Business Report范文：Risk Management Within an Enterprise

Business Report范文-企业内部的风险管理。本文是一篇留学生商务管理Report格式范文，主要内容是讲述风险管理是识别组织即将面临的威胁和危险的过程。在一个组织中，风险可以通过多种方式进入，可能来自项目失败、金融市场、组织中的事故，如洪水、地震、气旋、停电、公共卫生和安全以及法律风险等。风险可以是低到中等，也可以是中到高。很难说一个组织能够解决该组织即将面临的所有风险，比如地震，我们可以假设地震会对业务造成多大损害，但我们不能说有多少，但有一些即将面临的威胁的替代方案，比如停电，我们可以使用发电机来维持业务的运营。以下就是Business Report范文的全部内容，供参考。

Introduction 引言

Risk management is a identification process of upcoming threats and danger to an organisation. In an organisation risk can enter through many ways, it can come from project failure, financial market, an accident in organisation such as flood, earthquake, cyclone, power failure, public health and safety and legal risk etc. Risk can be low to medium, or medium to high. It is difficult to say that an organisation can solve all the upcoming risks to the organisation like earthquake, we can just assume that earthquake can damage the business, but we cannot say how much, but there are some alternatives of upcoming threats like in power failure we can use generator to keep running the business.

1) Purpose of risk management within an enterprise- The purpose of risk management in an organisation to identify problems before they enter and create problems in the organisation, so that risk management handling process may be planed.

企业内部风险管理的目的——组织内部风险管理旨在在问题进入并在组织中产生问题之前识别问题，从而规划风险管理处理过程。

It is a continuous looking ahead process so it is an important part of a business. Early detection of risk is important because it is easier, not much expensive, and changes can made easily in the planned process. It is easy to maintain a strategy and solve the risks when they are in early stage. A successful manager can monitor risks before they create problems in a business. The lack of information can is dangerous in a business so the staff of the organisation should be well training so that they can assume the risk when it is in early stage and report to the management as soon as possible.

这是一个不断向前看的过程，因此它是业务的重要组成部分。早期发现风险很重要，因为它更容易，成本不高，而且可以在计划过程中轻松进行更改。当风险处于早期阶段时，很容易维护策略并解决风险。一个成功的管理者可以在风险给企业带来问题之前对其进行监控。信息的缺乏在企业中可能是危险的，因此组织的员工应该接受良好的培训，以便他们能够在风险处于早期阶段时承担风险，并尽快向管理层报告。

2) Benefits of risk management within an enterprise- An effective risk management program can help the organisations to manage their risks and maximise success opportunities .There are too many benefits of risk management to an organisation, like less time consuming, less costly, less labour. The managers of an organisation should train the staff that they can discuss the risks with the management when it is in early stage. Communication is a beneficial way for an organisation it helps to understand the most important risk areas. Staff can provide information in written or discuss with the management. So it can be early identification for the management and an alert to the management about the upcoming threats. The potential risk management benefits are ; supporting business planning, use of resources in effective ways, continuous improvement in the business, fewer dangers and threats, increase of new opportunities, increasing communication between staff and management, helps and focus internal audit programme etc.

企业内部风险管理的好处-有效的风险管理计划可以帮助组织管理风险并最大限度地增加成功机会。风险管理对组织来说有太多好处，比如耗时更少、成本更低、劳动力更少。一个组织的管理者应该培训员工，使他们能够在早期阶段与管理层讨论风险。沟通对组织来说是一种有益的方式，有助于了解最重要的风险领域。员工可以提供书面信息或与管理层讨论。因此，它可以为管理层提供早期识别，并向管理层发出关于即将到来的威胁的警报。潜在的风险管理效益包括：支持业务规划，以有效的方式使用资源，持续改进业务，减少危险和威胁，增加新的机会，加强员工和管理层之间的沟通，帮助并重点关注内部审计计划等。

3) A Reviewing of activities and internal environment- By reviewing the internal environment of a organisation we can assume that how we can identify the risks and found risk in the organisation is acceptable or unacceptable, if it is unacceptable then how can we manage that risk to avoid an upcoming danger or threat. It can be found by an audit committee or by a group. Risk can affect the internal environment of the organisation .It depends on the organisations staff that how well they are trained by the management, it depends on the skills of the staff that how they will handle it or will they handle it themselves or will report to management of the organisation.

活动和内部环境的审查-通过审查组织的内部环境，我们可以假设我们如何识别风险，并发现组织中的风险是可接受或不可接受的，如果是不可接受，那么我们如何管理风险以避免即将到来的危险或威胁。它可以由审计委员会或团体找到。风险会影响组织的内部环境。这取决于组织员工接受管理层培训的程度，取决于员工的技能，他们将如何处理，或者他们自己处理，或者向组织管理层报告。

The staff and management should perform their duties with responsibilities and complete their assignments on the given time frame by the management. There should be a continuous monitoring of activities in the organisation and the management should do something for the development of the staff and give them a proper and continuous training so they can be perfect in performing their duties.

