namely the stressors, and in this way enhance their intensity and strength [5], are considered indirect risk factors (socioeco- nomic factors). Their effects cumulate in the pri- mary risk factors, the stressors. Generally speaking, a poorer socioeconomic status, involving the co-oc- currence of several indirect risk factors, is usually associated with a larger number of primary risk fac- tors of a greater strength and is more likely to cause damages in the biological status (Fig. 1). The rela- tionship between socioeconomic status and health damages is indirect, but it is clear and empirically supported [6]. Socioeconomic status is not unequiv- ocally associated with certain primary risk factors [7], but considering its effect, the whole life history is relevant, as certain impacts of the childhood so- cioeconomic status tend to become visible only later in life [8].
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Analysis of Factors Affecting on Risk Management of Wheat Production Among Wheat Farmers (Razavieh Region, Khorasan-E-Razavi Province, Iran)

Analysis of Factors Affecting on Risk Management of Wheat Production Among Wheat Farmers (Razavieh Region, Khorasan-E-Razavi Province, Iran)

This study in terms of purpose was applied, in terms of the extent and the control degree of variables was a ield-work and in terms of the collecting data method was a descriptive-correlation research which was designed and conducted in Iran (Razavieh region in Khorasan-E-Razavi province). Statistical population of the study was 1520 persons that included all wheat farmers of Razavieh region that they had water cultivation. By using of stratiied proportional random sampling and Cochran formula, 156 respondents were selected from 8 villages and for data collection, used of interview method. Razavieh region of Mashhad city consisted of 75 villages that this irst, eight index villages were selected by dividing the Razavieh region into four parts: south, north, west and east parts. In the next stage, the respondents were chosen and studied randomly from each village in proportion to the wheat farmers’ population. The research tool was a questionnaire includes 63 items that 12 questions are about individual features; 19 questions are about factors that determine the risk- aversion and 24 questions were about the wheat farmers’ opinion of the relationship with the extent of the variant methods use in the risk management of the wheat production in the region. Deliberate items and independent variables of the study were compiled in a series of regular expressions, with a speciic order and equal rhythm on a Likert scale of none to very high range (score 0 to 5). Other items (8 items) because of other purposes were presented open and two-dimensional in the questionnaire. Considering that some parts of the questionnaire, according to the research topic, included some new questions that required explanation to the wheat farmers. So in order to complete each questionnaire, the interview method were used to be sure that there was no ambiguity for the wheat farmers. To determine the validity of the questionnaire irst 30 questionnaires were handed out among the wheat farmers who were out of the sample study
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THE STRATEGIC PERFORMANCE MANAGEMENT PROCESS

THE STRATEGIC PERFORMANCE MANAGEMENT PROCESS

Performance management strategy aims to provide the means through which better results can be obtained from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competence requirements. It involves the development of processes for establishing shared understanding about what is to be achieved, and an approach to managing and developing people in a way that increase the probability that it will be achieved in the short and longer term. Evaluating periodically the human resource inside the organization can increase the motivation and commitment of employees and enable individuals to develop their abilities, increase their job satisfaction and achieve their full potential to their own benefit and that of the organization as a whole. Unfortunately not all organizations provide opportunities for personnel evaluation. An example: Personnel evaluation in Latin America and Spain. 114
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Transferência de tecnologia aplicada ao gerenciamento de risco logístico

Transferência de tecnologia aplicada ao gerenciamento de risco logístico

Besides the crawler and tools for the mapping of routes, the on-board computer is a valuable ally, as it complements the activities or functions of the crawler. With the help of equipment important to plan can be developed with more security. Every detail or action should be carefully planned. Subsequent development of strategic planning of risk management, there will be a transfer of technology obtained, so that the company will have total control of the situation (university-enterprise). In other circumstances, technology transfer can occur in other stages of the process and in different ways, as shown in Figure 03:
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How managers use the balanced scorecard to support strategy implementation and formulation processes

How managers use the balanced scorecard to support strategy implementation and formulation processes

