This document discusses approaches to risk management including defining it as a systematic process to identify, assess, and understand risk to guide management decisions. It also discusses the purpose of minimizing potential harm and how risk management is influenced by risk perception. The document provides examples of proactive and reactive management approaches as well as enterprise risk management which considers all risks associated with running an organization.
Crisis management and The Art of Problem SolvingTANKO AHMED fwc
The knowledge and skill for crisis management is imperative to all individuals, groups or agencies, particularly to the youth in a crises-ridden time and space like Nigeria. This paper attempts to describe the meaning and understanding of crisis management to a group of educated, smart and active young people in the pursuit of in leadership and professional competence. Models and theories associated with crisis management are employed to outline strategies for problem-solving in crisis management. The way forward calls for a clear and active role for youth in crisis management. It is recommended for youth, to actively engage in seeking for knowledge and skills, including clear thinking on what to do in times of crisis.
– RISK MANAGEMENT: PROCEDURES, METHODS AND EXPERIENCES RT&A # 2(17) (Vol.1) 2010, June 83 Figure 2. Risk management process. The establishment of the context and culture is undertaken through a number of environmental analyses that include, e.g., a review of the regulatory requirements, codes and standards, industry guidelines as well as the relevant corporate documents and the previous year’s risk management and business plans. Part of this step is also to develop risk criteria. The criteria should reflect the context defined, often depending on an internal policies, goals and objectives of the organization and the interests of stakeholders. Criteria may be affected by the perceptions of stakeholders and by legal or regulatory requirements
BBA 4226, Risk Management 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
1. Examine the elements of the risk management process.
1.1 Illustrate the use of the risk management process.
2. Analyze the parameters used to categorize risks.
2.1 Categorize risks based on specific parameters.
Course/Unit
Learning Outcomes
Learning Activity
1.1 Unit II Scholarly Activity
2.1
Chapter 3
Unit II Lesson
Unit II Scholarly Activity
Reading Assignment
Chapter 3: Risk
Unit Lesson
We live in interesting and uncertain times, and they are only going to become more complex and risky as the
future unfolds. Individuals and organizations must adapt to an increasingly uncertain environment in order to
identify, mitigate, and survive potential damaging risks. Often, when we think of corporate risks, we think of
natural disasters (e.g., earthquakes and tornados) or even man-made disasters (e.g., fires or attacks such as
the one on September 11, 2001, an oil spill such as the one caused by BP in the Gulf of Mexico, or
information technology (IT) security breaches). Yet, we tend to forget man-made disasters such as the
financial crisis of 2008, which is considered one of the worst global financial crises of all time because of its
ripple effect around the world. We also tend to overlook disruptions in the supply chain of corporations that
could be equally distressing to a company’s survival. Because of the interconnectedness of the world, an
interruption of supplies in one side of the world can have very disruptive and lasting negative effects in
another side.
In today’s economy, many risks have an effect around the world. Thus, it is critical that corporations and
governments implement risk management strategies. First, however, let’s start with defining what risks are all
about.
Risk
Risk is defined as the probability and consequence of not achieving a specific goal. As an example, can the
project be completed within budget? Risk is the probability of loss or the expectation of an unfavorable
outcome as a result of a particular action. Risk is really a measure of future uncertainties or the combination
of an event occurring and the consequences of that event. Newsome (2014) noted that there are different
standards of risk definitions but settled on risks as the “changes, effects, and consequences” of an event’s
potential returns (p. 25). Thus, risk is associated with all future adverse outcomes of an action.
A good description of risks facilitates the understanding, identification, and analysis of risks (Newsome, 2014).
A detailed risk definition and description is the first step to identifying risks. An example of a structured
standardized version of risk description is depicted in Table 3.2 on page 29 of your textbook.
UNIT II STUDY GUIDE
Risk
BBA 4226, Risk Management 2
UNIT x STUDY GUIDE
Title
Components of Risk
Risk ...
Abstract
Key Features
Assessment
Introduction
Measures
Figure 1. This is the Risk Assessment Matrix Chart on the basis of the overall scenario
(continued)
Discussion
Figure1. The overall scenario of Risk management analysis on basis of survey and guidelines :
Safety of Risk Management
Risk management is an activity which integrates recognition of risk, risk assessment, developing strategies to manage it, and mitigation of risk using managerial resources. Some traditional risk managements are focused on risks stemming from physical or legal causes (e.g. natural disasters or fires, accidents, death).
Financial risk management, on the other hand, focuses on risks that can be managed using traded financial instruments. Objective of risk management is to reduce different risks related to a pre-selected domain to an acceptable. It may refer to numerous types of threats caused by environment, technology, humans,
organizations and politics. The paper describes the different steps in the risk management process which methods are used in the different steps, and provides some examples for risk and safety management.
The risk management steps are:
1. Establishing goals and context ,
2. Identifying risks,
3. Analysing the identified risks,
4. Assessing or evaluating the risks,
5. Treating or managing the risks,
6. Monitoring and reviewing the risks and the risk environment regularly, and
7. Continuously communicating, consulting with stakeholders and reporting.
Some of the risk management tools are described in (IEC 2008) and (Oehmen 2005).
