Excellence for a risk manager involves the element of quality. The element of quality involves quality not as important in itself but the various systems as well as tools that derive this quality in risk management. Excellence which ideally is quality in itself calls for a systematic approach in formulating an overall culture of quality which is ultimately integrated into the fabric of a risk management organization. The organization for my self as a risk manager should endear its effort towards transforming its employees attitudes towards desirable trends that enhance high productivity through an improved business operation and increased enrolment in its client portfolio. A risk manager should formulate integrated models of improvement which ideally provide for a never ending corporate wide effort. A risk manager should also control the quality of the derived services as well as activities that fall within his circle of operation. He should always gear up for strategic quality management (Ebel 1991).
In risk management various perspectives can be taken to increase performance and ultimately productivity. One concept that a risk manager can embrace to increase performance is by taking a perspective in his varied line of career. Primarily, it calls for delineating clearly the field in which he is concerned which eliminates crowding of his duty rota. Perspective taking also enables him to identify the best model to employ in approaching his business framework that can yield more returns. He also needs to identify his interests. By identifying his interests as businesses are varied ranging from financial, agricultural, information communication technology, industrial with all the named sectors either primarily engaging tangible products or intangible services, he is able to identify fields that he is gifted to engage his skills and yielding maximum results. As such he is posited well to be motivated and by his line of duty. To arrive at interests the risk manager needs to identify risks and assess them, ranking them accordingly with regard to the most likely as well as the cost. He should make the risks explicit. Moreover the risk manager needs to make informed decisions arrived at after asking questions with regard to the identified risk on how best he can provide for the adversity without costing the organization dearly. The risk manager should always endear his efforts to diminish the potential damage in the worst case scenario. He should be able to control and regulate the uncertain aspects of the business (Godfrey 1996). Despite the fact that all uncertainty can not be mitigated, organized risk management process can save an organization tremendous amounts of money.
Identification of a risk is an absolutely critical initial step in risk management but it is the most difficult endeavour in this process (Williams 1995). A risk manager needs to identify the discrete characteristics of the project that might result in tremendous failure. The reality of risk estimates is the most complex and intricate concept in risk analysis as they escalate with the project advancement. Despite this fact, the most critical decisions should be arrived at early in the projects life with contingency measures being taken to counter the occurrence of the risk. As such, it therefore follows that realistic cost estimates of the entire project need to be taken as early as they can.
Optimal performance by a risk manager enables the process of making decisions to flow in a systematic process and as such it is also less subjective. Such a business environment enables calculated uncertainties to be analysed along the robustness of projects that the risk manager is involved in. The increased performance of a risk manager also posits him with the effort of the entire team to arrive at the relative importance of specific risks by making them apparent immediately. The informed perspective that characterises the risk manager as a result of increased performance also enables him to understand the object comprehensively by identifying the potential hazards thus being posited well to assess through the best models that heshe can hire in response. This has a powerful implication on the manager as it forces a realistic framework which puts in mind the fact that there exists an array of possible outcomes that a project can end up with.
Active listening primarily is individuals will as well as ability for hearing and understanding. By acquainting with skills as well as behaviours that enhance an individual to listen actively, individuals can become highly efficient in the listening process which ultimately improves their ability in leadership.
Question Two
I went out to a colleague who was under my mandate and asked her that I needed to talk to her about a friction between us that I had detected which I thought had an undesirable effect on the organization. I initially greeted her and asked her to step into my office for a moment, stated my concern after asking her to close the door then asked her what she thought the problem might be. She started saying that the problem to her she thought arose from the inflexibility in the work when my phone rang. I turned of the phone and asked her to continue but after I apologised. I had foreseen such an argument arising and I had developed a bottom line for indeed the company had lately strained employees with longer working hours. As such, as the management we were posited badly in such a negotiation by employees. I had formulated a bottom line schedule which I proposed to the colleague and emphasised that that was the best the company could do for now basing on the current tight work schedules. She agreed and seemed to be pleased.
Individuals or managers engaged in active listening always strive to understand what the other participant in the listening and speaking process think before arriving at judgements about the other individual. Active listening also calls for encouraging direct reports which are ideally shared. For active listening to effectively take place it requires use of feedback that is referred to in arriving at necessary changes for the said individuals behaviour. Moreover for active listening to be said to have taken place it requires individuals to be open to other peoples input that are primarily participants in the listening and speaking process. This correspondence enables an environment of harmony. Active listening success is pegged on individuals putting themselves in the position of other people. As such they imagine the other participants perspective.
To actively listen the individuals need to be able to hear accurately. As such they are called upon to assume an environment that can facilitate accurate hearing. To actively listen it also calls for one to understand clearly what is meant by the correspondent in the listening process. Only after understanding is one able to make sound judgement and thus give desirable and correct feedback to his correspondent. Active listening also calls for drawing out ideas as well as information. This is absolutely critical as it enables participants to get the core subject matter from a listening process which has immense influence on expected outcomes. Information is the power behind actions. It is from information that ideas are built and products and services formulated.
