Evaluating Enterprise Risk in a Complex Environment

Management and communication complement each other, and there is no successful management, without the existence of effective communication and its sophistication that serve the work of the management departments with high efficiency. As the management has gone through numerical stages today, we are witnessing the highest levels because they benefit from all the developments witnessed in life. Communications become the bearer and the carrier of the messages, concepts, and work of the management institutions efficiently and very quickly, making the productivity and work of the organization up to the form desired by the organization. Communication is the torch that illuminates the institutions' path by transmitting its light everywhere. There are three main objectives of this research. The first point is to understand the management process in organizations. How it ensures organization success, Management process leads the organization to achieve its plans and many more by focusing on every single detail that needs to be looked out for or managed. The second point is to understand the process of communication in organizations and how it ensures organizational success. Without communication, work will never be done, and these will result in organizational failure. ?The third point is to establish a relationship between management and communication processes in an organization and how this relationship is significant. Management and communication will forever complement each other because they are genuinely in need of each other. The research methodology used for this research is a qualitative research method; it involved researching secondary sources of data like textbooks, journals, newspaper clipping, and more. The paper proves that there is a substantial relationship between management and communication, and for an organization to be successful, this relationship needs to be adequately understood. Then only the organization ensures success in all its endeavors.

Performance of planned activities not always leads to the achievement of planned results in innovation projects with a high degree of uncertainty. Management of such specific projects requires the usage of specific methods and processes. It is necessary to develop own stochastic process methods rather than use classical methods of deterministic management. The main peculiarity of stochastic processes of projects consists in the inability to carry out more than one experiment. Implementation of a project is a stochastic process, which is carried out only once. For the purposes of the research, stochastic project management is the process of organisation, planning and control over projects, in which the decisions and actions of managers are described by stochastic functions. If the project realisation is described by stochastic processes, the project management process is indeed described by stochastic processes. This research suggests a project management approach based on the focus on the project product and project management as stochastic processes based on stochastic functions. It is demonstrated that stochastic function values, which underlie the stochastic processes, are formed by the intellectual instruments of those involved in the project and are developed on the basis of their knowledge and skills. The latter, in turn, are the result of studying and practical work on the project. Therefore, it is difficult to predict decisions and actions of managers and contractors, even if internal and external influences on them are specified. Then, any decisions or actions of such persons with regard to the external observer are described by stochastic functions. The purpose of this study is to describe the processes of stochastic project management. The purpose of the study is the project management process. The subject of research is the methods of stochastic project management. Within the framework of the study, all groups of processes of stochastic control will be mathematically described and the conditions of their impact determined. The processes of stochastic project management are outlined and formally presented. These are the processes of project management organisation, the processes of project management support, processes of project content definition, processes of defining the resources, required for the project works, processes of project planning, processes of influence on contractors of actions (works).

In the context of the development of human civilization, digital technologies are increasingly entering our lives. Education as a social institution largely determines the ways of development of society. In this regard, educational organizations need to constantly improve the communication system for more effective functioning and development, as well as use modern means of communication. The introduction of information technologies into the management process significantly increases the efficiency of communication processes in the organization and contributes to the effective solution of management tasks. In this article, on the basis of a single educational institution, the possibilities of using Web 2.0 services in the implementation of the management of the educational process are considered. The authors come to the conclusion that Web 2.0 services and its constituent information and communication educational platform "Sferum", cloud storage "Yandex.Disk", services for teamwork with documents "Yandex.Documents" and online surveys "Yandex.Forms”, a service for creating and editing Mindomo mind maps can be used as one of the ways to digitalize the management process in an educational organization. To determine the degree of need for the proposed resources, work was carried out with the teaching staff (questionnaires, observation, conversations, testing).

Purpose – The purpose of this paper is to explore how practical wisdom rooted in Buddhism can help modern managers make decisions in contemporary business organizations. Design/methodology/approach – The paper suggests a model explaining how individual level Buddhist beliefs in Dependent Origination are reflected in behavior of individual through mindfulness, compassion and expansion of self. The model also explores the consequences of above mentioned behavior in terms of individual, group and organizational level decision making, respectively. Findings – The paper develops propositions which demonstrate the possibility of applying the practical wisdom of Buddhism into the individual, group and organizational decision-making processes. The paper proposes an integrative model and suggests initiatives that can be taken in business organizations and business schools for applying the practical wisdom gleaned from the Buddhist traditions. Research limitations/implications – The paper brought the core concepts of Buddhism as the main point of application in the decision-making process in management. However, this approach is perhaps difficult to grasp for the readers who may not be as conversant with that tradition. Originality/value – Rich eastern traditions have remained underexplored in contemporary business literature. This paper examines the potential contributions from the Buddhist heritage in the crucial decision-making domain in management.