Discussion about the relation between Management Control Systems (MCS) and strategy is fairly new. The variable strategy is only openly used in Management Control (MC) investigation papers in the last three decades (Langfield-Smith, 1997). Until then, MC was viewed as a set of mechanisms created for the purpose of producing information to support planning and control, favoring financial control and accounting related information. During the decade of 80, investigation starts to relate MC and strategy based on the contingency theory. However, these studies have been widely criticized on because they do not facilitate the interpretation of results within an integrated model, the identified relationships are weak and the results are fragmented (Chenhall, 2003; Chenhall & Chapman, 2006; Covaleski, Dirsmith & Samuel, 1996; Dent, 1990; Hopper, Otley & Scapens, 2001; Langfield-Smith, 1997; Otley, 1999; Wickramasinghe & Alawattage, 2007). Starting in the mid-decade of 90, research highlighted the active role assumed by MC on the process of strategy formulation and strategy change. Conducted research assumes that strategy influences MCS and these can influence strategy. The studies of Simons (1987, 1990, 1991, 1994, 1995, 2000) have provided important contribution for this new vision of MC. The conceptual framework of Simons highlights the way managers can use MCS to define and implement strategy and also promote strategic change (Langfield-Smith, 1997).
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BUSINESS PROCESS REENGINEERING AS THE METHOD OF PROCESS MANAGEMENT

BUSINESS PROCESS REENGINEERING AS THE METHOD OF PROCESS MANAGEMENT

The article is devoted to the analysis of process management approach. The main understanding of process management approach has been researched in the article. The definition of process and process management has been given. Also the methods of business process improvement has been analyzed, among them are fast-analysis solution technology (FAST), benchmarking, reprojecting and reengineering. The main results of using business process improvement have been described in figures of reducing cycle time, costs and errors. Also the tasks of business process reengineering have been noticed. The main stages of business process reengineering have been noticed. The main efficiency results of business process reengineering and its success factors have been determined.
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Constraints to the efficacy of risk management process in entrepreneurial companies

Constraints to the efficacy of risk management process in entrepreneurial companies

The author highlighted that the first stage usually is taken by decision-makers (top manage- ment, entrepreneurs, shareholders or others). With respect to the second and third stages, to increase flexibly in the process the company could reduce the decision time through delegation. Notwithstanding, there are two main obstacles of delegation in entrepreneurial companies: lack of communication and organisational structure (Casson, 2003). In fact, considering the autocratic leadership, centralised and poorly structured organisation, and the lack of communication (details in Table 3) of the entrepreneurial working environment, probably more problems will arise during the generation of data and the execution of the decision.
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Analysis of supply chain risk management researches

Analysis of supply chain risk management researches

• By knowing that of the 248 articles found in five databases, that 95% are in Scopus or Web of Science, those interested in the subject can concentrate their research in these bases. Besides these results, we observed that: (i) 75% of the publications about SCRM are concentrated in the last five years of the period analyzed (2011-2015); (ii) the authors most often cited are not those who have published the most articles on the subject; (iii) the three most-cited periodicals are together responsible for nearly a third of all the citations (of the 20 most cited); and (iv) the countries with the most publications are the United States, with 69 publications, and China, with 37 (these two countries together account for more than 40% of the publications on SCRM).
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Risk Management for e-Business

Risk Management for e-Business

In the new Internet economy, risk management plays a critical role to protect the organiza- tion and its ability to perform their business mission, not just its IT assets. Risk management is the process of identifying risk, assessing risk, and taking steps to reduce risk to an accept- able level. The risk management is an important component of a IT security program. Infor- mation and communications technology management and IT security are responsible for en- suring that technology risks are managed appropriately. These risks originate from the de- ployment and use of IT assets in various ways, such as configuring systems incorrectly or gaining access to restricted software.
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CONFIGURATION MANAGEMENT ISSUES IN SOFTWARE PROCESS MANAGEMENT

