Risks Arising in Implementing the Operational Risk Management System – the Case of an Army Corps

• Main Authors: Ting-Fu Ko, 柯丁福
• Other Authors: Shyan-Shu Shieh
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/k669au

碩士 === 長榮大學 === 職業安全與衛生學系碩士在職專班 === 102 === In recent years, many people think highly of risk management. Many countries have issued their own risk management systems and standards. The Ministry of Defense in 2008 followed the Executive Yuan to promote the Risk Management System. The Operational Risk Management model, which had been implemented in Air Force, is adopted and employed across the rest of military units. This work is aimed to study risks arising in implementing the Operational Risk Management System by using the Operational Risk Management (ORM) model, as well as questionnaire survey, and interviewing experts. The study subject is an Army Corps. The study found that the main risks come from personnel misconceptions, insufficient support from the top ranking officers, and inconsistent working culture. At the end, this study suggests the following recommendations, including education and training, support and participation by the top ranking officers, and establishing a risk-management culture.