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Risk management for Ministry of Health educational institutions (MOHEIS)

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Cấu trúc

  • DEDICATION

  • ACKNOWLEDGEMENT

  • ABSTRACT

  • DECLARATION

  • Table of Contents

  • List of Tables

  • List of Figures

  • Chapter 1 INTRODUCTION

    • 1.1 Research Background

    • 1.2 The focus of the research

    • 1.3 The research questions

    • 1.4 The research objectives

    • 1.5 Significance of the study

    • 1.6 Contextual information

    • 1.7 The research strategy adopted

    • 1.8 Thesis structure

    • 1.9 Summary

  • Chapter 2 HIGHER EDUCATION in OMAN

    • 2.1 Introduction

    • 2.2 Development of public Higher education in Oman

    • 2.3 Development of private higher education in Oman

    • 2.4 Governance of the higher education system in Oman

    • 2.5 Challenges with governance architecture

    • 2.6 Insight into MOHEIs

      • 2.6.1 Governance of MOHEIs

      • 2.6.2 Management

      • 2.6.3 Strategic Plan

      • 2.6.4 Financial Management

      • 2.6.5 Student Entry Standards

      • 2.6.6 Research

      • 2.6.7 Student Finances

      • 2.6.8 Staff Recruitment

    • 2.7 Challenges for HE in Oman

      • 2.7.1 Financing HE

      • 2.7.2 Information and Communication Technologies

      • 2.7.3 Globalisation

      • 2.7.4 Curriculum Development

      • 2.7.5 Stakeholder Engagement

      • 2.7.6 Changes in Knowledge Production

      • 2.7.7 Widening Participation

      • 2.7.8 Social Mobility

    • 2.8 Summary

  • Chapter 3 NEW PUBLIC MANAGEMENT REFORM IN HIGHER EDUCATION

    • 3.1 Introduction

    • 3.2 Definition of New Public Management

    • 3.3 Application of NPM Principles to HE

      • 3.3.1 Outcome Based Management

      • 3.3.2 Diversification of Funding

      • 3.3.3 Privatization/Contracting of Services

      • 3.3.4 Decentralisation and Autonomy

    • 3.4 Summary

  • Chapter 4 RISK AND RISK PERCEPTION

    • 4.1 Introduction

    • 4.2 Risk perception

    • 4.3 Social and cultural concepts of risk

      • 4.3.1 The Rational Choice Approach

      • 4.3.2 Systems Theory

      • 4.3.3 Critical Theory

      • 4.3.4 Cultural Theory of Risk

    • 4.4 Operational definition of risk

    • 4.5 Summary

  • Chapter 5 RISK MANAGEMENT FRAMEWORKS/STANDARDS

    • 5.1 Introduction

    • 5.2 What is risk management?

    • 5.3 Risk drivers

      • 5.3.1 Strategic Drivers

      • 5.3.2 Operational Drivers

      • 5.3.3 Financial Drivers

      • 5.3.4 Compliance Drivers

      • 5.3.5 Reputational Drivers

    • 5.4 Benefits of risk management

    • 5.5 Comparison of the RM frameworks/standards

      • 5.5.1 COSO20 Enterprise Risk Management Framework

      • 5.5.2 Australia/New Zealand Standard (AS/NZS ISO 31000: 2009)

      • 5.5.3 IRM, AIRMIC, & ALARM Risk Management Standard

    • 5.6 Risk management process

      • 5.6.1 Defining the Context

      • 5.6.2 Event Identification

      • 5.6.3 Risk Assessment

      • 5.6.4 Risk Response

      • 5.6.5 Risk Communication

      • 5.6.6 Evaluation and monitoring

    • 5.7 Risk appetite

    • 5.8 Risk Tolerance

    • 5.9 Summary

  • Chapter 6 RESEARCH METHODOLOGY

    • 6.1 Introduction

      • 6.1.1 Epistemological Underpinnings and the Researcher’s Positionality

      • 6.1.2 The Researcher’s Professional Education and Experience

    • 6.2 Research approaches

      • 6.2.1 Quantitative Research

      • 6.2.2 Qualitative Research

    • 6.3 Action research approach

    • 6.4 Models of Action Research

    • 6.5 Justifying the selection of action research

      • 6.5.1 Focus on MOHEIs’ Environment

      • 6.5.2 Building Staff Capacity

      • 6.5.3 Multi-professional Collaboration

      • 6.5.4 Reflecting on One’s Own Practice

      • 6.5.5 Improved Communications

    • 6.6 Methods of data collection

      • 6.6.1 Document Analysis

      • 6.6.2 Focus Group

      • 6.6.3 Delphi Survey

    • 6.7 Summary

  • Chapter 7 RESEARCH STRATEGIES

    • 7.1 Phase one: risk identification

      • 7.1.1 Document Review

      • 7.1.2 Focus Group Meetings

      • 7.1.3 Summary

    • 7.2 Phase two: risk assessment

      • 7.2.1 Introduction

      • 7.2.2 Participants and Sample Size

      • 7.2.3 Questionnaire Design

      • 7.2.4 Piloting of the Questionnaire

      • 7.2.5 Data Recording

      • 7.2.6 Summary

    • 7.3 Phase three: Risk treatment

      • 7.3.1 Risk Register and Management Plan Templates

      • 7.3.2 The Process

      • 7.3.3 Summary

  • Chapter 8 DATA ANALYSIS & DISCUSSION

    • 8.1 Introduction

    • 8.2 List potential risks

    • 8.3 Consensus/agreement of respondents

    • 8.4 Outcome of Piloting the Delphi survey

    • 8.5 Response rate

    • 8.6 Previous involvement in the risk management process

    • 8.7 Staff knowledge of risk management

    • 8.8 MOHEIs’ risks

    • 8.9 Responses of Individual institutes

    • 8.10 Deans’ responses

    • 8.11 Gender issue

    • 8.12 Risks with medium and high priority

      • 8.12.1 Breakdown of Equipment/Application (RI.5)

      • 8.12.2 Inadequate Infrastructure (RI. 6)

      • 8.12.3 Breach of IT or Data Security (RI. 7)

      • 8.12.4 Low Student Satisfaction (RI. 10)

      • 8.12.5 Insufficient Funding (RI. 12)

      • 8.12.6 Slow Procurement Process (R. 13)

      • 8.12.7 Rising Cost of Employment (RI. 20)

    • 8.13 Lack of leadership

    • 8.14 MOHEIs’ Risk management plan

      • 8.14.1 Key Performance Indicators (KPIs)

      • 8.14.2 Associating Risks with MOHEIs’ Strategic Objectives

    • 8.15 Summary

  • Chapter 9 CONCLUSIONS

    • 9.1 Introduction

    • 9.2 Risk management practice and the principles of NPM

    • 9.3 Have the research questions/objectives been adressed?

    • 9.4 Limitations of the study

    • 9.5 UNDERSTANDING RISK IN HIGHER EDUCATION

    • 9.6 Research recommendations

      • 9.6.1 Implement the proposed risk management plan

      • 9.6.2 Developing a risk management framework

      • 9.6.3 Develop risk management training programmes

    • 9.7 Contribution of this thesis to knowledge

    • 9.8 Recommendations for future research

  • REFERENCES

  • APPENDICES

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