As per discussed about the overall visualisation of safety risk management we can conclude by the stated figure about the outcome of the risk factor in different zone or field of work .
The common concept in all definitions is uncertainty of outcomes. Where they differ is in how they characterize outcomes. Some describe risk as having only adverse consequences, while others are neutral.
One description of risk is the following: risk refers to the uncertainty that surrounds future events and outcomes. It is the expression of the likelihood and impact of an event with the potential to influence the achievement of an organization's objectives.
The phrase "the expression of the likelihood and impact of an event" implies that, as a minimum, some form of quantitative or qualitative analysis is required for making decisions
concerning major risks or threats to the achievement of an organization's objectives. For each risk, two calculations are required: its likelihood or probability; and the extent of the impact or consequences.
Establish goals and context:- The purpose of this stage of planning enables to understand the environment in which the
respective organization operates, that means to thoroughly understand the external environment and the internal culture of the organization.
Identify the risks :- Using the information gained from the context, particularly as cat.
Crisis management and The Art of Problem SolvingTANKO AHMED fwc
The knowledge and skill for crisis management is imperative to all individuals, groups or agencies, particularly to the youth in a crises-ridden time and space like Nigeria. This paper attempts to describe the meaning and understanding of crisis management to a group of educated, smart and active young people in the pursuit of in leadership and professional competence. Models and theories associated with crisis management are employed to outline strategies for problem-solving in crisis management. The way forward calls for a clear and active role for youth in crisis management. It is recommended for youth, to actively engage in seeking for knowledge and skills, including clear thinking on what to do in times of crisis.
– RISK MANAGEMENT: PROCEDURES, METHODS AND EXPERIENCES RT&A # 2(17) (Vol.1) 2010, June 83 Figure 2. Risk management process. The establishment of the context and culture is undertaken through a number of environmental analyses that include, e.g., a review of the regulatory requirements, codes and standards, industry guidelines as well as the relevant corporate documents and the previous year’s risk management and business plans. Part of this step is also to develop risk criteria. The criteria should reflect the context defined, often depending on an internal policies, goals and objectives of the organization and the interests of stakeholders. Criteria may be affected by the perceptions of stakeholders and by legal or regulatory requirements
BBA 4226, Risk Management 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
1. Examine the elements of the risk management process.
1.1 Illustrate the use of the risk management process.
2. Analyze the parameters used to categorize risks.
2.1 Categorize risks based on specific parameters.
Course/Unit
Learning Outcomes
Learning Activity
1.1 Unit II Scholarly Activity
2.1
Chapter 3
Unit II Lesson
Unit II Scholarly Activity
Reading Assignment
Chapter 3: Risk
Unit Lesson
We live in interesting and uncertain times, and they are only going to become more complex and risky as the
future unfolds. Individuals and organizations must adapt to an increasingly uncertain environment in order to
identify, mitigate, and survive potential damaging risks. Often, when we think of corporate risks, we think of
natural disasters (e.g., earthquakes and tornados) or even man-made disasters (e.g., fires or attacks such as
the one on September 11, 2001, an oil spill such as the one caused by BP in the Gulf of Mexico, or
information technology (IT) security breaches). Yet, we tend to forget man-made disasters such as the
financial crisis of 2008, which is considered one of the worst global financial crises of all time because of its
ripple effect around the world. We also tend to overlook disruptions in the supply chain of corporations that
could be equally distressing to a company’s survival. Because of the interconnectedness of the world, an
interruption of supplies in one side of the world can have very disruptive and lasting negative effects in
another side.
In today’s economy, many risks have an effect around the world. Thus, it is critical that corporations and
governments implement risk management strategies. First, however, let’s start with defining what risks are all
about.
Risk
Risk is defined as the probability and consequence of not achieving a specific goal. As an example, can the
project be completed within budget? Risk is the probability of loss or the expectation of an unfavorable
outcome as a result of a particular action. Risk is really a measure of future uncertainties or the combination
of an event occurring and the consequences of that event. Newsome (2014) noted that there are different
standards of risk definitions but settled on risks as the “changes, effects, and consequences” of an event’s
potential returns (p. 25). Thus, risk is associated with all future adverse outcomes of an action.
A good description of risks facilitates the understanding, identification, and analysis of risks (Newsome, 2014).
A detailed risk definition and description is the first step to identifying risks. An example of a structured
standardized version of risk description is depicted in Table 3.2 on page 29 of your textbook.
UNIT II STUDY GUIDE
Risk
BBA 4226, Risk Management 2
UNIT x STUDY GUIDE
Title
Components of Risk
Risk ...
Abstract
Key Features
Assessment
Introduction
Measures
Figure 1. This is the Risk Assessment Matrix Chart on the basis of the overall scenario
(continued)
Discussion
Figure1. The overall scenario of Risk management analysis on basis of survey and guidelines :
Safety of Risk Management
Risk management is an activity which integrates recognition of risk, risk assessment, developing strategies to manage it, and mitigation of risk using managerial resources. Some traditional risk managements are focused on risks stemming from physical or legal causes (e.g. natural disasters or fires, accidents, death).
