Looking for:
Windows 10 1703 download iso itar tass.ru - windows 10 1703 download iso itar tass.ru |
Windows 10 1703 download iso itar tass.ru - windows 10 1703 download iso itar tass.ru.Néhány kiemelt megállapítás az önkormányzatok információkezeléséről
By using our site, you agree to our collection of windoows through the use of cookies. To learn more, view our Privacy Policy. To browse Academia. Faisal Khan. The multi-accident catastrophe which itr in a refinery at Vishakhapatnam, India, on September 14, itxr, claiming 60 lives and causing damages to property worth over Приведенная ссылка million, is the most recent example of the damage potential of domino effect.
But, even as downnload domino effect has been documented sincevery little attention has been paid towards modeling this phenomena. In this paper we have provided a conceptual framework based читать больше sets of appropriate models to forecast domino effects, and assess their likely magnitudes and adverse impacts, while conducting risk assessment in a chemical windoows industry.
The utilizability of the framework has been illustrated with a case study. Maria Laura Mastellone. S-z Aq. Aijaz Khoso. Log in with Facebook Log in with Google. Remember me on this computer. Enter the email address you signed up with and we'll email you a reset link. Need an account? Click here to sign windows 10 1703 download iso itar tass.ru - windows 10 1703 download iso itar tass.ru. Download Free PDF. Loss Prevention in the Process Industries Смотрите подробнее 1.
Related Papers. Process Safety Progress Models for domino effect analysis in chemical process industries. Journal of Loss Prevention in The Process Industries Design of mitigation systems for indoor and outdoor ammonia releases. An integrated quantitative hazard analysis method for natural gas jet release from underground gas storage caverns in salt rock.
I: Models and validation.
❿Windows 10 1703 download iso itar tass.ru - windows 10 1703 download iso itar tass.ru.(PDF) Loss Prevention in the Process Industries Volume 1 | KIRAN KANDULNA -
To browse Academia. Faisal Khan. The multi-accident catastrophe which occurred in a refinery at Vishakhapatnam, India, on September 14, , claiming 60 lives and causing damages to property worth over Rs million, is the most recent example of the damage potential of domino effect. But, even as the domino effect has been documented since , very little attention has been paid towards modeling this phenomena.
In this paper we have provided a conceptual framework based on sets of appropriate models to forecast domino effects, and assess their likely magnitudes and adverse impacts, while conducting risk assessment in a chemical process industry. The utilizability of the framework has been illustrated with a case study. Maria Laura Mastellone. S-z Aq.
Aijaz Khoso. Log in with Facebook Log in with Google. Remember me on this computer. David Vose, for instance, noted if the random event occurs a positive impact this may be considered as an opportunity instead of risk. Their tasks, assignments and the area of responsibility are continuously changing, very often increasing, but not as quick as their resources do. Let us see, for instance, the chart below. The upper graph demonstrates the increasing criminality in the UK in a percentage of the value of the starting point.
The lower graph, however; indicates how the law enforcement can follow this challenge by their capabilities. It is clear that their flexibility is changing much slower with their resources than the demand requires. The so-called demand gap is between the two graphs area.
This is the main challenge that the law enforcement agencies have to compensate somehow. The trend was also proven in the USA with similar results. Change in the UK police strenght and recorded crime since index year showing the demand gap in resource availability [Ratcliffe, ] Other researchers, such as Tim Newburn, have also analysed the crime trends and the expenditures that a state could spend on the police with the conclusion: crime trends were more dynamic than the increase of financing the police services.
Moreover based on survey results he also emphasised that the increasing gap between the two phenomena may undermine the public confidence in the law enforcement. With other words, we need to use the best methodologies when answering the challenges. Methods The relationship between key terms of risk management has to be set before I can step forward.
Risk management is composed of risk assessment, risk treatment, risk acceptance and risk communication. Risk assessment can be further divided into two parts. Risk analysis and risk evaluation. Risk analysis deals with identification of initiating event, cause and consequence analyses and risk description.
Risk treatment; however, contains risk avoidance, risk optimisation, risk transfer and risk retention. However it is not so complicated. Figure 2: The main steps of risk analysis process [Terje, ] 1. The cyclic procedure always contain a planning phase; 2. It is followed by an analysis element, where the noisy crowd of data becomes consumable and understandable messages that are disseminated with the decision- makers; 4. A central part of the process is the risk management phase, where we try to have an impact and reduce the problems arisen; 5.
