The structure of organizatuons often creates obstacles to integrated risk management. Typically, efforts to manage risk originate within specific areas of an organization such as finance or human resources. Departmental boundaries and customs can frustrate attempts at coordination, the "silo effect" plaguing rigidly structured organizations. The same type of boundaries often appesr in the structure of courses offered by academic institutions, leading students to believe that the management of risk is a subtopic of accounting, finance or human resources.

These barrers   to an integrated approach are coming under increasing pressure as organizations adopt team and project-based approaches to management. The forces leading to this type of change can originate from inside the organization as managers adopt new perspectives, or from the environment within the organization carries out its mission.

Part 1. An Overview of Risk and Risk Management
Part 2. Risk Assessment
Part 3. Risk Management Methods
Part 4. Insurance Markets and Functions
Part 5. Analysis of Insurance Coverage
Part 6. Benefit Programs