These six fundamental reasons for improving risk management provide a perspective as to management’s purpose in improving risk management capabilities. Each reason serves to help elevate risk management to a higher level and drive improvement of risk management capabilities in a changing business environment.
Appropriate risk responses are selected that align risks with the organization's risk appetite Relevant risk information is captured and communicated in a timely manner across the organization 1, 2, 3, and 4. Which of the following statements about risk management is false?
The most serious deficiency with the process is that Senior management did not prioritize the identified risks. Which of the following factors affects the control risk of an organization? Segregation of duties. What is the board's role in the risk management process? Oversees risk management processes. Risk is measured in terms of
If an organization has no formal risk management processes, the chief audit executive should Formally discuss with the directors their obligations for risk management processes Risk modeling or risk analysis is often used in conjunction with development of long-range engagement work schedules.
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Which of the following is not a part of risk management Identifying threats or Reducing risk to an acceptable level or Protecting a person's personal assets or Protecting the organization's assets?
Transcribed image text: QUESTION 7 Which of the following is not one of the four steps in the risk management process? Identify the risk Analyze the risk Manage the risk Cost the risk mitigation QUESTION 8 Which of the following is not a risk management option?
The conventional risk management process is comprised of five distinct steps or activities: 1) Identify risks, 2) Quantify and analyze risks, 3) Evaluate treatment options, 4) Implement treatments, and 5) Monitor and make adjustments. Click again to see term 👆. Tap again to see term 👆. Nice work!
C. The final step in the risk management process is program oversight. This enables the risk manager to review past risks, determine their impacts, and plan for future improvements.
The pros of ERM are 1) it is a quantum leap forward in the way to think about risks, 2) ERM adds importance to the risk management efforts, and 3) ERM looks at the entire spectrum of risks.
A variation from the expected outcome. Fortuitous risk is also known as insurable risk. Both terms denote only the risk of loss - an adverse outcome. Risk can also be speculative, where a gain is possible.
Avoidance makes sense when the losses are greater than the benefits. A risk manager who frequently uses avoidance for projects: A risk manager who frequently advocates avoidance may not be solicited for input because they may get a reputation for wanting to avoid risks too frequently.
shows that an earnings shortfall announcement is the most significant reason (61%) that stock prices drop. Risk managers understand that stock prices are directly related to earnings.
T/F? Loss prevention and reduction are less important when a firm decides to retain all or some of its loss financing.
The two least important sources of information for ongoing assessments of the adequacy of risk responses are those closest to the activities themselves and the audit function.
According to COSO, the benefits of enterprise risk management (ERM) include all of the following except. Elimination of all risks. According to COSO, ERM is best defined as. The culture, capabilities, and practices that organizations rely on to manage risk in creating, preserving, and realizing value.
If an organization has no formal risk management processes, the chief audit executive should. Formally discuss with the directors their obligations for risk management processes. Risk modeling or risk analysis is often used in conjunction with development of long-range engagement work schedules.
Risk modeling in a consulting service is done by ranking the engagement's potential to
When the executive management of an organization decided to form a team to investigate the adoption of an activity-based costing (ABC) system, an internal auditor was assigned to the team. The best reason for including an internal auditor is the internal auditor' s knowledge of
Organizational objectives support and align with the organization's mission. Significant risks are identified and assessed. Appropriate risk responses are selected that align risks with the organization's risk appetite. Relevant risk information is captured and communicated in a timely manner across the organization.
An effective risk management process provides the answers. 5. Successfully respond to a changing business environment. When the business environment changes, the pace of change accelerates and the effects of change are disruptive, organizations must become better at identifying, prioritizing and planning for risk.
Management must create risk awareness and an open, positive culture with respect to risk and risk management. In such an environment, individuals can raise issues without fear of retribution. It takes a lot of work to sustain an internal environment of this nature.
Aggregates common risk exposures across multiple business units with the objective of understanding the overall profile of the greatest threats to the enterprise as a whole and formulating an integrated enterprisewide risk response .
With respect to the “what is it” question, I have always believed that a fundamental purpose of ERM is to provide the discipline and control to ensure that risk management capabilities are improved continuously in a constantly changing business environment . This underlying purpose frames the question, “why improve risk management?”
Risk management and corporate governance are inextricably linked ; each augments the other. Elevating risk management to a strategic level strengthens board oversight, forces an assessment of existing senior management-level oversight structures, clarifies risk management roles and responsibilities, sets risk management authorities and boundaries and effectively communicates risk responses in support of key business objectives. All of these activities are germane to good governance. By the same token, effective governance sets the tone for (a) understanding risks and risk management capabilities and (b) aligning risk appetite with the entity’s opportunity-seeking behavior. Directors often ask, “what are the risks, how are they managed and how do you know?” An effective risk management process provides the answers.
Effective alignment of strategy and culture encourages balance in both the entrepreneurial activities and control activities of the organization, so that neither one is too disproportionately strong relative to the other.
Furthermore, the market capitalization of most companies cannot be fully rationalized by historical and prospective future earnings and cash flows.
The conventional risk management process is comprised of five distinct steps or activities: 1) Identify risks, 2) Quantify and analyze risks, 3) Evaluate treatment options, 4) Implement treatments, and 5) Monitor and make adjustments. Click again to see term 👆. Tap again to see term 👆. Nice work!
C. The final step in the risk management process is program oversight. This enables the risk manager to review past risks, determine their impacts, and plan for future improvements.
The pros of ERM are 1) it is a quantum leap forward in the way to think about risks, 2) ERM adds importance to the risk management efforts, and 3) ERM looks at the entire spectrum of risks.
A variation from the expected outcome. Fortuitous risk is also known as insurable risk. Both terms denote only the risk of loss - an adverse outcome. Risk can also be speculative, where a gain is possible.
Avoidance makes sense when the losses are greater than the benefits. A risk manager who frequently uses avoidance for projects: A risk manager who frequently advocates avoidance may not be solicited for input because they may get a reputation for wanting to avoid risks too frequently.
shows that an earnings shortfall announcement is the most significant reason (61%) that stock prices drop. Risk managers understand that stock prices are directly related to earnings.
T/F? Loss prevention and reduction are less important when a firm decides to retain all or some of its loss financing.