Financial risk management, on the other hand, focuses on risks that can be managed using traded financial instruments. Objective of risk management is to reduce different risks related to a pre-selected domain to an acceptable. It may refer to numerous types of threats caused by environment, technology, humans,
organizations and politics. The paper describes the different steps in the risk management process which methods are used in the different steps, and provides some examples for risk and safety management.
The risk management steps are:
1. Establishing goals and context ,
2. Identifying risks,
3. Analysing the identified risks,
4. Assessing or evaluating the risks,
5. Treating or managing the risks,
6. Monitoring and reviewing the risks and the risk environment regularly, and
7. Continuously communicating, consulting with stakeholders and reporting.
Some of the risk management tools are described in (IEC 2008) and (Oehmen 2005).
As per discussed about the overall visualisation of safety risk management we can conclude by the stated figure about the outcome of the risk factor in different zone or field of work .
The common concept in all definitions is uncertainty of outcomes. Where they differ is in how they characterize outcomes. Some describe risk as having only adverse consequences, while others are neutral.
One description of risk is the following: risk refers to the uncertainty that surrounds future events and outcomes. It is the expression of the likelihood and impact of an event with the potential to influence the achievement of an organization's objectives.
The phrase "the expression of the likelihood and impact of an event" implies that, as a minimum, some form of quantitative or qualitative analysis is required for making decisions
concerning major risks or threats to the achievement of an organization's objectives. For each risk, two calculations are required: its likelihood or probability; and the extent of the impact or consequences.
Establish goals and context:- The purpose of this stage of planning enables to understand the environment in which the
respective organization operates, that means to thoroughly understand the external environment and the internal culture of the organization.
Identify the risks :- Using the information gained from the context, particularly as cat.
RISK MANAGEMENT: ISSUES, CHALLENGES AND OPPORTUNITYAshim Sharma
All types of organizations face with the some forms of risks, which may affect their chance of success. Understanding the risks and effectively managing these will greatly help the organizations in achieving the long term success. Risk management can be an important tool to eliminate potential problem in an organization. As a project manager or team member, we have to manage risk on a daily basis; it’s one of the most important things to do.
Disaster preparedness is a very vital aspect of any organization or even an individual in any community (Academic Papers on Porter’s Strategy, n.d.). According to Homeland Security Exercise and Evaluation Program (HSEEP), its major objective is provision of guiding principles that have a common response in addressing programs management, evaluation, improving planning, designing and planning of mitigation measures
Understanding and improving community flood preparedness and response: a rese...Neil Dufty
Many social research projects identify issues with community disaster preparedness and response but struggle to attribute these issues to underlying causes and recommend possible ways to address them. A research framework that considers the underlying causes of preparedness and response and possible interventions was developed for the Wimmera region of Victoria, Australia. The research framework was developed in conjunction with the Wimmera Catchment Management Authority and tested in a social research project across 6 communities in the Wimmera region. This paper provides an outline and rationale for the components of the research framework. It also summarises the regional flood insight afforded by the research framework. The research framework, albeit with some limitations, has universal appeal not only in the examination of community flood preparedness and response, but also for other hazards and other parts of the disaster management cycle.
Are Organizations Ready for CrisisA Managerial Scorecard.docxjustine1simpson78276
Are Organizations Ready for Crisis?
A Managerial Scorecard
Anne H. Reilly
This exploratory study sought to develop and test a new
construct, "crisis readiness," and to examine the relation-
ship of organization size, prior experience with crisis,
and managers' job level with crisis readiness. A survey
methodology was used to measure managers' perceptions
of their organizations' levels of readiness for crisis. In
the sample of managers surveyed, the seventy.^nine
respondents reported on average slight agreement that
their organizations were ready for crisis, although they
disagreed on average that they were well-informed about
their organizations' crisis management repertoires. The
study found strong support for the hypothesis that in-
creasing size is associated with increasing crisis readiness,
and partial support for the hypotheses that prior experi-
ence with crisis and higher job levels are associated with
higher crisis readiness scores. The implications of these
results are discussed, together with some suggestions for
organizations concerned with increasing their readiness
for crisis.
AS THE BUSINESS environment gets
more complex, so do the crises ex-
perienced by organizations. The ex-
amples of Tylenol, Challenger, and
Bhopal illustrate that major crises not
only affect the organization involved,
Anne H. Reilly is a doctoral candidate in
the Department of Organization Behavior,
Kellogg Graduate School of Management,
Northwestern University, and a former
commercial banker. Her primary research
interests are organizational crisis, strategy,
and change. She is presently at work on
her dissertation, which focuses on strategic
preparation for better crisis management in
the banking industry.
The author gratefully acknowledges helpful
comments by Robert Duncan, Denise Rous-
seau, Larry Cummings, and Robert Dewar
on an earlier version of thispaper.