员工和管理层应履行职责，并在管理层规定的时间内完成任务。应该对组织中的活动进行持续监控，管理层应该为员工的发展做点什么，并对他们进行适当和持续的培训，使他们能够完美地履行职责。

B. Setting objectives- All the organisations face the risks from internal and external environments. Objectives should be exist before the management can identify risks affecting the achievements of the organisation. An agency should develop related objectives. There are three broad categories of objectives ”operations, reporting, and compliance. In operations the company should do all the operations and work very effectively and in a progressive way, there should not be the minor faults in the formulations of the products and services of the company. If there are any risks around the operation the management should make a report and find the solutions of the involved risks. If they will avoid the so there will not be compliance risks for the company, and the company can achieve their target successfully.

设定目标-所有组织都面临来自内部和外部环境的风险。在管理层能够识别影响组织成就的风险之前，目标应该存在。一个机构应该制定相关的目标。有三大类目标“运营、报告和合规”。在运营中，公司应该非常有效地进行所有的运营和工作，并以渐进的方式，在公司的产品和服务的配方中不应该有小错误。如果运营中存在任何风险，管理层应报告并找到相关风险的解决方案。如果他们能避免，那么公司就不会有合规风险，公司就能成功实现目标。

There are some questions that what risks should a company not accept for example quality compromises and environmental and rules and regulations set by the government. They must not accept the legal risks. All the product and services should be a standard quality. Always worst outcomes should be assessed for the development of the company.

有一些问题是，一家公司不应该接受哪些风险，例如质量妥协、环境以及政府制定的规则和条例。他们决不能接受法律风险。所有的产品和服务都应该是标准的质量。为了公司的发展，总是应该评估最坏的结果。

C. Event identification- An event is a incident arising from external and internal sources that can affect implementation of strategy. There are some external and internal factors through which we can identify events. Economic changes can affect the company financially. Ups and down in the currency of the country can affect the import and export of the company. Natural environments can also affect the company. Environmental damage can cause by failure in the rules and regulations set by law. Loss of funds through frauds can be a serious problem for the company. Failure to measurement of product can be another deficit for the company. Project delay can affect the company, s reputation. Failure of contractors and partners can be another bad situation for the company. Technical faults can also be costly for the company, It can be time consuming and affect the company, s target and reputation.

.事件识别-事件是由外部和内部来源引起的事件，可能影响战略的实施。我们可以通过一些外部和内部因素来识别事件。经济变化会影响公司的财务状况。国家货币的波动会影响公司的进出口。自然环境也会影响公司。不遵守法律规定可能造成环境损害。欺诈造成的资金损失对公司来说可能是一个严重的问题。未能对产品进行计量可能是该公司的另一个赤字。项目延期会影响公司的声誉。承包商和合作伙伴的失败可能是公司的另一个糟糕情况。技术故障对公司来说也是昂贵的，它可能很耗时，并影响公司的目标和声誉。

D. Risk assessment with particular reference to the impact and likelihood of risk- In an organisation it is possible that an event can occur and affect the achievements of the objectives. It can decrease the value of the goods and services, so that risk should analysed because of their impacts. Management should consider the future events, expected or unexpected. They should always finding that what is worst that can happen or damage the reputation of the organisation. Considering the risk appetite the amount of risk is acceptable or not, most likely the government entities risk is low than the private organisations. Tolerance level is high in the private organisations. Risk assessment can use quantitative and qualitative methods. If the management already miss to give notification to the controller and it can be failure to recover the funds. Lack of notification can result in investigation.

风险评估，特别是风险的影响和可能性——在一个组织中，事件可能会发生并影响目标的实现。它可能会降低商品和服务的价值，因此应根据其影响对风险进行分析。管理层应考虑未来的事件，无论是预期的还是意外的。他们应该始终发现，最糟糕的情况可能会发生或损害组织的声誉。考虑到风险偏好——风险金额是否可接受，政府实体的风险很可能低于私营组织。私人组织的容忍度很高。风险评估可以采用定量和定性的方法。如果管理层已经错过了向控制人发出通知，则可能无法收回资金。缺乏通知可能导致调查。

E. Risk response- Management determines that how can be respond to the risk, reviewing and impact, evaluating costs and benefits and selecting options within the entity, s risk tolerance. Management should keep trying to avoid the risk if there are other alternatives in front of company. By doing that the risk management we can find out what is good for the company. If the risk occurs the specific actions should taken by the management to reduce the risk level. Reducing risk by sharing the impact of the risk can be beneficial for the organisation. If the organisation will accept the risk without doing anything then the results can be dangers.