Through getting the right content in the listening process one can derive the best end results. Chaos theory justifies this postulation with its concept of the butterfly effect. A small variation in the initial process can result into a completely different whole product in the end. Active listening also desires show of respect. If participants in a listening and speaking process have a mutual respect they are able to contribute freely and immensely to the whole process under discussion and thus yield more solutions. Active listening also calls for building self esteem. Through building of self esteem for all stakeholders in the listening and speaking process, they are likely to value their contribution and thus offer it to the group as opposed to stakeholders with a low self esteem who primarily devalue their contribution and thus free riding in a conversation. Active listening also calls for finding answers. This makes the whole listening and speaking process meaning full and not just speech for speechs sake. Where answers are not available, for instance in a negotiation stakeholders need to buy time. This calls for engagement of another meaningful idea in the process. As such the individual manager enables the company to rally up resources to arrive at the desired answer. Active listening also calls for connecting among stakeholders. This connection eliminates friction which enhances flow of information.
Active listening also calls for questioning assumptions. Through questioning assumptions, weaknesses in these assumptions as well as strengths are arrived at and as such it enables the best assumption with increased returns is opted for.
One impediment in active listening in a business environment is the focus on positions as opposed to interests. In active listening stakeholders are supposed to be approached with emphasis on interests as opposed to positions. As such, managers need not to listen to what they say but rather why they what they say and they need not to pay attention to what where they stand but how they got there in the first place. Moreover they need not emphasise how they feel but on the contrary why they care to feel how they feel. In the conversation with the employee it calls for close scrutiny of her case to assess how her needs can be best addressed. Her position can be identified as primarily inflexible working condition. In addressing her position emphasis need not to be put on it but rather on the interests. As such her interests could be getting more time for lunch, or the employee might be feeling that her input in the organization surpasses the remuneration she receives in exchange. It might also be as a result of her working conditions varying with that of other employees. As such, these third estate interests should be identified. Satisfying these interests for the employee is the essence of reflecting on what the other person is really saying.
Question Three
Stakeholder analysis enables a manager to identify stakeholders with both high and low stakes in a business environment. As such stakeholders with a high stake or high stakes and are highly opposed can be derived and marked as opponents. It also allows the manager to derive stakeholders with a low stake but resist the proposed program and branded resistors, moreover those stakeholders with a low stake and support the program can also be identified. Finally stakeholder analysis enables the management to identify stakeholders who have a high stake and support the program. This are branded advocates. An organization in this position makes sound decisions with desirable business consequences.
In risk management various perspectives can be taken to increase performance and ultimately productivity. One concept that a risk manager can embrace to increase performance is by taking a perspective in his varied line of career. Primarily, it calls for delineating clearly the field in which he is concerned which eliminates crowding of his duty rota. Perspective taking also enables him to identify the best model to employ in approaching his business framework that can yield more returns. He also needs to identify his interests. By identifying his interests as businesses are varied ranging from financial, agricultural, information communication technology, industrial with all the named sectors either primarily engaging tangible products or intangible services, he is able to identify fields that he is gifted to engage his skills and yielding maximum results. As such he is posited well to be motivated and by his line of duty. To arrive at interests the risk manager needs to identify risks and assess them, ranking them accordingly with regard to the most likely as well as the cost. He should make the risks explicit. Moreover the risk manager needs to make informed decisions arrived at after asking questions with regard to the identified risk on how best he can provide for the adversity without costing the organization dearly. The risk manager should always endear his efforts to diminish the potential damage in the worst case scenario. He should be able to control and regulate the uncertain aspects of the business (Godfrey 1996). Despite the fact that all uncertainty can not be mitigated, organized risk management process can save an organization tremendous amounts of money.
Identification of a risk is an absolutely critical initial step in risk management but it is the most difficult endeavour in this process (Williams 1995). A risk manager needs to identify the discrete characteristics of the project that might result in tremendous failure. The reality of risk estimates is the most complex and intricate concept in risk analysis as they escalate with the project advancement. Despite this fact, the most critical decisions should be arrived at early in the projects life with contingency measures being taken to counter the occurrence of the risk. As such, it therefore follows that realistic cost estimates of the entire project need to be taken as early as they can.
Optimal performance by a risk manager enables the process of making decisions to flow in a systematic process and as such it is also less subjective. Such a business environment enables calculated uncertainties to be analysed along the robustness of projects that the risk manager is involved in. The increased performance of a risk manager also posits him with the effort of the entire team to arrive at the relative importance of specific risks by making them apparent immediately. The informed perspective that characterises the risk manager as a result of increased performance also enables him to understand the object comprehensively by identifying the potential hazards thus being posited well to assess through the best models that heshe can hire in response. This has a powerful implication on the manager as it forces a realistic framework which puts in mind the fact that there exists an array of possible outcomes that a project can end up with.
