Risk management

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Risk management is one of the most important components in empowering an organization to achieve its ultimate vision. With proper risk management culture and knowledge, team members will be “speaking” the same language, and they will leverage common analytical abilities to identify and mitigate potential risks as well as exploit opportunities in a timely fashion. In order to consolidate efforts, the existence of an integrated framework is crucial.

This is why an ERM is necessary to the fulfillment of any organization’s goals and objectives. In your final research project for the course, your task is to write a 7 page paper discussing the following concepts:

Introduction – What is an ERM?
Why Should an Organization Implement an ERM Application?
What are some Key Challenges and Solutions to Implementing an ERM?
What is Important for an Effective ERM?
Discuss at least one real organization that has been effective with implementing an ERM framework/application.
Conclusion – Final thoughts/future research/recommendation

Sample Solution

Risk management is the process of identifying, analyzing, and responding to risk factors that arise over the course of a company’s operations. Effective risk management entails aiming to influence future events as much as possible by acting proactively rather than reactively. As a result, effective risk management has the potential to lower both the likelihood of a risk occurring and the impact of that risk. Structures for risk management are designed to do more than merely identify current issues. A solid risk management structure should also calculate and estimate the impact of uncertainty on a firm. As a result, you must choose between taking risks and rejecting them. Risk acceptance or rejection is determined by the tolerance levels that a company has set for itself.

ignificant constraints, particularly a short time frame and a large group size, for this situation Chelladurai recommends an autocratic leadership style would be most favourable (Chelladurai and Madella, 2006). The leaders attempted an autocratic leadership style, setting individual tasks for the group, however due to the poor leader member relations and lack of positional power the leadership structure quickly became a democracy. The product was an extremely unproductive workforce initially because of the time spent discussing how was best to approach the task. Because of how the leaders were perceived by the group there was little mutual trust, respect or confidence that the leaders were making the correct decisions, and as a result any management style they tried to implement would have been unsuccessful (Pettinger, 2007). Ultimately, if the leaders had analysed their position and the group they would have realised this and chosen a more democratic approach initially the group would have gained trust for the leaders, making future policy implementation easier.

Teamwork Teamwork plays an essential role within both Fiedler’s Contingency Theory and Chelladurai’s Multi-dimensional model particularly regarding leader-member relations, if the group are familiar and trusting of the leader policy implementation becomes much simpler. Similarly to leadership, understanding and adapting to the situation is key to a leader being able to implement policies that ensure a group work as a team. Teamwork is a product of good leadership, and is again the responsibility of the leader to ensure the group are working successfully together. Highly functioning teams are essential within organisations to increase productivity and member satisfaction, by utilising the talents of all group members effectively within the constraints of the task, personal relationships and the group goals (Pettinger, 2007). Figure 2: Tuckman’s Model of Group Development (Agile Scrum Guide, 2019) Tuckman in his Model of Group Development provides easily identifiable stages that a groups performance can be measured against, making it useful for monitoring performance, Figure 2 shows Tuckman’s model. Ranking group performance against this scale can provide leaders with a clear understanding of how the group are functioning, allowing them to implement policies to change this if performance is unsatisfactory (Pettinger, 2007). Within organisations, the theory can be loosely applied to creating teams by grouping familiar individuals with the aim that they will reach the norming and performing stage of the model quicker. For short and simple tasks this is an extremely effective way of organising groups, d

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