SPRING 1987
but also have significant repercussions
throughout the community, the in-
dustry, and sometimes the world.
Crisis management is becoming an
increasingly important issue as man-
agers seek ways to cope effectively
with these high-magnitude threaten-
ing events.
To date, most of the organizational
behavior research on crisis has focused
on case studies of specific crisis
events, frequently political crises (Her-
mann, 1972; Allison, 1971; Starbuck,
Greve & Hedberg, 1978). The study
described in this paper uses a different
unit of analysis. Instead of con-
centrating on particular events, this
study addresses the general issue of
crisis readiness in organizations. The
study surveys individual managers
about their perceptions of .their firms'
readiness for crises. Managers are
an important component of an or-
ganization's readiness for crisis be-
cause managers are critical actors in
any organizational change situation
(Tushman & Romanelli, 1985; Ham-
brick & Mason, 1984).
This empirical study had several
goals. First, .this study proposed a
new construct, "crisis readiness," and.
1Running Head The Psychology of Disaster Preparedness .docxfelicidaddinwoodie
1
Running Head: The Psychology of Disaster Preparedness
The Psychology of Disaster Preparedness
2
Literature Review for Week 3
Laurie Schaalma
PSY 610 Applied Social Psychology
Instructor: Romona Banks
April 13, 2017
Disaster preparedness is a process that is carried out by parties to make sure that they are ready for any disaster that comes their way. The process is done to come up with a plan that will be followed to minimize the effects of a disaster that may be experienced by the organizations or by the individuals (Harper & Frailing, 2010). However, it has been found out that disaster preparedness is always affected by adaptive psychology that is experienced by the people who are involved in developing the plans (Mishra & Suar, 2007). As such, the aim of this literature review will be to offer a scholarly analysis of the scientific, peer-reviewed literature on the factors related to attitude and behavior change such as risk perception, persuasion theories, persuasion techniques, motivation, and self-efficacy.
The purpose of this literature will be to assess on some of the factors that are related to attitude and behavior change during disaster preparedness and recovery process. The literature will look at some key factors like risk perception, persuasion theories, persuasion techniques, self-efficacy and motivation.
Risk perception is the way in which different individuals perceive different risks that may happen to them and make their decisions based on their perceptions. The perception that an individual has concerning a given disaster affects the decisions that he or she takes towards preparing for the disaster (Harper & Frailing, 2010). Perception affects personal preparedness, what individuals are concerned about protecting, the likelihood of a disaster to happen and what the individuals expect to rely on during the disaster (Mishra, Mazumdar, & Suar, 2010). It has also been found out that disaster preparedness decision-making is always linked to risk perception as it determines the level of individual preparedness, what they have done to prepare for disasters and their personal ability to recover after facing a disaster (Mishra & Suar, 2007).
The persuasion techniques that are used by those in authority to persuade individuals to take the right steps during disaster preparedness contributes significantly towards the decisions that an individual takes during disaster preparedness. The disaster techniques employed determines how often information is passed through the entire chain of command and reach the population effectively and appropriately (Harper & Frailing, 2010). The persuasion techniques used determines how often meetings are convened, disaster drills, rehearsals and simulations are carried as well as determining the training techniques to be employed in preparing the individuals involved about the disasters that might affect them (Mishra & Suar, 2007).
Persuasion techniques have been found to pla ...
Disaster Management , Coping Strategies
Alternative Adjustment Process
Changing concept of Disaster management
Industrial safety plan
Safety norms and Survival kits
Mass Media and Disaster Management
Safety plans
Student 1 The main intention of this framework is to support .docxcpatriciarpatricia
Student 1:
The main intention of this framework is to support large corporate organizations with their portfolio management and process of the risk management. The framework is able to handle insurance risk and non-insurance risk. It is suggested to use the framework within the recognized enterprise risk management correction. James Lam has defined four benefits to risk management which are as follows: handling risk is managements’ job; the instability of the earnings will be reduced by the managing risk; the shareholders’ value can be maximized with the help of managing risk; financial security and job security are promoted by the risk management (Zhou & Xu, 2018)
Handling risk is managements’ job–the duty of the management is to use the critical information of the business to manage the risk. This will lead to give transparency in managing costs and improves the understanding of the risk.
The instability of the earnings will be reduced by the managing risk–with the help of the activities of the risk management, the top companies will able to manage their earnings instability in a better way.
The shareholders’ value can be maximized with the help of managing risk–the companies can be able to increase their shareholders’ value with maximum percentage and also can be able to identify the opportunities for business optimization and risk management by using the risk based program. Volatility can be managed well and business model performance can be extended with correct information that is spread across the organization (Liang et al., 2017)
The efficient frontier will be send to the business leaders directly and they will become the holders of the risks for their respective areas of influence. The efficient frontier has to learn the language of the risk. It is fundamentally assumed that the risk transfer and lines of insurance will be modelled properly. This is significant assumption, as plain modelling foibles, internal disputes, information asymmetry and data limitations will be easily disturb the best intentions of the framework. It is very necessary to test any kind of model and if possible back test the model and involvement of different business leaders is also important to examine the results of the model. It is important to involve independent experts to question and examine the assumptions of the model (Tajani & Morano, 2017)
References
Liang, J., Zhong, M., Zeng, G., Chen, G., Hua, S., & Li, X. et al. (2017). Risk management for optimal land use planning integrating ecosystem services values: A case study in Changsha, Middle China. Science Of The Total Environment, 579(2), 1675-1682.
