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摘要：本文是一篇风险管理留学范文。操作风险被定义为“内部流程、人员和系统的配备操作不足或外部事件不完善所造成的风险损失或失败。在过去的二十年里，金融市场中普遍存在的无能和欺诈已经造成了大规模的金融失败,如巴林银行、大和证券、爱尔兰联合银行、奥兰治县、安然公司，以及其他的人为和自然灾害,如“9·11事变”、“安德鲁和卡特里娜飓风”。因此,操作风险已经被认为比信贷危机和市场风险更为重要。

) of an operational failure. Examples of descriptive indicators are number of transactions, volume of trades and size of assets.

Performance indicators are usually related to the output of a business process and give an indication on how well a certain process is working. Therefore, they are normally related to problems in the process and can also be used to get an indication of how likely a certain operational failure is. Typical performance indicators are number of settlement errors and amount of related losses, number of cancellations and other manual interventions, and hours of system downtime.

Control indicators are linked to management actions and represent variables that management can usually directly control. Their main feature is that management can predict their evolution and can thus use them as indicators of how the control environment will be in the immediate future. Examples of control indicators are compensation alignment, percentage of complex products in a portfolio and age of IT systems. Descriptive KRIs will be to an extent related to the potential impact of operational risk, but their ability to predict operational events will be minimal. Performance KRIs, on the other hand, will be more related to the likelihood of an event but will need to be combined with some descriptive indicator to give an idea of the potential impact.

In general, control indicators that are related to management actions will give information on the likelihood of future events that are neither captured by VAR, to the extent that the latter - as a statistical technique -only captures information related to the past, nor by descriptive or performance-related indicators.

In Figure 5, I have mapped the above categories in terms of their ability to work as predictors of operational events and proxies for operational risk exposures. I have also added VAR as a benchmark that is, hopefully, strongly related to both likelihood and impact of future events.

CHAPTER 5: CASE STUDIES

In this section I have examined the circumstances surrounding operational risk-related losses at various banks. I have provided the background information to the cases, followed by a summary and comparison of the major factors behind the losses. This section also explores how the actions of individual in these institutions - particularly changes in their risk appetite given performance relative to a reference point - can be linked to theories in psychology and behavioral finance literature.

5.1. Background

People, processes, systems and external events constitute the overall boundary of operational risks in banking. Reputation and strategic risks, though not treated under operational risk, may in some cases be a constituent of a recognized operational risk factor. Such risks are also highlighted in the case studies below:

1. Mr. Depositwalaa, a Saving Bank (SB) account holder in Model Bank, deposited a cash of Rs. 10,000/- in his account on 31-12-04, taking the balance in his account to Rs. 15,000/-, thereafter on 1-1-05 he issued a cheque to Mr. Bookwalla for Rs. 7000/-. The cheque was presented on 2-1-05 for payment but Model Bank re本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。