Stendal, Germany

Risk Management - Management of Corporate Risks

Risikomanagement - Management von unternehmerischen Risiken

Master's
Language: GermanStudies in German
Subject area: economy and administration
Qualification: Master
Kind of studies: full-time studies
University website: www.hs-magdeburg.de
Management
Management (or managing) is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources. The term "management" may also refer to those people who manage an organization.
Risk Management
Risk management is the identification, evaluation, and prioritization of risks (defined in ISO 31000 as the effect of uncertainty on objectives) followed by coordinated and economical application of resources to minimize, monitor, and control the probability or impact of unfortunate events or to maximize the realization of opportunities. Risk management’s objective is to assure uncertainty does not deflect the endeavor from the business goals.
Management
The brutality of a man purely motivated by monetary considerations … often does not appear to him at all as a moral delinquency, since he is aware only of a rigorously logical behavior, which draws the objective consequences of the situation.
Georg Simmel, “Domination,” On Individuality and Social Forms (1971), p. 110
Management
The remarkable thing about management is that a manager can go on for years making mistakes that nobody is aware of, which means that management can be a kind of a con job.
Akio Morita (1987). Made in Japan, p. 154
Management
Understanding the concept of competency is a prerequisite to understanding his integrated model of management.
Richard Boyatzis (1982) Competent Manager: A Model for Effective Performance. p. 10
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