Tajani, F., & Morano, P. (2017). Evaluation of vacant and redundant public properties and risk control. Journal Of Property Investment & Finance, 35(1), 75-100.
Zhou, W., & Xu, Z. (2018). Portfolio selection and risk investment under the hesitant fuzzy environment. Knowledge-Based Systems, 144(2), 21-31.
Student 2:
Uses of Efficient Frontier Analysis.
RISK MANAGEMENT: ISSUES, CHALLENGES AND OPPORTUNITYAshim Sharma
All types of organizations face with the some forms of risks, which may affect their chance of success. Understanding the risks and effectively managing these will greatly help the organizations in achieving the long term success. Risk management can be an important tool to eliminate potential problem in an organization. As a project manager or team member, we have to manage risk on a daily basis; it’s one of the most important things to do.
Disaster preparedness is a very vital aspect of any organization or even an individual in any community (Academic Papers on Porter’s Strategy, n.d.). According to Homeland Security Exercise and Evaluation Program (HSEEP), its major objective is provision of guiding principles that have a common response in addressing programs management, evaluation, improving planning, designing and planning of mitigation measures
Understanding and improving community flood preparedness and response: a rese...Neil Dufty
Many social research projects identify issues with community disaster preparedness and response but struggle to attribute these issues to underlying causes and recommend possible ways to address them. A research framework that considers the underlying causes of preparedness and response and possible interventions was developed for the Wimmera region of Victoria, Australia. The research framework was developed in conjunction with the Wimmera Catchment Management Authority and tested in a social research project across 6 communities in the Wimmera region. This paper provides an outline and rationale for the components of the research framework. It also summarises the regional flood insight afforded by the research framework. The research framework, albeit with some limitations, has universal appeal not only in the examination of community flood preparedness and response, but also for other hazards and other parts of the disaster management cycle.
Are Organizations Ready for CrisisA Managerial Scorecard.docxjustine1simpson78276
Are Organizations Ready for Crisis?
A Managerial Scorecard
Anne H. Reilly
This exploratory study sought to develop and test a new
construct, "crisis readiness," and to examine the relation-
ship of organization size, prior experience with crisis,
and managers' job level with crisis readiness. A survey
methodology was used to measure managers' perceptions
of their organizations' levels of readiness for crisis. In
the sample of managers surveyed, the seventy.^nine
respondents reported on average slight agreement that
their organizations were ready for crisis, although they
disagreed on average that they were well-informed about
their organizations' crisis management repertoires. The
study found strong support for the hypothesis that in-
creasing size is associated with increasing crisis readiness,
and partial support for the hypotheses that prior experi-
ence with crisis and higher job levels are associated with
higher crisis readiness scores. The implications of these
results are discussed, together with some suggestions for
organizations concerned with increasing their readiness
for crisis.
AS THE BUSINESS environment gets
more complex, so do the crises ex-
perienced by organizations. The ex-
amples of Tylenol, Challenger, and
Bhopal illustrate that major crises not
only affect the organization involved,
Anne H. Reilly is a doctoral candidate in
the Department of Organization Behavior,
Kellogg Graduate School of Management,
Northwestern University, and a former
commercial banker. Her primary research
interests are organizational crisis, strategy,
and change. She is presently at work on
her dissertation, which focuses on strategic
preparation for better crisis management in
the banking industry.
The author gratefully acknowledges helpful
comments by Robert Duncan, Denise Rous-
seau, Larry Cummings, and Robert Dewar
on an earlier version of thispaper.
SPRING 1987
but also have significant repercussions
throughout the community, the in-
dustry, and sometimes the world.
Crisis management is becoming an
increasingly important issue as man-
agers seek ways to cope effectively
with these high-magnitude threaten-
ing events.
To date, most of the organizational
behavior research on crisis has focused
on case studies of specific crisis
events, frequently political crises (Her-
mann, 1972; Allison, 1971; Starbuck,
Greve & Hedberg, 1978). The study
described in this paper uses a different
unit of analysis. Instead of con-
centrating on particular events, this
study addresses the general issue of
crisis readiness in organizations. The
study surveys individual managers
about their perceptions of .their firms'
readiness for crises. Managers are
an important component of an or-
ganization's readiness for crisis be-
cause managers are critical actors in
any organizational change situation
(Tushman & Romanelli, 1985; Ham-
brick & Mason, 1984).
This empirical study had several
goals. First, .this study proposed a
new construct, "crisis readiness," and.