Active listening primarily is individuals will as well as ability for hearing and understanding. By acquainting with skills as well as behaviours that enhance an individual to listen actively, individuals can become highly efficient in the listening process which ultimately improves their ability in leadership.
Question Two
I went out to a colleague who was under my mandate and asked her that I needed to talk to her about a friction between us that I had detected which I thought had an undesirable effect on the organization. I initially greeted her and asked her to step into my office for a moment, stated my concern after asking her to close the door then asked her what she thought the problem might be. She started saying that the problem to her she thought arose from the inflexibility in the work when my phone rang. I turned of the phone and asked her to continue but after I apologised. I had foreseen such an argument arising and I had developed a bottom line for indeed the company had lately strained employees with longer working hours. As such, as the management we were posited badly in such a negotiation by employees. I had formulated a bottom line schedule which I proposed to the colleague and emphasised that that was the best the company could do for now basing on the current tight work schedules. She agreed and seemed to be pleased.
Individuals or managers engaged in active listening always strive to understand what the other participant in the listening and speaking process think before arriving at judgements about the other individual. Active listening also calls for encouraging direct reports which are ideally shared. For active listening to effectively take place it requires use of feedback that is referred to in arriving at necessary changes for the said individuals behaviour. Moreover for active listening to be said to have taken place it requires individuals to be open to other peoples input that are primarily participants in the listening and speaking process. This correspondence enables an environment of harmony. Active listening success is pegged on individuals putting themselves in the position of other people. As such they imagine the other participants perspective.
To actively listen the individuals need to be able to hear accurately. As such they are called upon to assume an environment that can facilitate accurate hearing. To actively listen it also calls for one to understand clearly what is meant by the correspondent in the listening process. Only after understanding is one able to make sound judgement and thus give desirable and correct feedback to his correspondent. Active listening also calls for drawing out ideas as well as information. This is absolutely critical as it enables participants to get the core subject matter from a listening process which has immense influence on expected outcomes. Information is the power behind actions. It is from information that ideas are built and products and services formulated.
Through getting the right content in the listening process one can derive the best end results. Chaos theory justifies this postulation with its concept of the butterfly effect. A small variation in the initial process can result into a completely different whole product in the end. Active listening also desires show of respect. If participants in a listening and speaking process have a mutual respect they are able to contribute freely and immensely to the whole process under discussion and thus yield more solutions. Active listening also calls for building self esteem. Through building of self esteem for all stakeholders in the listening and speaking process, they are likely to value their contribution and thus offer it to the group as opposed to stakeholders with a low self esteem who primarily devalue their contribution and thus free riding in a conversation. Active listening also calls for finding answers. This makes the whole listening and speaking process meaning full and not just speech for speechs sake. Where answers are not available, for instance in a negotiation stakeholders need to buy time. This calls for engagement of another meaningful idea in the process. As such the individual manager enables the company to rally up resources to arrive at the desired answer. Active listening also calls for connecting among stakeholders. This connection eliminates friction which enhances flow of information.
Active listening also calls for questioning assumptions. Through questioning assumptions, weaknesses in these assumptions as well as strengths are arrived at and as such it enables the best assumption with increased returns is opted for.
One impediment in active listening in a business environment is the focus on positions as opposed to interests. In active listening stakeholders are supposed to be approached with emphasis on interests as opposed to positions. As such, managers need not to listen to what they say but rather why they what they say and they need not to pay attention to what where they stand but how they got there in the first place. Moreover they need not emphasise how they feel but on the contrary why they care to feel how they feel. In the conversation with the employee it calls for close scrutiny of her case to assess how her needs can be best addressed. Her position can be identified as primarily inflexible working condition. In addressing her position emphasis need not to be put on it but rather on the interests. As such her interests could be getting more time for lunch, or the employee might be feeling that her input in the organization surpasses the remuneration she receives in exchange. It might also be as a result of her working conditions varying with that of other employees. As such, these third estate interests should be identified. Satisfying these interests for the employee is the essence of reflecting on what the other person is really saying.
Question Three
Stakeholder analysis enables a manager to identify stakeholders with both high and low stakes in a business environment. As such stakeholders with a high stake or high stakes and are highly opposed can be derived and marked as opponents. It also allows the manager to derive stakeholders with a low stake but resist the proposed program and branded resistors, moreover those stakeholders with a low stake and support the program can also be identified. Finally stakeholder analysis enables the management to identify stakeholders who have a high stake and support the program. This are branded advocates. An organization in this position makes sound decisions with desirable business consequences.
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