And there is also a feedback function, which is probably the most important from all of these, because it allows following the changes of the risk environment.
To the intelligence phase it is necessary to add that usually risk perception plays a key role. This reflects on how we do realise that our achievements are endangered by risks, and what the nature of these risks are. Certainly these risks, which are preventing to achieve our objectives, are diverse. There are always several risks; and each of them pose different volume of threat, and if the risk scenario happens some of them cause slight damages, and others will do much more serious ones.
To demonstrate this I put here several risks labelled from A to J having indicated at each of them how much damage they can cause. Figure 3: Versatility of risks and the damages they can occur [edited by the author] Not simply the risk consequences are the only dimensions reflecting the risks. There is always a probability that indicates the chance if the scenario becomes true. Luckily the major and catastrophic events in a well composed system remain very rear. Figure 4: Consequences vs.
For instance the number of injuries or fatalities can provide a scale to the consequences just as the countable value of money in terms of economic losses. Probability may also be categorised and produced from the frequency of the events. Strategic dilemmas When we act as a responsible officer of the agency and our duty is to construct a risk management system it is almost sure that there will be facing several strategic dilemmas like these: 1.
First of all what should we protect? His thought advises us that a system intending to protect everything simply will not work. At least it will not perform on a balanced manner. The protective means should be prioritised and efforts have to be focussed accordingly. We need to make some self-awareness as well! How much risk tolerance we have and how can we accept losses? There are some approaches in the risk management we need to bear in mind.
Selectivity approach says that each risk requires different method to deal with. Targeting approach suggests concentrating most of our resources to the most serious problems.
Slicing the problems into smaller pieces would result to solve them step by step. If we deal with the problems still posing low risk we can spare lots of resources and can regroup them to the medium and higher risk sectors. The European Union has the successful Authorised Economic Operator programme35, and several countries have developed their own visa waiver programmes.
These can be examples concerning this concept, because they deal with a huge portion of low risk entities and therefore indirectly allow risk managers to focus elsewhere, where needed. This could be also labelled as an indirect approach. Law enforcement requires risk management systems on a longer term; therefore, the agencies have to find or develop their own business models that ensure a continuous monitoring of the risk environment and the capability to adapt to the changing conditions.
Time concept The time concept of a well-grounded risk management has always two sides. For indication purposes I put several measures typically following risk based approaches in problem solving in a time scale.
The other is the reactive side when the measures focus on the elimination of the damages and the restoration of the damaged systems. Therefore usually the measures are organised usually in a chain-like manner. At the first line of defence some parts of the risks are filtered out, while certain risks can penetrate the layer and go further to the next one.
If we want to be effective in the use of our resources we have to be conscious how to structure the layers. For instance, the use of cheaper and less resource consuming layers can sort out a wide range of risk types, while more resource consuming and expensive measures can be directed precisely to a selected group of problems. Therefore, it has a key relevance how the layers are composed; on the one hand how to spare resources, on the other to prevent any possible event could lead to an all layers penetrating and catastrophic result.
I have also indicated each of them how much damage these could occur. I followed the Italian scientist, Vilfredo Pareto, and ranked the risks according to the size of the damages. I have also indicated by the green line how much cumulated percentage of the problems could be solved if we started from the left, the risks representing the more serious problems and going to the lesser serious ones to the right.
Figure 7: Pareto chart on the damages occurred by single risks [edited by the author] In the forthcoming chart see Figure 7 the problems, which are indicated by the blue columns, do not represent their each value, but in a percent of the total problems all risk types cause. These are the high risks, on which the previously mentioned targeting approach should motivate us to focus more resources.
M Figure 8: Pareto chart on the damages occurred by single risks supplemented with indication of risk categories [edited by the author] If we intend to group the risks into three categories, we can indicate for example, a high, a medium and a low risk segment. Certainly, fewer or more categories can be set according to objective considerations. The sensitivity of the risk management systems may be tailored according to the risk categories, as well as to the methods used in order to deal with the problems.