1Running Head The Psychology of Disaster Preparedness .docxfelicidaddinwoodie
1
Running Head: The Psychology of Disaster Preparedness
The Psychology of Disaster Preparedness
2
Literature Review for Week 3
Laurie Schaalma
PSY 610 Applied Social Psychology
Instructor: Romona Banks
April 13, 2017
Disaster preparedness is a process that is carried out by parties to make sure that they are ready for any disaster that comes their way. The process is done to come up with a plan that will be followed to minimize the effects of a disaster that may be experienced by the organizations or by the individuals (Harper & Frailing, 2010). However, it has been found out that disaster preparedness is always affected by adaptive psychology that is experienced by the people who are involved in developing the plans (Mishra & Suar, 2007). As such, the aim of this literature review will be to offer a scholarly analysis of the scientific, peer-reviewed literature on the factors related to attitude and behavior change such as risk perception, persuasion theories, persuasion techniques, motivation, and self-efficacy.
The purpose of this literature will be to assess on some of the factors that are related to attitude and behavior change during disaster preparedness and recovery process. The literature will look at some key factors like risk perception, persuasion theories, persuasion techniques, self-efficacy and motivation.
Risk perception is the way in which different individuals perceive different risks that may happen to them and make their decisions based on their perceptions. The perception that an individual has concerning a given disaster affects the decisions that he or she takes towards preparing for the disaster (Harper & Frailing, 2010). Perception affects personal preparedness, what individuals are concerned about protecting, the likelihood of a disaster to happen and what the individuals expect to rely on during the disaster (Mishra, Mazumdar, & Suar, 2010). It has also been found out that disaster preparedness decision-making is always linked to risk perception as it determines the level of individual preparedness, what they have done to prepare for disasters and their personal ability to recover after facing a disaster (Mishra & Suar, 2007).
The persuasion techniques that are used by those in authority to persuade individuals to take the right steps during disaster preparedness contributes significantly towards the decisions that an individual takes during disaster preparedness. The disaster techniques employed determines how often information is passed through the entire chain of command and reach the population effectively and appropriately (Harper & Frailing, 2010). The persuasion techniques used determines how often meetings are convened, disaster drills, rehearsals and simulations are carried as well as determining the training techniques to be employed in preparing the individuals involved about the disasters that might affect them (Mishra & Suar, 2007).
Persuasion techniques have been found to pla ...
Disaster Management , Coping Strategies
Alternative Adjustment Process
Changing concept of Disaster management
Industrial safety plan
Safety norms and Survival kits
Mass Media and Disaster Management
Safety plans
Student 1 The main intention of this framework is to support .docxcpatriciarpatricia
Student 1:
The main intention of this framework is to support large corporate organizations with their portfolio management and process of the risk management. The framework is able to handle insurance risk and non-insurance risk. It is suggested to use the framework within the recognized enterprise risk management correction. James Lam has defined four benefits to risk management which are as follows: handling risk is managements’ job; the instability of the earnings will be reduced by the managing risk; the shareholders’ value can be maximized with the help of managing risk; financial security and job security are promoted by the risk management (Zhou & Xu, 2018)
Handling risk is managements’ job–the duty of the management is to use the critical information of the business to manage the risk. This will lead to give transparency in managing costs and improves the understanding of the risk.
The instability of the earnings will be reduced by the managing risk–with the help of the activities of the risk management, the top companies will able to manage their earnings instability in a better way.
The shareholders’ value can be maximized with the help of managing risk–the companies can be able to increase their shareholders’ value with maximum percentage and also can be able to identify the opportunities for business optimization and risk management by using the risk based program. Volatility can be managed well and business model performance can be extended with correct information that is spread across the organization (Liang et al., 2017)
The efficient frontier will be send to the business leaders directly and they will become the holders of the risks for their respective areas of influence. The efficient frontier has to learn the language of the risk. It is fundamentally assumed that the risk transfer and lines of insurance will be modelled properly. This is significant assumption, as plain modelling foibles, internal disputes, information asymmetry and data limitations will be easily disturb the best intentions of the framework. It is very necessary to test any kind of model and if possible back test the model and involvement of different business leaders is also important to examine the results of the model. It is important to involve independent experts to question and examine the assumptions of the model (Tajani & Morano, 2017)
References
Liang, J., Zhong, M., Zeng, G., Chen, G., Hua, S., & Li, X. et al. (2017). Risk management for optimal land use planning integrating ecosystem services values: A case study in Changsha, Middle China. Science Of The Total Environment, 579(2), 1675-1682.
Tajani, F., & Morano, P. (2017). Evaluation of vacant and redundant public properties and risk control. Journal Of Property Investment & Finance, 35(1), 75-100.
Zhou, W., & Xu, Z. (2018). Portfolio selection and risk investment under the hesitant fuzzy environment. Knowledge-Based Systems, 144(2), 21-31.
Student 2:
Uses of Efficient Frontier Analysis.
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2. DEFINITION OF RISK MANAGEMENT
Risk management is a systematic approach to identify,
assess, and understand risk in order to guide further
appropriate management decisions and actions.
