|
Risk management in Etablissement Kazoza et Compagnie-Rwanda( Télécharger le fichier original )par NOHELI Sam Kabale University-Rep of Uganda - Masters 2011 |
5.2 ConclusionThe importance of risk management in projects can hardly be overstated. Awareness of risk has increased as we currently live in a less stable economic and political environment. Making a sound business case for having a strong risk management program has long been an elusive challenge for many organizations. The question still remains unanswered, «How much value should be placed on preventing loss from a disaster that might never happen?» However it is generally agreed that the consequences of risk management failure can be dire. There is a clear imperative for many companies to develop a strong, consistent, enterprise wide risk management programme, as most prevalent business risks will either remain at current levels or increase. In pursuing this goal, companies, now more than ever, would do well to begin by identifying their top drivers, then pinpointing the top threats to those revenue drivers, and distinguishing between those that are predominantly downside risks and those that are predominantly variable risks. While both categories of risk deserve attention, companies may discover the effectiveness of their risk management programs are most effective if they devote more of their attention to controlling risk rather than transferring it to insurance companies. And the risks that can be most directly controlled are downside risks, the very risks that are most likely to threaten company's top revenue drivers. When downside risks are dealt with first through prevention and control, it enables senior management to deal more aggressively with variable risks. In short they become more proactive and strategic with their risk management approach. Because companies indicate that they expect having trouble finding the time, budget and people necessary to implement or maintain a strong risk management program, senior management must demonstrate leadership in championing and funding this initiative. The number one consequence of poor risk management is loss of competitiveness. By implementing an effective risk management program, companies protect their ability to compete. Nothing is more fundamental to business success. From observation, interviews carried out and questionnaire launched among respondents, the researcher advises the following recommendations: To EKJ&CIE Management 1. There should be recruitment of chief risk officer within the enterprise 2. There is a need of regular trainings on risk management at each level of employees 3. The company should purchase high quality and enough protective equipment 4. There is a need to improve the ways of communication within the enterprise 5. The employer should keep the culture of insuring employees To the Government of Rwanda 1. The government should sensitise private businesses on the importance of risk management 2. The government should provide to private businesses more workshops on risk management. BOOKS Boyle, T. (2003). Health and Safety: Risk Management. Suffolk: IOSH Services Ltd Cox, L.A. Jr., 'What's Wrong with Risk Matrices?', Risk Analysis, Vol. 28, No. 2, 2008 Emmett J. Vaughan. (1997). Risk Management. University of Iowa Fone Martin and Peter C. Young.(2000). Public Sector Risk Management. British library cataloguing in Publication data, first ed. Hillson David. (1997) Project Risk Management: future developments Hubbard, Douglas (2009). The Failure of Risk Management: Why It's Broken and How to Fix It. John Wiley & Sons. Manheim JB (1995): Empirical Political Analysis, Research
Methods in Political Science; Martin E. Amin (2005): Social Science Research; Conception, Analysis & Methodology. Matthew Leitch. (2003). Risk Management History and Regulations (UK). Newland K.E. (1997). Benefits of Risk Management to an Organization. Nieswiadomy, R.M. (1993). Foundations of Nursing
Research. Second ed. Connecticut: Edgar Schein, (1984). Coming to a New Awareness of
Organisational Culture,» Sloan Negus Jim, (2010). Risk Management after Haiti Oliver Bungartz, (2010). Creating Enterprise-Wide Risk Awareness Outhart, T., Barker, R., Colquhoum, M. and Crabtree, L.
(2003). Leisure and Recreation for Parkhouse, B.L. (2005). The Management of Sport. Its
Foundation and Application. NY: Robert K. Yin. (2009) Case Study Research: Design and
Methods. Fourth Ed. SAGE Swarbrooke, J., Beard, C., Leckie, S. and Pomfret, G. (2003).
Adventure Tourism. The new JOURNALS Centner, T.J. (2005). Examining Legal Rules To Protect Children From Injuries In Recreational and Sport Activities. Journal of Safety Research. Vol. 36, No. 1, pp. 1 GNVQ (2000). Advanced Leisure and Recreation. Oxford: Oxford University Press 24 SMIJ - VOL. 3, Number 1, 2007 REPORTS 1. Highways Agency (2001). Highways Agency Framework for Business Risk Management. Report of the Highways Agency, London, England, http://www.highways.gov.uk/aboutus/2059.aspx. 2. Reducing Non-Recurring Congestion, Reducing Non-Recurring Congestion, http://ops.fhwa.dot.gov/program_areas/reduce-non-cong.htm, Federal Highway Administration, Washington, DC. Accessed Aug. 18, 2005. 3. Operations -- Did You Know? http://ops.fhwa.dot.gov/resources/didyouknow/didyouknow.asp, Federal Highway Administration, Washington, DC. Accessed Aug. 18, 2005. 4. United States Dept. of Labor -- Bureau of Labor Statistics, Census of Fatal Occupational Injuries, Table A-6, Washington, DC, 2003. 5. Project Risk Management Guidance for WSDOT Projects July 2010, www.wsdot.wa.gov/publications/manuals. 6. UNEP, Indigenous Knowledge in Disaster Management in Africa, 2008 INTERNET WEBSITES
http://www.mindtools.com |
|
