1 Introduction.1.1 Introduction.1.2 Why Managing Risk Is Important.1.3 General Definition of Risk Management.1.4 Background and Structure.1.5 Aim.1.6 Scope of the Book.2 The Concept of Risk and Uncertainty and the Sources and Types of Risk.2.1 Introduction.2.2 Background.2.3 Risk and Uncertainty: Basic Concepts and General Principles.2.4 The Origin of Risk.2.5 Uncertainties.2.6 Sources of Risk.2.7 Typical Risks.2.8 Perceptions of Risk.2.9 Stakeholders in an Investment.2.10 Summary.3 The Evolution of Risk Management and the Risk Management Process.3.1 Introduction.3.2 The Evolution of Risk Management.3.3 Risk Management.3.4 The Risk Management Process - Identification, Analysis and Response.3.5 Embedding Risk Management into Your Organisation.3.6 Risk Management Plan.3.7 Executive Responsibility and Risk.3.8 Summary.4 Risk Management Tools and Techniques.4.1 Introduction.4.2 Definitions.4.3 Risk Analysis Techniques.4.4 Qualitative Techniques in Risk Management.4.5 Quantitative Techniques in Risk Management.4.6 Quantitative and Qualitative Risk Assessments.4.7 Value Management.4.8 Other Risk Management Techniques.4.9 Country Risk Analysis.4.10 Summary.5 Financing Projects, Their Risks and Risk Modelling.5.1 Introduction.5.2 Corporate Finance.5.3 Project Finance.5.4 Financial Instruments.5.5 Debt.5.6 Mezzanine Finance Instruments.5.7 Equity.5.8 Financial Risks.5.9 Non-financial Risks Affecting Project Finance.5.10 Managing Financial Risks.5.11 Risk Modelling.5.12 Types of Risk Software.5.13 Summary.6 Portfolio Analysis and Cash Flows.6.1 Introduction.6.2 Selecting a Portfolio Strategy.6.3 Constructing the Portfolio.6.4 Portfolio of Cash Flows.6.5 The Boston Matrix.6.6 Scenario Analysis.6.7 Diversification.6.8 Portfolio Risk Management.6.9 Cross-collateralisation.6.10 Cash Flows.6.11 An Example of Portfolio Modelling.6.12 Summary.7 Risk Management at Corporate Level.7.1 Introduction.7.2 Definitions.7.3 The History of the Corporation.7.4 Corporate Structure.7.5 Corporate Management.7.6 Corporate Functions.7.7 Corporate Strategy.7.8 Recognising Risks.7.9 Specific Risks at Corporate Level.7.10 The Chief Risk Officer.7.11 How Risks Are Assessed at Corporate Level.7.12 Corporate Risk Strategy.7.13 Corporate Risk: An Overview.7.14 The Future of Corporate Risk.7.15 Summary.8 Risk Management at Strategic Business Level.8.1 Introduction.8.2 Definitions.8.3 Business Formation.8.4 Strategic Business Units.8.5 Business Strategy.8.6 Strategic Planning.8.7 Recognising Risks.8.8 Portfolio Theory.8.9 Programme Management.8.10 Business Risk Strategy.8.11 Tools at Strategic Business Unit Level.8.12 Strategic Business Risk: An Overview.8.13 Summary.9 Risk Management at Project Level.9.1 Introduction.9.2 The History of Project Management.9.3 Definitions.9.4 Project Management Functions.9.5 Project Strategy Analysis.9.6 Why Project Risk Management Is Used.9.7 Recognising Risks.9.8 Project Risk Strategy.9.9 The Future of Project Risk Management.9.10 Summary.10 Risk Management at Corporate, Strategic Business and Project Levels.10.1 Introduction.10.2 Risk Management.10.3 The Risk Management Process.10.4 Common Approaches to Risk Management by Organisations.10.5 Model for Risk Management at Corporate, Strategic Business and Project Levels.10.6 Summary.References.Index.

Corporate Risk Management: An Organisational Perspective

........................................................................................................ xx CHAPTER ONE ....................................................................................................

