Risk Management And Management Control Systems

The purpose of every for-profit organization is to earn profit, to secure its existence and to meet stakeholders' expectations, but every company is also confronted with certain risks. Some are easy to handle, others are existence-threatening. The accumulation of global economic crises, frauds, and financial scandals, but also terrorist attacks and failures in large computer systems, shows that businesses face greater challenges than before and verifies the importance of risk management. Hence, companies have to implement risk management systems and processes to identify, assess and treat risks. Many of these risks and problems are externally given, but some also result from the misconduct of a company's managers and employees. This leads to the need of systems that help to control employees and managers and ensure that they behave in the firm's sense. These systems are called management control systems. But what is more effective and efficient in supporting the company to reach its goals, risk management or management control systems? There is a research gap concerning this question. Thus, the resulting questions are as follows: What exactly is risk management? What exactly is a management control system? What are the similarities and differences? Is it possible to combine both to reach a kind of perfect control system for businesses? This book is intended to answer these questions.

To remain viable, let alone competitive, organizations must manage risks. In this book, we explore the concept of operational risk as well as the mechanisms used to diminish the impact and occurrence of risks: the organizational control system. Since the scope and scale of operational risks are unique to each organization, our objective is to explain the theory behind why and how managers respond to the unique combination of threats that challenge their organization. We emphasize employee management and the complexities surrounding the design of management controls, incentive systems in particular, because risks related to employee actions are faced by virtually every organization. Overall, we provide empirically grounded insights into the process of diagnosing operational risks as well as designing, implementing and maintaining a control system that properly manages those risks.

Many people in organizations resent internal control and risk management; these two processes representing unwelcome tasks to be completed for the benefit of auditors and regulators. Over the last few years this perception has been heightened by the disastrous implementation of section 404 of the Sarbanes-Oxley Act of 2002, which is generally regarded as having been too expensive for the benefits it has brought. This important book offers a way of improving this prevailing perception and increasing the value of control and risk management by bringing creativity and design skills to the fore. The value of risk and control activities is often limited by the value of the control ideas available and so Matthew Leitch provides an arsenal of 60 high performance control mechanisms. These include several alternative ways to design controls and control systems, as well as providing controls for monitoring and audit, controls for accelerated learning, and techniques for finding and recovering cash. This design material is combined with insights into the psychology of risk control, strategies for encouraging helpful behaviour and enabling change, and a surprisingly simple integration of internal control with risk management. The book is realistic, practical, original, and easier reading than most in the field. The material is not specific to any one country and has international appeal for internal auditors and all those concerned with risk management, corporate governance and security.

Management Control and Uncertainty recognizes that all control takes place under conditions of uncertainty: it does now, and it always has done. In this edited collection, the contributing authors examine different aspects of management control systems in the modern world whilst paying more explicit attention to the ubiquitous nature of uncertainty

This book presents a theoretical and empirical framework to interpret the possible configurations of the integration between performance management and risk management systems as part of management control systems. The book provides an overview of the development paths of these three systems, outlining the evolution and the current development of these disciplines, highlighting emerging issues and providing some original considerations. The author uses both an inductive and deductive approach in shaping the proposed framework, and includes the perspective of practitioners and academics on the topic. Based on a multiple case study in listed companies and a survey administered to small and medium enterprises, this book provides readers with valuable insights to adapt the proposed framework in different business contexts.

Integrating Performance Management and Enterprise Risk Management Systems offers a novel understanding of the multifaceted shades that surround the long called-for and yet not realised integration between performance management and enterprise risk management systems.

Organizations are constantly creating original initiatives, product lines, or implementing new workflows to remain competitive in the contemporary business world. Employing optimum methods for efficient performance and timely completion of tasks is vital to the success of a business. Management Control Systems in Complex Settings: Emerging Research and Opportunities is a noteworthy reference work for the latest academic research on business management and the complexity involved in decision-making, direction, measurement, and the evaluation of a company. Containing broad commentary on an assortment of relevant views and issues, such as customer loyalty and reputation, effective manufacturing processes, and strategic issues in complex firms, this book is optimally intended for business professionals, managers, and aspiring entrepreneurs as well as students and academics looking for groundbreaking analysis on the Three Vs model of inventory management and value creation.