Operational Risk Management

We view risk management as an integral part of good management. Risk management should take a balanced view of decision problems encompassing all significant risks and rewards. Operational risks are only one type of risks and therefore are only one piece in the jigsaw puzzle that only makes sense when all pieces are assembled. All risk analyses are based on the same general principles – generation of alternatives, quantification of uncertainties and preferences, modeling of consequences – but factors deserving the most attention vary from problem to problem. We distinguish three broad types of operational risks according to the frequencies of loss events: nominal, ordinary and exceptional. Depending on the type, uncertainties are negligible, similar or very large compared to expected losses. Nominal risks are the province of Total Quality Management, a well-developed discipline, but perhaps better known in manufacturing than in financial services. The analysis of ordinary and exceptional risks is illustrated by case studies from which we draw general lessons. With ordinary risks, it is crucial to understand the interaction among risks and with costs and rewards; risks do not add up, indeed operational risks may sometime reduce other uncertainties. With exceptional risks, we show the importance of quantifying the risk attitude of a financial institution in order to arrive at rational decisions such as mitigation or transfer of risks.Risk management, poerational risk, risk attitufe, utility

Banking Management Regarding Operational Risks

Banks are functioning in a complex economic environment, which becomes increasingly dynamic whenever the competition gets stronger. The risks implied by the banking activity have a multiple determination, starting from the specific features of their own operations, to the features of the internal and external environment. Under the Basel Agreement, the operational risk is approached depending on the category of events in which it is included. The Basel II Agreement uses three measuring methods: a fixed percentage (15%) of the average anual bank income (over the last three years), a variable percentage (between 12 and 18%) of the gross bank income (corresponding to the category in which the bank is included) and a combined methos based on the validity of the bank income. The operational risk management system involves 4 key-processes: identification, assessment, analysis and control – reduction of the risk. Each key process operates with relatively standardized measures.Basel Agreement; operational risk; measuring method; operational risk management; relatively standardized measures.

Operational Capabilities: The Secret Ingredient

We develop a theoretical definition of operational capabilities, based on the strategic management and operations management literature, and differentiate this construct from the related constructs of resources and operational practices, drawing upon the resourcebased view of the firm as our foundation. We illustrate the key features of operational capabilities using the illustration of a restaurant kitchen. Because the traits of operational capabilities are distinct, they create a barrier to imitation, making them a potential source of competitive advantage. However, operational capabilities are particularly challenging to measure, because they emerge gradually and are tacit, embedded, and manifested differently across firms. In solving this measurement conundrum, we draw upon similar situations experienced by Schein (2004) and Eisenhardt and Martin (2000) in operationalizing organizational culture and dynamic capabilities. A taxonomy of six emergent operational capabilities is developed: operational improvement, operational innovation, operational customization, operational cooperation, operational responsiveness, and operational reconfiguration. A set of measurement scales is developed, in order to measure each of the operational capabilities, and validated using two different datasets. This allows replication of the psychometric properties of the multi-item scales and helps to ensure the validity of the resulting measures

THE ASSESSMENT PROCEDURE OF THE OPERATIONAL RISK EVENTS

A credit institution must establish a management framework of the operational risk.This framework must cover the appetite and tolerance to the operational risk of a credit institution,in accordance with the management policies of this risk, including the measure and method inwhich the operational risk is transferred outside the credit institution.The management framework of the operational risk should include policies and processes for theidentification, assessment, monitoring and control/diminishing of the operational risk.operational risk, frequency and validation, risk levels, monitor, indicators.

Дослідження системи операційного менеджменту організації, на прикладі Apple Computer, Inc

The object of investigation is the process of managing of operating activities of Apple, Inc. The aim of the work is to formulate theoretical approaches and to develop practical recommendations on directions of improvement of operating management at the organization. Research methods cover methods of analysis, synthesis, comparison, detailing, system approach. This master’s research paper analyzes the operational management of Apple, Inc. and provides recommendations for it’s improvement. In particular, the main directions of solving the problems of operational management of the company have been outlined, the proposals on improvement of expansion distribution network and organization of innovative activity of the Apple Inc. have been made.Об'єкт дослідження ‒ процес управління операційною діяльністю компанії Apple, Inc. Мета дослідження - формування теоретичних підходів та розробка практичних рекомендацій щодо напрямів вдосконалення системи операційного менеджменту компанії Apple, Inc. Методи дослідження: методи аналізу, синтезу, порівняння, деталізації, системний підхід. У роботі проведено аналіз операційного менеджменту Apple, Inc., а також викладені рекомендації щодо його вдосконалення. Зокрема, окреслено основні напрями вирішення проблем операційного менеджменту компанії, внесено пропозиції щодо розширення дистриб’юторської мережі, а також вдосконалення організації інноваційної діяльності Apple Inc.Introduction 6 CHAPTER 1 THE THEORETICAL FRAMEWORK OF OPERATIONAL MANAGEMENT 8 1.1 Meanings and definition of operational management 8 1.2 Principles and methods of operations management 12 1.3 Factors affecting the Operations activity of Apple Inc. company 21 CHAPTER 2 RESEARCH AND ANALYSIS 31 2.1 Сompany introduction 31 2.2 SWOT - analysis of Apple Inc. Company 46 2.3 Analysis of operation management at Apple Inc 50 CHAPTER 3 RECOMMENDATIONS FOR IMPROVING OF OPERATIONAL MANAGEMENT AT THE APPLE INC 63 3.1 The main directions of solving operational management problems of the company 63 3.2 Recommendations concerning improvements of Distribution in the organization 65 3.3 Recommendations concerning improvements of innovative activity at the organization 67 CHAPTER 4 SPECIAL PART 73 4.1 Current trends in the field 73 4.2 Company policy in the market 75 CHAPTER 5 RATIONALE FOR RECOMMENDATIONS 77 5.1 Statement for recommendations at Company 77 CHAPTER 6 OCCUPATIONAL HEALTH AND SAFETY AT THE ENTERPRISE 79 6.1 The aim of occupational health 79 6.2 Organization of occupational health and safety at the enterprise 86 CHAPTER 7 ENVIRONMENTAL ISSUES 92 7.1 Environmental issues in the field 92 7.2 Еnvironmental factors 94 Conclusions 96 References 98 Appendices 10