(Mañez et al., 2016)
3. PURPOSE OF RISK MANAGEMENT
“To minimize the potential harm of a risk event by
implementing strategies and actions to control and reduce
risk”
(Mañez et al., 2016)
4. MANAGEMENT AND PERCEPTION
Risk management is influenced by what is perceived to be
risky.
Risk perception guides opinions on risk and risk
management
Perception depends on past experiences, preparedness,
perceived control, etc.
(Mañez et al., 2016)
5. VARYING PERCEPTIONS – PUBLIC OR EXPERT?
Experts consider probability, public prioritizes
consequences
Public may feel helpless to a hazard, perceiving it as high
risk
Public has first-hand experience for what is going on
Experts disagree amongst themselves, public doesn’t
know which expert to believe
(Sjöberg, 1999)
6. APPROACHES TO MANAGEMENT
1. Proactive
Pre-disaster activities associated with reducing risk
Developing mitigation strategies, spreading awareness, etc.
2. Reactive
Post-disaster activities associated with reducing impacts
Emergency relief, reconstruction, etc.
7. DISASTER MANAGEMENT
1. Prediction: identify the risk source and understand
potential impacts, take necessary action for mitigation
2. Warning: effectively provide information to those who
are exposed to a hazard so they can begin preparing
(Moe and Pathranarakul, 2006)
8. DISASTER MANAGEMENT
3. Emergency relief: provide assistance directly after a
disaster
4. Rehabilitation: make decisions to restore/improve the
living conditions in a community, encouraging
preparedness of future disaster risk
(Moe and Pathranarakul, 2006)
9. DISASTER MANAGEMENT
5. Reconstruction: combination of all other steps
Keep community informed about other potential risks
Provide mitigation activities
Emphasize preparedness
Provide assistance to the community wherever needed
(Moe and Pathranarakul, 2006)
11. ENTERPRISE RISK MANAGEMENT (ERM)
Understand risk as it relates to an organization/company
Broad framework for risk analysis and action
Considers the entire range of risks associated with running
an organization (financial, operational, strategic, hazards,
etc.)
Promotes risk awareness and strategic decision-making
(Hoyt and Liebenberg, 2011)
12. BENEFITS OF ERM TO THE ORGANIZATION
Decreasing volatility of stock price and earnings
Reduce external capital cost
Better understanding of risk activities
Better resource allocation
Improving capital efficiency
Higher return on equity
(Hoyt and Liebenberg, 2011)
13. VALUE OF ERM
Considers all risk avenues together, not individually
ERM can analyze the relationship between risk sources
Interdependencies between risk factors can be identified and
managed appropriately
Allows for an organized risk profile that can be shared easily
(Hoyt and Liebenberg, 2011)
Editor's Notes
The purpose of this module is to understand good practices of managing risk. We will start by defining risk management and explaining its purpose, then we will explore its connection with perception, discuss various approaches, and the standard steps of managing disasters. Finally, we will discuss how organizations manage risk, which is slightly different from how individuals handle risk.
Risk management is a straight-forward approach to describe the steps to identify and evaluate risk. Effective approaches to risk management would enable someone to identify and evaluate the risk, then use that knowledge to guide decisions and actions that can improve safety and reduce risk.
Why does this matter?
Our goal with risk management is to minimize harm. By being able to manage our risk, we become safer. Recall that risk is greatly determined by three factors: hazard, exposure, and vulnerability. By managing our risk, we attempt to reduce the risk by reducing either vulnerability or exposure, since those are two components of risk that we can change; in other words, we cannot control how severe the hazard is, but we can improve how likely we are to get caught in its path or prepare for it. One important note: managing risk does not mean that the risk is eliminated.
Before we can go any further on risk management, it is very important to acknowledge risk perception. To “perceive” means to experience and become aware of, and our “perception” is our interpretation of our experiences. How we manage our risk is directly determined by our perception of the risk. It is the perception of risk that guides our opinions on the level of risk and our subsequent decision-making about how it should be managed. A simple example: if we don’t perceive a hazard to be risky, we will not need to manage it.
What does this perception depend on? Well, the story of risk perception and its factors is told in Module 3. Some of these factors are past experiences, current levels of preparedness, perceived control, culture, and many more.
Expert opinions are a factor of risk perception that is directly related to risk management. The opinions of experts often don’t align with the opinions of the general public, and there can be many reasons for that. This disagreement can have severe impacts because it can deter trust in the experts, the government, and risk management procedures.
The main reason for disagreement is the differing priorities. Experts tend to prioritize probability. This means that experts care more about long-term effects, such as how many people are likely to be affected over time and how it will affect the overall community (society and infrastructure) for the years to come. On the other hand, the general public prioritizes consequences. These consequences are typically short-term, such as how individual families will have the funds to cope with disasters.
