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People Risk Management provides unique depth to a topic that has garnered intense interest in recent years. Based on the latest thinking in corporate governance, behavioural economics, human resources and operational risk, people risk can be defined as the risk that people do not follow the organization's procedures, practices and/or rules, thus deviating from expected behaviour in a way that could damage the business's performance and reputation. From fraud to bad business decisions, illegal activity to lax corporate governance, people risk - often called conduct risk - presents a growing…mehr
People Risk Management provides unique depth to a topic that has garnered intense interest in recent years. Based on the latest thinking in corporate governance, behavioural economics, human resources and operational risk, people risk can be defined as the risk that people do not follow the organization's procedures, practices and/or rules, thus deviating from expected behaviour in a way that could damage the business's performance and reputation. From fraud to bad business decisions, illegal activity to lax corporate governance, people risk - often called conduct risk - presents a growing challenge in today's complex, dispersed business organizations.
Framed by corporate events and challenges and including case studies from the LIBOR rate scandal, the BP oil spill, Lehman Brothers, Royal Bank of Scotland and Enron, People Risk Management provides best-practice guidance to managing risks associated with the behaviour of both employees and those outside a company. It offers practical tools, real-world examples, solutions and insights into how to implement an effective people risk management framework within an organization.
Dr Keith Blacker has worked in a variety of board and executive roles globally and is the former CFO of a large UK-based health insurance business. He has over 30 years' experience working within the financial services industry and has consulted to a range of national and international banks and insurance companies on risk management matters. He is a Fellow of the Institute of Chartered Accountants in England & Wales and a Fellow of the UK Institute of Internal Auditors. Dr Patrick McConnell has been a senior manager in, and a consultant to, large international corporations, financial institutions and governments on multiple continents for over 35 years. His expertise is in risk management and information technology. He is a Fellow of BCS, the Chartered Institute for IT. He has taught in Australia and Ireland to advanced students and in-house executives. Both authors hold doctorates in Business Administration and have published and spoken widely in industry and academic forums.
Inhaltsangabe
Figures and tables list 01 People Risk in context 1.1 A quiet revolution in decision-making 1.2 The Global Financial Crisis 1.3 Failure to challenge 1.4 What is People Risk? 1.5 Structure of the book 1.6 Audience Notes 02 Definition and models of People Risk 2.1 Introduction - what is People Risk? 2.2 An example of People Risk Management 2.3 Definition of People Risk 2.4 Models of People Risk 2.5 The People Risk Triangle Notes 03 The human dimension of People Risk 3.1 Decision-making 3.2 Cognitive biases 3.3 Heuristics 3.4 Conflicts of interest 3.5 Systems of human decision-making 3.6 A hypothetical example Notes 04 Case studies in People Risk 4.1 Summary of cases 4.2 The 4Is Model 4.3 Incidents 4.4 Individuals 4.5 Institutions 4.6 Industry 4.7 Lessons to be learned from the cases studied Notes 05 People Risk Management Framework 5.1 Risk Management 5.2 People and other Risks 5.3 People Risks in the Risk Management Framework 5.4 Internal and External People Risks 5.5 People Risk and Conduct Risk 5.6 People Mapping 5.7 Identifying and assessing People Risks 5.8 Escalation of People Risks 5.9 Appetite for People Risk Notes 06 People Risk in the boardroom 6.1 Board governance and maturity 6.2 Boardroom dynamics 6.3 The role of the Chairperson 6.4 The role of the CEO 6.5 The warning signs 6.6 Monitoring board behaviour 6.7 What are the main People Risks in the boardroom? 6.8 Managing People Risk in the boardroom Notes 07 The influence of organizational culture 7.1 Culture in context 7.2 Understanding risk culture 7.3 Embedding a risk culture 7.4 Values 7.5 Trust 7.6 Example of risk culture and values in action - managing Health and Safety Notes 08 Roles and responsibilities 8.1 The Three Lines of Defence model 8.2 People Risk mitigation 8.3 Clarifying responsibilities in the lines of defence 8.4 High Reliability Organizations 8.5 The crucial role of Human Resources (HR) 8.6 Human Resources Risk Management 8.7 The Assurance functions 8.8 Auditing corporate culture 8.9 Values audit Notes 09 Improving decision-making 9.1 Making the Invisible Visible 9.2 Improving individual decision-making 9.3 Decision-making process 9.4 Checklists and decision-making Notes 10 Personal responsibility 10.1 Codes of Conduct 10.2 Personal responsibilities 10.3 Job Descriptions 10.4 Individual Interactions 10.5 Personalized Codes of Conduct Notes 11 Conclusion 11.1 Lessons learned 11.2 Regulation of People Risk 11.3 Starting the journey 11.4 What will success look like? 11.5 The imperative for change Notes Glossary of terms and abbreviations References Index
Figures and tables list 01 People Risk in context 1.1 A quiet revolution in decision-making 1.2 The Global Financial Crisis 1.3 Failure to challenge 1.4 What is People Risk? 1.5 Structure of the book 1.6 Audience Notes 02 Definition and models of People Risk 2.1 Introduction - what is People Risk? 2.2 An example of People Risk Management 2.3 Definition of People Risk 2.4 Models of People Risk 2.5 The People Risk Triangle Notes 03 The human dimension of People Risk 3.1 Decision-making 3.2 Cognitive biases 3.3 Heuristics 3.4 Conflicts of interest 3.5 Systems of human decision-making 3.6 A hypothetical example Notes 04 Case studies in People Risk 4.1 Summary of cases 4.2 The 4Is Model 4.3 Incidents 4.4 Individuals 4.5 Institutions 4.6 Industry 4.7 Lessons to be learned from the cases studied Notes 05 People Risk Management Framework 5.1 Risk Management 5.2 People and other Risks 5.3 People Risks in the Risk Management Framework 5.4 Internal and External People Risks 5.5 People Risk and Conduct Risk 5.6 People Mapping 5.7 Identifying and assessing People Risks 5.8 Escalation of People Risks 5.9 Appetite for People Risk Notes 06 People Risk in the boardroom 6.1 Board governance and maturity 6.2 Boardroom dynamics 6.3 The role of the Chairperson 6.4 The role of the CEO 6.5 The warning signs 6.6 Monitoring board behaviour 6.7 What are the main People Risks in the boardroom? 6.8 Managing People Risk in the boardroom Notes 07 The influence of organizational culture 7.1 Culture in context 7.2 Understanding risk culture 7.3 Embedding a risk culture 7.4 Values 7.5 Trust 7.6 Example of risk culture and values in action - managing Health and Safety Notes 08 Roles and responsibilities 8.1 The Three Lines of Defence model 8.2 People Risk mitigation 8.3 Clarifying responsibilities in the lines of defence 8.4 High Reliability Organizations 8.5 The crucial role of Human Resources (HR) 8.6 Human Resources Risk Management 8.7 The Assurance functions 8.8 Auditing corporate culture 8.9 Values audit Notes 09 Improving decision-making 9.1 Making the Invisible Visible 9.2 Improving individual decision-making 9.3 Decision-making process 9.4 Checklists and decision-making Notes 10 Personal responsibility 10.1 Codes of Conduct 10.2 Personal responsibilities 10.3 Job Descriptions 10.4 Individual Interactions 10.5 Personalized Codes of Conduct Notes 11 Conclusion 11.1 Lessons learned 11.2 Regulation of People Risk 11.3 Starting the journey 11.4 What will success look like? 11.5 The imperative for change Notes Glossary of terms and abbreviations References Index
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