Selectivity in dealing with the individual risks and targeting the resources are obligatory moments of a successful risk management process. Targeting resources; however, could mean either the concentration of additional efforts on the high risk problems, or saving resources by tailor made measures from the medium and low risk areas, or even both. From the concept of targeting resources people often associate the measures dealing with high risk focus, but rarely the low risk segment.
Low risk management programmes can ensure the masses of people and companies representing the compliance culture. It has just as high relevance, if not even more, than the extreme violators deserve. As the law enforcement capacities increase much slower than the requirements posed by the criminal challenges the decision makers often rely on the resources available and cannot expect additional ones.
Development of more effective risk based means and measures and regroup of the available resources seem to be the only way forward. Conclusions Sending messages concerning the ideas of risk management to the law enforcement community has proven still necessary although the sector has been using risk based considerations on a wider scale. The Hungarian University does not stand alone from this aspect, because others are considering to follow this.
This article intended to emphasise the main ideas of risk analysis and management instead of going into details with a certain single and practical solution used by a law enforcement organisation.
There is no doubt; however, that the scope, where risk management is used is getting wider, while the development of solutions can provide higher quality. Thinking on the elimination of risks on an effective manner is the real motivation to use risk management systems. The methods of risk analysis can assist in saving resources and allow to regroup our means and deploy them where necessary. Risk Analysis. Wiley, Chichester, UK. Airport and aviation security: U. On the Vulnerability and Reliability of Towns and Cities.
Springer, Berlin, Heidelberg. DOI Crime and criminal justice policy. Longman, London, UK. Intelligence-led policing. Willan, Cullmpton, UK. Kuzemko et al. Mytna polityka ta aktualni problemy ekonomichnoyi bezpekty Ukrayiny Upravlinski, finansovo- ekonomichni, pravovi, informacijno-teknichni, humanitarni aspekty , University of Customs and Finance, Dnepropetrovsk, Ukraine. Willey, Chichester, UK. In: Trezor 1. Vaszilij moszkvai nagyherceg, Granyica, Moszkva, Budapest: Press Publica, Budapest, ISSN , p.
Sajnos mindannyian elestek. Press Publica, Budapest, Typotex Kft. Typotop Kft, Budapest, Adobe Flash, Microsoft Silverlight, stb. Typotex, Budapest, , pp. Kiskapu Kft. De milyen legyen? BUKSZ, 17 3 pp. BAKAI Jelenleg az es I. SOCTA Dmitrij M. In: British Journal of Criminology, Vol. A Ktv. A Hszt. A szervezet ISSN , Competitiveness also plays a major role in the priorities of the Public Administration and Public Service Development Strategy , according to which, competitiveness should be improved primarily by reducing the cost of state operations and administrative burdens, and by creating a service- based, customer-oriented public service.
This, of course, also means that the key to competitiveness lies primarily in the proper planning of recruitment needs, in the management and long-term retention of properly prepared young people. What career motivation factors make young entrants choose public organizations? What is the attraction to them? We show why — according to the interviewed managers and staff members of the administrative and law enforcement bodies — do beginners enter the public sector? What do they think about the carrer motivation factors influencing their decision?
We also examine what type of state education those young people have, who choose the administrative and law enforcement organizations as their future workplace. If they come from different educational institutions, are there any differences in their preparedness, attitudes and commitment, according to the respondents? And how long will they stay in public service?
Do they regard the jobs offered by public sector organizations as a retirement job, a lifelong employment or perhaps a springboard? However, prior to presenting the specific research, we find it necessary to compare the features of the public and the private sector, and to present the relevant, previous Hungarian research results in this topic.
Public sector or private sector? Which one should I choose? The question may be raised by young people before choosing a workplace The future employee can have a good chance to find a position in both the private and the public sector. However, the operation of the two sectors is very different in many respects, and therefore offers different conditions for entrants.
While the private sector operates in a market environment, its revenues come from the sale of the goods it generates, the administrative and law enforcement organizations are financed by the budget from the tax revenues. The private sector is much more open to innovation, adapts to changes more easily, while the public sector is more difficult to move, according to some views it is slow and sluggish.
Employees of the public service, as employees of executive organizations, are under a stronger political influence than the employees of private companies. For this reason, people in the public service are encouraged rather by social values, commitment and the principle social utility. Certain studies give you easy answers on this question, such as income, job security, social assistance or the principle of social utility. Many authors have already examined the differences between public and private wages, too, but is it really only the available income that affects work choice?