In times of disasters, the public may feel helpless. By not having any tangible control over the situation, they may overestimate (or in some cases, even underestimate) the risk. This feeling of helpless can be amplified if members of the population feel that they know more than the experts because they are the ones who face the risk first-hand. If experts choose not to acknowledge the public’s perception, then this can breed mistrust between the two groups, which is not good for effective risk management.
Finally, risk management procedures can be affected by the fact that experts tend to disagree amongst themselves. When tasked with producing a plan to handle disasters, taking the opinion of tens, hundreds, thousands of experts can lead to a great variety of answers. Although this is helpful because the decision-makers can consider a variety of perceptions and perspectives, it causes confusion within the population, and it does make it harder to make the final decision.
There are two basic approaches to management: proactive and reactive.
Proactive refers to pre-disaster measures that can be taken to reduce risk. This includes the creation of emergency strategies, spreading effective risk messages to increase awareness, and individuals taking the necessary steps to increase their protection or reduce their exposure.
Reactive refers to post-disaster measures that can be taken to reduce impacts. This includes the use of emergency relief systems, rehabilitation and reconstruction of lost infrastructure, and perhaps the creation of new safety measures and plans for any future disasters.
Let’s discuss a basic procedure for effective disaster management. This a very generalized guideline and will look different in practice each time it is used.
Prediction: to better prepare for a disaster, we start by identifying the risk. Then, we can consider the impacts of this risk. By doing so, we can take a better look at how we can reduce the severity of those impacts by effective mitigation planning and actions.
Warning: the warning should be concise and direct. The main purpose is to effectively provide the information necessary to reduce risk. Having more people aware of an incoming disaster results in more safety measures and awareness.
Emergency relief: this period begins directly following any disaster. The term ”disaster” implies that something of value – such as people, property, the environment, etc. – has been affected. This stage is dedicated to assisting the affected population with urgent care in any way possible. This can include medical attention, emergency extraction, etc.
Rehabilitation: This phase requires reflection on the disaster, preparedness, and response. Following that reflection, decisions can be made as to how the community can be improved via better planning or infrastructure. When considering these decisions, it is important to note the purpose is not to restore the community to the way it was pre-disaster, but rather to improve the community beyond that pre-disaster point. This phase is where we start recovering from the old disaster instead of simply responding to it, and we start encouraging better preparation for anything else that may come.
The final step is reconstruction. Here, we take the ideas that came out of the rehabilitation phase and start applying/implementing them in society. Because the rehabilitation plans include large-scale mitigation and preparation plans, the construction of these plans can take a lot of time. Thus, reconstruction is often just seen as a constant process that never truly ends. To succeed in this phase, we should consider and combine all the preceding phases and ideally result in a better-prepared community.
Like prediction and warning, there is a need for effective communication.
Like the emergency response phase, there is direct assistance to the community, which can refer to personal care or community infrastructure.
Like the rehabilitation phase, there is an emphasis on better planning and improved mitigation strategies.
This diagram shows the phases of disaster management as they relate to time (relative to the disaster itself).
Before:
Disaster management is focused primarily on prediction: predicting any hazards, their potential damages, etc.
Activities done before the hazard are focused on mitigating and increasing preparedness
By definition, any measures taken before the hazard are pro-active
During:
Disaster management in the midst of a hazard is focused mostly on warning people and providing emergency assistance
Since the disaster has already begun, this would be considered reactive and not pro-active
After:
Short term disaster management would be focused on rehabilitating the community; long term management would be encouraging more mitigating measures and trying to improve the resilience of the community to a point where it is better now than it was before the disaster occurred
This is also reactive
Organizations – such companies, government departments, charity foundations, etc. – deal with their own risks (which sometimes overlap with general societal risks, and sometimes they are not). To understand risk as it related to an organization, we use the phrase “enterprise risk management.” This is a broad framework for risk analysis and strategy.
An organization must consider the effects of the risk in many ways that large societies don’t. This includes the effects on financial stability, operations, long-term strategies (such as growth or expansion) that were set in place prior to any hazard occurring, etc. An ERM mindset can help us consider these impacts when managing risk.
In general, an ERM mindset helps promote better risk practices since it considers a large variety of factors. There is greater awareness of different types of risks in all the different activities that an organization participates in. With this awareness and knowledge, there is better decision-making.
What benefit does ERM provide to an organization?
For public companies, stock prices are a general indicator of the company’s wellbeing. By effectively managing risks and making the management strategies public, the stock prices become less volatile because investors know that the company management is aware of the risk and that there are measures in place to minimize the risk.
For all organizations, ERM enables a better understanding of the risk that is associated with any/all activities that the organization engages in. This then allows the organization to better allocate its resources to ensure that the organization remains stable in the face of an internal or external disaster.
Why does ERM matter?
ERM considers all possible risk avenues together instead of separately. This is extremely important because sources of risks are often linked together, and the impacts of risks are often amplified if multiple disasters manifest at the same time.
Thus, ERM helps organizations think about and prepare for a combination of bad scenarios, instead of one bad scenario at a time. ERM guidelines also help create a risk profile that can be easily understood by outsiders. For a public company, this helps with transparency and disclosure.