This article deals with the knowledge utilization process in management and organization and relates the concepts of knowledge flow to management education and development. Primary attention is giv...

Lffective public administration in the age of results-oriented management requires public agencies to develop a capacity for strategic management, the central management process that integrates all major activities and functions and directs them toward advancing an organization's strategic agenda. Strategic management is concerned with strengthening the long-term viability and effectiveness of public sector organizations in terms of both substantive policy and management capacity. It integrates all other management processes to provide a systematic, coherent, and effective approach to establishing, attaining, monitoring, and updating an agency's strategic objectives. Strategic management is integrative in nature in the sense of (a) focusing attention across functional divisions and throughout various organizational levels on common goals, themes, and issues; (b) tying internal management processes and program initiatives to desired outcomes in the external environment; and (c) linking operational? tactical, day-to-day decisions to longer run strategic objectives. Particularly given the dynamic political and institutional environment within which many public agencies operate, an effective strategic management capability is essential for maintaining or strengthening the fit between the organization and its external stakeholders and managing for results within a clearly defined context of mission, mandates, values, and . . vlslon. Strategic management has been addressed in the public administration literature (Koteen, 1989; Nutt & Backoff, 1992; Rabin, Miller, & Hildreth, 1989; Steiss, 1985) but by no means as extensively as has its most critical component, strategic planning, or other management approaches such as total quality management. However, a more recent article by Mlnzant and Vlnzant (1996a) goes a long way toward refocusing appropriate attention on the role of strategic management in the public sector and discussing implementation issues and strategies in an instructive manner. The purpose of the present article is to raise awareness of the central importance of strategic management in government, define the critical elements in a holistic model of strategic management, discuss the strategic management process, and

In project-based organizations knowledge is a critical resource used to develop and deliver products and services with a high level of quality. Therefore, a systematic and sustainable process is necessary to coordinate knowledge management, project management and product lifecycle. This scenario predominates in companies focused on the creation and maintenance of information systems. This article presents an exploratory study based on a framework that integrates cognitive, managerial, and operational processes in a public Brazilian organization that provides services in the area of information and communications technology, focusing on the construction and maintenance of information systems. Those processes are operationalized by three management models considering knowledge, project, and software development processes. Our proposal aims to understand the relationships between those three management models and their influence on the software development process in the organization under study. Our premise is based on the principle that cognitive management, project management, and software development management must be integrated to fulfill the demands of product development and service provision. The research data was composed of registers of working hours spent on software development and maintenance projects involving 244 people allocated to 5064 projects in the period from 2007 to 2013. The study resulted in the identification of the relationships among the three management models adopted by the organization, with emphasis on knowledge management activities, which were not directly identified, making it difficult to account for and measure them. We established a set of activities connected to each one of the knowledge management model phases. Since those activities were not visible before, our approach contributed to build a systematic process to register and relate activities linked to the dimensions of cognitive processes, project management, and software construction.

Introduction. Digital transformation is one of the five priority areas of the state policy outlined in Strategy for the Development of Physical Culture and Sports until 2028. The success of modernizing management processes in the field of physical culture and sports depends on the effectiveness of developing organizational and management foundations with the involvement of advanced digital solutions. Automation of management tasks, electronic document management, and digital platforms for communication have significant potential to optimize all aspects of management. The aim of the study to conduct a sociological analysis of the state of digitalization in the field of physical culture and sports and to identify the priorities for implementing digital solutions to optimize organizational and management processes in the field of physical culture and sports. Material and methods: The study involved 1,175 respondents, including employees of executive authorities, territorial communities, sports federations, institutions of physical culture and sports, coachers, athletes and judges. An expert survey involved 12 leading specialists in the field of physical culture and sports. The methods used in the study include theoretical analysis and generalization of scientific literature, documentary sources, and online resources; synthesis and generalization; sociological survey; and expert evaluation methods. Results. The conducted sociological survey, aimed at justifying the need for the global digitalization of the management system in physical culture and sports, revealed a number of key issues, among which the complexity of communication between levels of the organizational structure and the lack of a clearly defined work scheme stand out. The majority of respondents (80.9%) actively use information systems in their work but face various difficulties, including the need for manual data entry (39.2%), lack of access to necessary information (28.6%), and communication difficulties between system users (26.6%). Conclusions. The conducted research confirmed the working hypothesis regarding the appropriateness of expanding the use of digital solutions in the organizational and managerial activities of physical culture and sports. The expert survey identified priority digital projects, with the highest ratings given to the electronic passport for athletes/coaches, the unified event calendar, and the electronic register of sports infrastructure. Respondents consider these initiatives to be the most important for improving organizational and management processes in the field of physical culture and sports.

