| Record ID | ia:managingrisk0000wari |
| Source | Internet Archive |
| Download MARC XML | https://archive.org/download/managingrisk0000wari/managingrisk0000wari_marc.xml |
| Download MARC binary | https://www.archive.org/download/managingrisk0000wari/managingrisk0000wari_meta.mrc |
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003 OCoLC
005 20220130231356.0
008 980806s1998 enka b 001 0 eng d
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050 4 $aHD61$b.W37 1998
082 04 $a368$221
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100 1 $aWaring, Alan.
245 10 $aManaging risk /$cAlan E. Waring and A. Ian Glendon.
250 $a1st ed.
260 $aLondon ;$aBoston :$bInternational Thomson Business Press,$c1998.
300 $axxv, 493 pages :$billustrations ;$c25 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
504 $aIncludes bibliographical references (pages 459-479)-and indexes.
520 $aThis 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.
505 8 $aPart I: Risk contexts -- 1. Risk management -- 2. Risk assessment -- 3. Management systems and risk -- 4. Culture and risk -- 5. Power and risk -- 6. Organizational environment and risk -- 7. Risk and change -- 8. Risk cognition -- 9. A fuzzy convergence -- Part II: Case studies -- 10. The offshore oil and gas industry after Piper Alpha -- 11. The collapse of Barings Bank -- 12. Safety in the railway industry -- 13. Iran: a risk profile -- 14. The introduction of new computer systems -- 15. UK health authorities struggle to survive -- Part III: Conclusions -- 16. A management agenda -- 17. A research agenda.
650 0 $aRisk management.
650 7 $aRisk management.$2fast$0(OCoLC)fst01098164
650 17 $aRisk management.$2gtt
650 17 $aRisicoanalyse.$2gtt
700 1 $aGlendon, A. Ian,$d1945-
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