ULMS Electronic Module Catalogue |
The information contained in this module specification was correct at the time of publication but may be subject to change, either during the session because of unforeseen circumstances, or following review of the module at the end of the session. Queries about the module should be directed to the member of staff with responsibility for the module. |
Title | STRATEGIC RISK MANAGEMENT | ||
Code | ULMS865 | ||
Coordinator |
Dr H Sharifi Operations and Supply Chain Management H.Sharifi@liverpool.ac.uk |
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Year | CATS Level | Semester | CATS Value |
Session 2023-24 | Level 7 FHEQ | Second Semester | 15 |
Pre-requisites before taking this module (other modules and/or general educational/academic requirements): |
Modules for which this module is a pre-requisite: |
Programme(s) (including Year of Study) to which this module is available on a required basis: |
Programme(s) (including Year of Study) to which this module is available on an optional basis: |
Teaching Schedule |
Lectures | Seminars | Tutorials | Lab Practicals | Fieldwork Placement | Other | TOTAL | |
Study Hours |
12 |
12 |
6 |
30 | |||
Timetable (if known) | |||||||
Private Study | 120 | ||||||
TOTAL HOURS | 150 |
Assessment |
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EXAM | Duration | Timing (Semester) |
% of final mark |
Resit/resubmission opportunity |
Penalty for late submission |
Notes |
CONTINUOUS | Duration | Timing (Semester) |
% of final mark |
Resit/resubmission opportunity |
Penalty for late submission |
Notes |
Group exercise There is a resit opportunity. Standard UoL penalty applies for late submission. This is not an anonymous assessment. | 0 | 35 | ||||
Individual report. There is a resit opportunity. Standard UoL penalty applies for late submission. This is not an anonymous assessment. | 0 | 65 |
Aims |
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Introduce students to the role of strategic risk management, its function in the organisation and relationship with the organisational strategy; Provide students with relevant tools and techniques to identify, assess and mitigate risk through development of key problem-sets which demonstrate the impact of both good/bad risk practices within organisations; Develop student competence to effectively measure and mitigate organisational risk towards better strategic performance. |
Learning Outcomes |
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(LO1) Students will be able to demonstrate a clear understanding of the theories/concepts associated with strategic risk management; |
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(LO2) Students will be able to undertake an assessment of risk at either a functional or enterprise-wide level with an organisation or unit and develop a preliminary risk framework; |
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(LO3) Students will be able to demonstrate the ability to independently structure an EWRMS and make recommendations on feasibility; |
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(LO4) Students will be able to work collaboratively in both virtual and face to face teams, disseminate ideas regarding risk profiling strategies, and critically analyse strategic risk mitigation choices based on case findings; |
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(LO5) Students will be able to demonstrate the ability to identify and engage with debates and controversies in the academic literature relating to strategic risk management. |
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(LO6) Students will be able to apply advanced tools and techniques for risk analysis at organisation or function (particularly operational) levels and develop clear risk analyses and models that enable development of defence lines and strategies for risk management. |
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(S1) Problem solving skills |
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(S2) Communication skills |
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(S3) Ability to work under pressure |
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(S4) Teamwork |
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(S5) Leadership |
Teaching and Learning Strategies |
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2 hour lecture x 6 weeks |
Syllabus |
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Part A: Organisational risk ecosystem: examining what the organisation does, works and how it presently manages risk; Risk management systems: this topic introduces the processes associated with development of a basic risk management system, i.e. Enterprise-Wide Risk Management System (EWRMS). Strategic risk analysis 1: analysis of risk as they relate to long-term strategic goals in the organisation; Project/change risk and organisational impact: this topic focuses on risk associated with projects or other forms of planned change such as new products, capital investments or mergers and acquisitions. Operational risk analysis: analysis of risk associated with day-to-day operations i.e. production, systems etc.; Part B: Strategic risk analysis 2 (Unknown/Unknowable): risk events that are not managed or unmanageable. The focus is on risk analysis identification process reliability; Risk interdependence: this topic builds on connectivity to define linkages which may strengthen the organisational risk profile. |
Recommended Texts |
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Reading lists are managed at readinglists.liverpool.ac.uk. Click here to access the reading lists for this module. |