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Product Description
Product Description
This book offers a fresh perspective on the convergence of approaches to managing risk and introduces new developments in current thinking. Managing Risk pioneers an integrative and holistic approach to managing risk. Practitioners now increasingly acknowledge that risk cannot be dealt with effectively in a compartmentalised way. There is a need to introduce a broader perspective to the subject of risk and to recognise that approaches towards managing risk are beginning to converge.
About the Author
Dr Alan E. Waring is Head of Risk Management Consulting with Aqumen Services Ltd. and has over 20 years experience in risk management across industry in the UK, Europe, Middle East and elsewhere. He has written several books on systems thinking and risk issues including Practical Systems Thinking and Safety Management Systems, International Thomson Business Press, 1996. Dr A. Ian Glendon is Associate Professor in Applied Psychology at Griffith University, Queensland, Australia with over 20 years experience of research, teaching and consultancy in risk in Europe and Australasia. He is acknowledged as a leading expert, having published numerous influential books, journal articles and conference papers. His books include Human Safety and Risk Management, co-authored with Eugene McKenna, published by International Thomson Business Press, 1995.
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Customer Reviews
Most Helpful Customer Reviews
6 of 7 people found the following review helpful
Format:Paperback
Waring and Glendon's book is one of the best I have come across for giving a comprehensive view of the issues and concepts surrounding risk and risk management. Dealing with related issues of organisational structure, power relationships and culture, the authors put risk management into context, while providing a variety of case studies from Piper Alpha to the implementation of a new IT system, as illustration. Although the authors' backgrounds in health and safety management do provide an influence, they nonetheless manage to take an integrated approach to the whole range of risks facing an organisation. It is a book which I would recommend to students of risk management, particularly those at the higher undergraduate or postgraduate levels.
6 of 10 people found the following review helpful
Format:Paperback
Someone that is looking for risk management in the financial markets is loosing the time with this book.
The Barings case is interesting, but the book is not specialized. It is a collection of parts it is not a whole.
I think the book is not good. I finished it and there is something missing...
I apologize to the authors...
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
1 review
2 of 2 people found the following review helpful
Thorough, well set out and easy to reference
23 Feb 2005
Format:Paperback
"A central argument of this book is that both theoretical and practical approaches to the three subject areas - management, risk and change - are not only linked but also convergent... [But]...these 'obvious' overlaps and interactions are not yet treated generally in a holistic way."
This quotation is from Chapter 9 'A Fuzzy Convergence', which summarises the main arguments and introduces the case studies that make up the second half of the book. All managers would benefit from reading this chapter and Chapter 16 'A management Agenda', even if they decide to leave the rest of the book for 'the experts'. However, they are also likely to find material to interest them among the case studies - for example Chapter 15 is a long and very thorough study of a health system 'UK health authorities struggle to survive'.
For those with a direct responsibility for managing risk - which, after all, includes all senior managers, if not everyone with a managerial responsibility - the book is an invaluable guide to the details of risk management and what 'risk' encompasses, as well as to the cultural, technological, environmental and other linkages that make up the linked phenomena of risk and their management. As the authors point out:
"...integration of different risk management functions, disciplines and activities remains weak or non-existent in most organizations."
The book looks systemically at the whole process of strategic direction setting and change management from the perspective of recognising, accepting and managing risk. It is a perspective that is too often neglected, sometimes with the sorts of horrendous consequences spelled out in some of the case studies.
The book is thorough, well set out and easy to reference and not too technical in its presentation. It deserves a place in every organisation.
This quotation is from Chapter 9 'A Fuzzy Convergence', which summarises the main arguments and introduces the case studies that make up the second half of the book. All managers would benefit from reading this chapter and Chapter 16 'A management Agenda', even if they decide to leave the rest of the book for 'the experts'. However, they are also likely to find material to interest them among the case studies - for example Chapter 15 is a long and very thorough study of a health system 'UK health authorities struggle to survive'.
For those with a direct responsibility for managing risk - which, after all, includes all senior managers, if not everyone with a managerial responsibility - the book is an invaluable guide to the details of risk management and what 'risk' encompasses, as well as to the cultural, technological, environmental and other linkages that make up the linked phenomena of risk and their management. As the authors point out:
"...integration of different risk management functions, disciplines and activities remains weak or non-existent in most organizations."
The book looks systemically at the whole process of strategic direction setting and change management from the perspective of recognising, accepting and managing risk. It is a perspective that is too often neglected, sometimes with the sorts of horrendous consequences spelled out in some of the case studies.
The book is thorough, well set out and easy to reference and not too technical in its presentation. It deserves a place in every organisation.
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