Influence of Strategic Leadership Practices on the Performance of Non-Governmental Organizations Listed in the Environmental Campaign by United Nations Environmental Programme (UNEP) in Kenya

I lie church in Kenya is currently experiencing fast growth in membership and finances. The challenges o f growth require that this important societal institution adopts modem management practices. Accordingly, majority of churches studied have embraced some form of strategic management. This application is significant among older, established churches compared to younger, recently formed churches. Most of the strategy formulation is undertaken by Pastors while implementation is mainly supported by the local church board, working hand in hand with the Pastors. The level of involvement o f ordinary members, on the oilier hand, is very small. This raises two important issues: First, it is clear that pastors must acquire formal skills in the area of strategic management, given their role in driving the strategy process. Second, Leaders need to create systems within their churches that encourage members’ participation in, and sharing of responsibilities of strategic management. This will enable members to support and implement organizational strategies. Although churches in Kenya have attempted to incorporate strategic management practices, they must make a conscientious effort to involve their local members if they are to be successful. Only by recognizing the role of all stakeholders, can churches in Kenya succeed in deploying strategic management practices.

A Survey Of Strategic Management Practices Of Christian Churches In Kenya

Successful organizations recognize the importance of strategy as a tool in management and realize that their survival is dependent on how well they adopt new strategies or enhance existing strategies in an attempt to respond to the changes brought by the environment. While the quality of strategy is important, we cannot omit the importance of effectively executing it. As the organization faces the challenge of successful strategy implementation, tools to aid this important task cannot be overlooked. The use of balance scorecard as a tool for strategy implementation appears to be increasingly important in determining the success of implementation of strategies. Many organisations have in one way or another adopted balanced scorecard in strategy implementation. This study, using strategy implementation as the theoretical background, sought to contribute to a greater understanding, the challenges of the balanced scorecard as strategy implementation tool. The data was collected by the use of questionnaires filled by respondents from the 6 largest banks in Kenya. The survey data results were analysed and statistics such as the proportion of respondents in favour of a position was reported. The study results indicate large banks have adopted the Balanced Scorecard in strategy management and it has improved business output. Most of perspectives of the balanced scorecard have been applied to a large extent in strategy management. Majority of the respondents felt that it is generally difficult to apply the tool in tasks of strategy implementation. The study results indicate that the main challenges in its application for strategy implementation include; using it for compensation only, having too many strategy indicators, making a quantitative link between non financial leading indicators and expected financial results and the fact that staff has not fully understood and embraced the tool. The study recommends further research on the topic of challenges of the application of balanced scorecard and the recommends that it should be implemented with care in order to reap the intended benefits. Proper implementation of Balance Scorecard can ensure the development of competencies within an organization which help it to develop a competitive advantage without which it cannot expect to outperform its rivals. T A B L E O F C O N T E N T S Declaration..........................................................................................................................ii Dedication....................................................................................................................... iii Acknowledgement............................................................................................................. iv Abstract............................................................................................................................... v CHAPTER ONE: INTRODUCTION............................................................................1 1.1 Background of the study................................................................................ 1 1.1.1 Strategy Implementation....................................................................... 2 1.1.2 Balanced Scorecard................................................................................3 1.1.3 The Kenya's Banking Industry..............................................................4 1.1.4 Large Commercial Banks in Kenya......................................................5 1.2 Research Problem.......................................................................................... 6 1.3 Research Objective.........................................................................................7 ! .4 Value of the Study...........................................................................................7 CHAPTER TWO: LITERATURE REVIEW .............................................................. 8 2.

Challenges of the balanced scorecard as a strategy implementation tool in large commercial banks in Kenya

................................................................................................................. v CHAPTER ONE: INTRODUCTION ........................................................................ 1 1.1 Background Of The Study .......................................................................... 1 1.1.1 Strategy Implementation .................................................................... 2 1.1.2 Skills Development ............................................................................ 3 1.1.3 The Kenya's Banking Industry .......................................................... 4 1.1.4 Barclays Bank Of Kenya ................................................................... 5 1.2 Problem Statement ...................................................................................... 6 1.3 Research Objectives .................................................................................... 7 1.4 Value Of The Study ..................................................................................... 7 CHAPTER TWO: LITERATURE REVIEW ........................................................... 8 2.

D. E. Hussey

Papers

Introducing Corporate Planning: Guide to Strategic Management