CONFIGURATION MANAGEMENT ISSUES IN SOFTWARE PROCESS MANAGEMENT

The basic principle of evolutionary development models is to develop a system in various stages and each stage helps in increasing the knowledge about system requirements and functionality. This model reduces the risk of detecting critical problems in later phases of the development. Iterative approach, Incremental model and Prototyping model are based on the principles of evolutionary development approach (Pfleeger and Kitchenham, 2001; Wallnau, 2002). Boehm has combined all these approaches in a model, in which, activities are performed several times in an iterative manner, beginning with a base functionality and addressing issues like objective setting, risk assessment and reduction, development, validation and planning for the next loop Boehm and Basili (2000). The iteration process can be concluded when a complete working software system has been developed.
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THE PERCEPTION AND MANAGEMENT OF RISK IN LITHUANIAN CONSTRUCTION COMPANY

THE PERCEPTION AND MANAGEMENT OF RISK IN LITHUANIAN CONSTRUCTION COMPANY

The risk analysis and management techniques have been described in detail by many authors (Ahmed et al. 2007; Chapman 2001; Chapman and Ward 2003; Mbachu and Nkado 2007; Smith et al. 2006). A typical risk man- agement process includes the following key steps: risk identification, risk assessment, risk mitigation, and risk monitoring (Wysocki 2009). Risk identification is an important step in the risk management process, as it at- tempts to identify the source and type of risks. It includes the recognition of potential risk event conditions in the construction project and the clarification of risk responsi- bilities (Wang and Chou 2003). Carbone and Tippett (2004) stated that the identification and mitigation of project risks are crucial steps in managing successful projects.
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The effect of organizational studies on financial risk measures estimation

The effect of organizational studies on financial risk measures estimation

Although risk has conventionally been approached in the natural sciences as an object to be technically mastered by mathematical probability, since the early 1980s, social scientists have focused on the subjective and social dimensions of risk (Mythen, 2008). Risk is no longer the exclusive preserve of scientists and technocrats, but is fast becoming the “lingua franca” of business management and even public policy. Regarding this dissemination, Luhmann (1998) says that the particular success of risk in extending its realm over more areas of life is explained by the tendency of modern societies to experience their future in terms of decisional uncertainties. Corroborating this idea, Coles, Smith, and Tombs (2000), and Hutter and Power (2005) argue that the concept of risk has assumed a prominent position within the social sciences and business practice. According to Power (2004), we are not only living in a Risk Society, but there is also concern about the risk management of everything. As confirmed by Rothstein, Huber, and Gaskell (2006), the focus of this argument is not whether there has been a change in the actual risks faced by society but whether there has been a change in how events are framed and managed as risks.
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JISTEM J.Inf.Syst. Technol. Manag.  vol.5 número2

JISTEM J.Inf.Syst. Technol. Manag. vol.5 número2

The main characteristics that differentiate our model from PMI methodology for risk management lies in the way severity is addressed and detection criterion. In our model, we assign values on a numerical scale rather than in terms of monetary values. Naturally, financial issues can continue to drive the analysis, however, using a scale makes it easier to carry out a risk analysis as it enables the construction of a numerical risk index (or according to FMEA concept the Risk Priority Number - RPN). The inclusion of the detection dimension adds value to PMI’s risk management analysis as it provides a structured way of predicting failures and avoiding them before they occur.
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Risk Management and Risk Management Failure: Lessons for Business Enterprises

Risk Management and Risk Management Failure: Lessons for Business Enterprises

Furthermore, the recent economic volatility has given risk management a new focus and eminence. Successful fi s are able and willing to effectively integrate risk management at all levels of management process from strategy to success. Risk management is an invaluable tool for managing uncertainty associated with business. Business enterprises have always practice some forms of risk management, implicitly or explicitly (Meulbroek, 2002). The concept of risk management is, therefore, not so new because risk management techniques like: risk reduction through safety; quality control and hazard education; alternative risk financing; and insurance, including self-insurance and captive insurance, have been in existence for a long time (Doherty, 2000). Regrettably, organisations in Nigeria have been hampered by pitfalls in traditional approaches to risk management, as risk management is rarely undertaken in a systematic and integrated manner across firms. Traditional risk management views risk as a series of single and unrelated elements where individual risk are categorised and managed separately (Wolf, 2008; Hoyt and Liebenberg, 2011). The major deficiency of traditional approach to risk management is the narrow focus on threats, rather than focusing on both opportunities and threats. The holistic approach to managing a fi s risks differs substantially from historical practice, as t pi al fi s te ds to agg egate isk effe ti e isk a age e t , athe tha isolati g the (traditional risk management) (Wolf, 2008; Hoyt and Liebenberg, 2011). ERM engages risks across a variety of levels in the organisation; thus focusing on both opportunity and threat. However, in the literature, ERM has similar meaning with Enterprise Risk Management (ERM), Corporate Risk Management (CRM), Holistic Risk Management (HRM), Integrated Risk Management (IRM), Strategic Risk Management (SRM), Enterprise-Wide Risk Management EW‘M a d Busi ess ‘isk Ma age e t B‘M D A , ; Lie e e g a d Ho t, ; Kleffner et al., 2003; Gupta, 2004; Hoyt and Liebenberg, 2006; Manab et al., 2007; and Yazid et al., 2009).
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Towards An Analysis of Software Supply Chain Risk Management