This study explores the impact of the Risk-Based Internal Audit approach on improving risk management processes in Yemeni Islamic banks in Aden. The study focuses on four core RBIA functions: early identification, risk assessment, control evaluation, and monitoring and reporting. Data from eight banks were analyzed using SPSS, linear regression, and ANOVA. In light of the study's results, there is a statistically significant impact of the risk-based internal audit approach in improving risk management processes in Islamic banks operating in Aden by 51.3%. According to the results, the control evaluation function ranked first in influencing the improvement of risk management processes with a rate of 45.2%, followed by risk assessment at 39.9%, and early detection at 32.2%. The study suggests that the management of Yemeni Islamic banks should take into account the recommendations and reports submitted by the Internal Audit Department regarding risk management activities and processes and proposals for improvement, in addition to the need for the management of Yemeni Islamic banks to support and develop communication systems between them and the Internal Audit Department to facilitate the exchange of necessary information on time, to support the monitoring and reporting function, which had the lowest impact rate of 24.3%.

The commodity trading sector, particularly within the oil and energy markets, faces unprecedented challenges driven by rising uncertainties, reduced global demand, geopolitical risks, and market volatility. The onset of the Russia–Ukraine war, compounded by the Covid-19 pandemic, has accelerated the adoption of digital technologies and virtual collaborative tools among trading firms, fundamentally reshaping business processes. This study investigates the impact of digital disruptions on the oil and energy trading sector in the United Arab Emirates (UAE), with a specific focus on the integration and adoption of Commodity Trading and Risk Management (CTRM) solutions. By employing a comparative analysis of trading operations before and after CTRM implementation, alongside detailed case studies of UAE-based firms, this research examines how advanced digital technologies have transformed operational efficiency, strategic management, and risk management practices within the sector. Primary data from 68 oil and energy trading firms were collected through a cross-sectional descriptive research design, using a comprehensive questionnaire that addressed pre- and post-adoption scenarios. Results reveal significant enhancements in operational efficiency and risk management capabilities following the adoption of CTRM digital solutions. Case studies highlight how UAE firms have leveraged these technologies to improve market responsiveness, reduce transaction times, and enhance transparency and security in trading operations. The study concludes that firms have become better equipped to navigate volatile markets, mitigate risks, and increase profitability, with stakeholder feedback affirming improved efficiency throughout the trade cycle. This research contributes to the energy trading industry by demonstrating how embracing digital technologies for CTRM functions can foster sustainable competitive advantages and align with future market developments. It underscores the importance of continuous innovation and strategic agility in the evolving digital landscape.

The paper discusses the lack of a commonly accepted definition of the concept of feedback in management theory, dealing with communications networks and decision processes in living systems at the organization level. It proposes a general definition. It deals with living systems at the organization level, including the total system and all subsystems. Implications of the proposed definition to current conceptualizations of feedback processes in management are explored.

Green finance has been regarded as an important strategy for the Chinese government to develop a green economy. Few studies have investigated the relationship of bank-level Fintech development in promoting the growth of green finance. To address this research gap, we have developed a bank-level Fintech index based on text mining and entropy methods using panel data from 59 Chinese listed banks from 2011 to 2020. We find that Fintech development can significantly promote the growth of green finance. In addition, the effect of Fintech development on banks with high net income or located in the eastern region is significantly larger than others, indicating that this influence has significant heterogeneity. Finally, we find that Fintech facilitates the growth of green finance by improving banks’ risk management capability and operations capability.

Based on analyzing the characteristics of supply chain risk management under the influences of knowledge, in this paper integrates basic theories and methods of knowledge management into the process of risk management, builds a knowledge-oriented supply chain risk management system model, and proposes relevant strategies, presenting references for practical application of knowledge-oriented supply chain risk management. By means of acquiring, storing, sharing, and transferring supply chain risk knowledge and knowledge innovation, it can ensure the knowledge supply for the whole process of supply chain operation management and risk management, effectively blocking the evolution and transmission of risks in supply chain, realizing the added value of activities in supply chain, and improving the performance of supply chain.

This paper proposes a conceptual model for comprehending the knowledge management and organisational learning process at business schools located in Antioquia (Colombia). It is essential to understand how they create value through the PhD education of their professors. The methodology used for this research is qualitative reflexive. The document analysis was the strategy used to identify, in higher education institutions (HEIs), the current models of knowledge management and organisational learning. The theoretical-methodological starting point was the model proposed by Burrell and Morgan (1979). The authors have built a four-dimensional model that will enable researchers and deans of business schools to assess and discuss what are the knowledge management and organisational learning practices that fit into their knowledge management strategy (KMS), their value generation expectations and their long-term goals.

Decision letter for "How can <scp>SMEs</scp> effectively embed environmental sustainability? Evidence on the relationships between cognitive frames, life cycle management and organizational learning process"