风险应对——管理层确定如何应对风险，审查和影响，评估成本和收益，并在实体的风险承受能力内选择选项。如果公司面前还有其他选择，管理层应该继续努力避免风险。通过进行风险管理，我们可以发现什么对公司有利。如果风险发生，管理层应采取具体措施降低风险水平。通过分担风险的影响来降低风险对组织来说是有益的。如果组织什么都不做就接受风险，那么结果可能是危险的。

It is easy to analyse the cost side in spite of benefit side. Management should first find the risks in each division or in each business unit. A view of risk can be depicted in several ways focusing on major risks and event categories across divisions. If the risk is in the program unit can be tolerated but it depends of the level of the risk.

尽管有好处，但分析成本方面还是很容易的。管理层应该首先发现每个部门或每个业务部门的风险。风险观可以通过多种方式来描述，重点关注各部门的主要风险和事件类别。如果风险在程序单元中，则可以容忍，但这取决于风险的级别。

F. Control activities-  there is a major role of effectiveness and efficiency in control activities. Control activities should be tested to ensure that there is not material weakness or difficulties. Management also should ensure that control activities are carried out in a timely manner. Internal auditor can also support management by providing assurance on the effectiveness and efficiency of control activities. In an organisation they must provide the receipt to customers, cash should be handle with care, information system and data processing system should be strong enough, financial reporting, accounts receivable , and investments should handle with care. Misuse of company, s assets, corruption and fraudulent reports should be should be probe properly.

控制活动——有效性和效率在控制活动中发挥着重要作用。应对控制活动进行测试，以确保不存在实质性弱点或困难。管理层还应确保及时开展控制活动。内部审计师还可以通过保证控制活动的有效性和效率来支持管理层。在一个组织中，他们必须向客户提供收据，现金应谨慎处理，信息系统和数据处理系统应足够强大，财务报告、应收账款和投资应谨慎处理。滥用公司资产、腐败和欺诈报告应该受到适当的调查。

The management should focus on the core areas like information system, contracts, purchasing, grants and other programs, services provided to the community, revenue collection, salaries of employees, and property. Risk with large and moderate impacts should be addressed with control activities.

管理层应专注于核心领域，如信息系统、合同、采购、赠款和其他项目、向社区提供的服务、收入收集、员工工资和财产。应通过控制活动来解决具有较大和中等影响的风险。

G. information communication- Information is major source to identify risks, and respond them in a appropriate way even is external or internal. Information should available for widespread use, all the transactions should recorded and tracked in actual timing, management should have immediate access to operating and financial information more effectively. If the risk is in tolerance than that, s all right otherwise an action should take immediately. Data reliability in information system should assessed carefully, poor assessment or bad management decisions can affect the targets. Communication is another way to be safe from risks, managers and staff needs to discuss the matters with each other, and tries to find the solutions for the problems. If necessary they should take actions immediately.

信息沟通——信息是识别风险的主要来源，并以适当的方式应对风险，甚至是外部或内部风险。信息应可供广泛使用，所有交易应在实际时间内记录和跟踪，管理层应能够更有效地立即获取运营和财务信息。如果风险在容忍范围内，那没关系，否则应该立即采取行动。信息系统中的数据可靠性应仔细评估，评估不力或管理决策失误都可能影响目标。沟通是避免风险的另一种方式，管理者和员工需要相互讨论问题，并试图找到问题的解决方案。如有必要，他们应立即采取行动。

H. Monitoring- In an organisation ongoing monitoring activities should be continuous process. Ongoing monitoring activities will occur through management activities. Division head, Line manager, controller, senior management, internal auditor, and external auditor can evaluate the monitoring process. A variety of evaluation techniques are available like checklist, questionnaire, flowchart techniques, performance steps etc. Reporting to the management about the risks is a good way to keep an eye in the organisation it will be far seeing process which can keep safe the organisation from unwanted danger and threats.

监控-在一个组织中，持续的监控活动应该是连续的过程。持续监测活动将通过管理活动进行。部门主管、直线经理、主管、高级管理人员、内部审计师和外部审计师可以评估监控过程。可以使用各种评估技术，如检查表、问卷、流程图技术、绩效步骤等。向管理层报告风险是密切关注组织的好方法——这将是一个远见卓识的过程，可以确保组织免受不必要的危险和威胁。

Conclusion: Savoury aroma coffee shopee should identify threats coming in the way of achieving objectives and start creating hazards. They should do proper assessment and need to find solution. This solution should be bigger than problem. They have to be very competent and efficient.

Business Report给出相关结论：结合对象为香气浓郁咖啡店店员应该识别出实现目标的威胁，并开始制造危险。他们应该进行适当的评估，并需要找到解决方案。这个解决方案应该大于问题。他们必须非常有能力和效率。本站提供各国留学生Business Report写作指导服务，如有需要可咨询本平台