Towards An Analysis of Software Supply Chain Risk Management

Risk avoidance reduces risk damage in the way of changing plans, voluntarily giving up or refusing to take risks. Although the damage can be avoided, risk avoidance means losing the benefit which the risk brings. It is mainly applied to the two situations, one situation is risk can’t be prevented and controlled. When there is insurmountable risk that some step of software supply chain encounter, we should remove risk from small risk areas to avoid the risk of a head-on collision, and then enter into the area of larger risks until the ability of risk-resisting enhanced. Another situation is designing supply chain structure to avoid software supply chain risks. The second one is more powerful than the former.
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Managing Software Development Projects, The Project Management Process

Managing Software Development Projects, The Project Management Process

The results of the executing will be supplied to the Monitoring and Controlling Process Group that will make sure the project is on the track in terms of scope, time, cost, risk and quality. The reasons to start the monitoring and controlling process group are presented into the Fig- ure 5:

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Risk Management of New Product Development Process

Risk Management of New Product Development Process

success of NPD. According to them, almost 50% of the tools that reported a better project management performance belongs to a group named “Background group”. This group includes Simulation and processes, Subcontractor Management, Quality Management, Training, Customer Satisfaction Surveys, and an effective and efficient environment for managing projects. This finding suggests that the project success is achieved throughout many distinct organizational departments’ tools. Their research told us that creating and developing new products requires a multidisciplinary and a cross-functional process, involving all the departments of the organization. This was emphasized by McDonough (2000), through a questionnaire of 112 new product development professionals with the aim to determine which were the primary reasons to implement cross-functional teams. They found that cross-functional teams improve the process of developing new products and allows the flux of information between the respective functional areas. These were the main reasons according to McDonough´s work, why companies wanted to adopt Cross-Functional approach. The most frequently performance outcome indicated by the interviewed for implementing cross-functional teams, was the need to improve time-to-market. Applying a multiple regression, McDonough (2000) found that cross-functional teams really have a positive impact on project performance. Therefore the hopes of top managers to achieve cross-functional outcomes within implementing cross-functional teams are granted.
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The Imperative of Enterprise Risk Management in the Value-Creating Process

The Imperative of Enterprise Risk Management in the Value-Creating Process

Risk management has to take into consideration two aspects: the trade-off between risk and return, and the link between risk and innovation, as new products and services have been developed to both hedge against and exploit risk [Damodaran, 2007]. The link between risk and return is most perceptible when an investment opportunity is concerned. Financial theory, as well as common sense, shows that investments that are riskier need to generate higher return to compensate for risk exposure. In the innovation process, it is important to strike a balance between inventiveness, on the one hand, and prudence on the other. Every time a new product is launched, a new production process is implemented, new markets or sources of supply are
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The analysis of solidification process of ferritic-austenitic cast steel

The analysis of solidification process of ferritic-austenitic cast steel

The possibility of increasing the hardness of the copper- containing alloy by ageing has made it reasonable to choose cast steels with copper addition for castings working under corrosive-erosive conditions, such as elements of pump casing, impellers, connector pipes, guide vanes, etc [3]. But the quantity of defected castings (due to hot cracking) and the difficulty with the copper-containing scrap management at piece production have resulted in the fact that Polish power industry still uses imported elements [4].
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