Operational Risk Assesement Tools for Quality Management in Banking Services

Among all the different types of risks that can affect financial companies, the operational risk can be the most devastating and the most difficult to anticipate. The management of operational risk is a key component of financial and risk management discipline that drives net income results, 2capital management and customer satisfaction. The present paper contains a statistical analysis in order to determine the number of operational errors as quality based services determinants, depending on the number of transactions performed at the branch unit level. Regression model applied to a sample of 418 branches of a major Romanian bank is used to guide the decision taken by the bank, consistent with its priorities of minimizing the risk and enlarging the customer base ensuring high quality services. The analyisis reveals that the model can predict the quality of the transactions based on the number of operational errors. Under Basel II, this could be a very helpful instrument for banks in order to adjust the capital requirement to the losses due to operational errors, predicted by the model.quality management, operational risk, banking services, binary regression model

Prototyping Operational Autonomy for Space Traffic Management

Current state of the art in Space Traffic Management (STM) relies on a handful of providers for surveillance and collision prediction, and manual coordination between operators. Neither is scalable to support the expected 10x increase in spacecraft population in less than 10 years, nor does it support automated manuever planning. We present a software prototype of an STM architecture based on open Application Programming Interfaces (APIs), drawing on previous work by NASA to develop an architecture for low-altitude Unmanned Aerial System Traffic Management. The STM architecture is designed to provide structure to the interactions between spacecraft operators, various regulatory bodies, and service suppliers, while maintaining flexibility of these interactions and the ability for new market participants to enter easily. Autonomy is an indispensable part of the proposed architecture in enabling efficient data sharing, coordination between STM participants and safe flight operations. Examples of autonomy within STM include syncing multiple non-authoritative catalogs of resident space objects, or determining which spacecraft maneuvers when preventing impending conjunctions between multiple spacecraft. The STM prototype is based on modern micro-service architecture adhering to OpenAPI standards and deployed in industry standard Docker containers, facilitating easy communication between different participants or services. The system architecture is designed to facilitate adding and replacing services with minimal disruption. We have implemented some example participant services (e.g. a space situational awareness provider/SSA, a conjunction assessment supplier/CAS, an automated maneuver advisor/AMA) within the prototype. Different services, with creative algorithms folded into then, can fulfil similar functional roles within the STM architecture by flexibly connecting to it using pre-defined APIs and data models, thereby lowering the barrier to entry of new players in the STM marketplace. We demonstrate the STM prototype on a multiple conjunction scenario with multiple maneuverable spacecraft, where an example CAS and AMA can recommend optimal maneuvers to the spacecraft operators, based on a predefined reward function. Such tools can intelligently search the space of potential collision avoidance maneuvers with varying parameters like lead time and propellant usage, optimize a customized reward function, and be implemented as a scheduling service within the STM architecture. The case study shows an example of autonomous maneuver planning is possible using the API-based framework. As satellite populations and predicted conjunctions increase, an STM architecture can facilitate seamless information exchange related to collision prediction and mitigation among various service applications on different platforms and servers. The availability of such an STM network also opens up new research topics on satellite maneuver planning, scheduling and negotiation across disjoint entities

Evaluating the performance of survey-based operational management procedures

The design and evaluation of survey-based management strategies is addressed in this article, using three case-study fisheries: North Sea herring, Bay of Biscay anchovy and North Sea cod, with a brief history and the main management issues with each fishery outlined. A range of operational management procedures for the case study stocks were designed and evaluated using trends that may be derived from survey indices (spawner biomass, year-class strength and total mortality) with an array of simple and more structured observation error regimes simulated. Model-free and model-based indicators of stock status were employed in the management procedures. On the basis of stochastic stock-specific simulations, we identified the following key determinants of successful management procedures: (i) adequate specification of the stock-recruit relationship (model structure, parameter estimates and variability), (ii) knowledge of the magnitude and structure of the variation in the survey indices, and (iii) explication of the particular management objectives, when assessing management performance. More conservative harvesting strategies are required to meet specified targets in the presence of increasing stochasticity, due to both process and observation error. It was seen that survey-based operational management procedures can perform well in the absence of commercial data, and can also inform aspects of survey design with respect to acceptable levels of error or bias in the surveys

PERANAN PRAKTEK-PRAKTEK MANAJEMEN MANUSIA PADA KINERJA OPERASIONAL : PENGENALAN PADA LINTAS NEGARA DAN INDUSTRI

The human resource management practices strategically become an attractive topic to be reviewed, from some research that had been done before, it was known that human resource management practices had great influences to the whole organizational performance, but only a few reviewed especially the role of human resource management practices in correlation with operational management, and to generalize the findings across countries and industries. Actually the success of some business decisions (especially related with globalization and acquisition) necessitates recognition and reconciliation of the differences among human resource management practices in different countries and industries. The review of human resource management practices in this paper used Pfeffer's proposal about seven HRM practices in the context of country and industry, where each of this element of HRM practices had a role towards operational practices. The review was found that seven HRM practices proposed by Pfeffer had a great role to increase operational performance and could be formulated into one ideal system to be performed in the context of country and industry