He presents a survey, which was made in among public service employees. In this questionnaire people were also asked about the most attractive elements of public service work. Most of them mentioned the public benefit of the work 75 percent of respondents , followed by employment security 70 percent , while cash benefits, such as the 13th month salary 61 percent or the possibility of additional benefits 39 percent only came after those.
But respondents also consider the possibility of gaining professional experience 49 percent and the moral appreciation of public service status 38 percent as a more attractive factor than financial appreciation 36 percent. Of course, the order may have been influenced by the adaptation to expectations. This is most true of situations where the greater security and predictability of the public sector also play a role, it is less likely to be dismissed and promotion is foreseeable.
Typical examples of this are: a family member in need of care, a single parent, or workplace absenteeism in families with multiple children. The authors also examined social commitment and estimated it by the time intended for volunteering. The results are not homogeneous in this respect, as for those who work in the field of education, culture, health and research and development, it is definitely true that their social commitment is greater, but in the case of employees in other areas of public service, this statement has not been proved.
An empirical research conducted in June examined the willingness to move between the public and the private sector. Why should someone leave the public sector?
Fluctuation means the emigration of the workforce, that is, the exit from the organization. It is very important to collect fluctuation data and to examine the causes of the exit because the emigration may have organizational causes, such as the difficulty of tasks, working conditions, working hours, workload, quality of social care, workplace atmosphere, salary, or the difficulty or the possible lack of the opportunity of promotion.
The Civil Service Human Mirror Research conducted in also questioned the characteristics of labor retention, among other things. According to the respondents in public service, difficulties in retaining the workforce are mainly due to the fierce labor market competition In addition, the low wage level and the negative social judgment of the job and the workplace, the difficulty of the job, and the lack of moral appreciation are also a major problem, especially in the case of law enforcement organizations.
For organizations, however, it may be positive that the style of leadership, the skill level of the staff, and the excessivly centralized and hierarchical relationships do not increase the intention of emigration.
Respondents considered the rate of fluctuation to be the highest in the age group of , with a particularly high figure Researchers have explained that new entrants are absorbed by the private market sector more easily and quickly. Especially because it has much better financial conditions. Members of the age group of over 40 have established professionalism and loyalty, so they have less intention to change job.
The above-mentioned researches show that salary is not the most important part of the choice of public sector posts. Employees of the public sector are often motivated by vocation, commitment and social responsibility, as well. At the same time, it is particularly interesting to know why employees of administrative or law enforcement organizations leave their job. In this regard, there is much more emphasis on wages the more favorable material terms of the private sector are much more enticing but also the bad working conditions and the negative social judgment of the workplace are high on the list.
We examined how the interviewed managers and staff members see the factors influencing career choice and exit. Test conditions, participants and methods In order to reach the research goals, we were investigating in the fields of law enforcement, state administration and municipal administration, with semi-structured interviews and questionnaire data collection.
At this stage of the research, we mostly involved senior executives. In the questionnaire survey we received responses. The distribution of those who filled in the questionnaires was the same as for the interviews. In the questionnaire data collection, besides the leaders we were also curious about the staff members' opinions. Both the interviews and the questionnaire surveys deal with the motivation of career choice and exit of entrants. At the beginning of the research, we assumed that job seekers primarily choose public sector organizations because of security, work stability, family traditions and past experience of traineeship completed here H1.
According to our hypothesis, typically the graduates of NUPS National University of Public Service go to work in the public administration and in the law enforcement agencies, who — because of their specific qualification — are professionally better prepared and more committed to public service, than those coming from other educational institutions H2.
This is mainly due to the attractiveness of the private sector and the higher salary provided there H3. Results of interview data collection During the interviews of the survey, we examined the subject as an open question, so the interviewees were free to categorize why, for what reasons entrants choose public service organizations. According to a third of the answers, the potential for development and the nature of work motivate them most. According to a smaller proportion of respondents, young people see the work in public service organizations as a safe job or had no other option in terms of finding a job.
What is almost in no way motivating the entrants according to the respondents is the salary and the career. It can also be shown that mainly young people from the National University of Public Service begin to work in public service organizations, but young graduates with legal university degrees are also willing to choose the public sector.
It must be added, that most of them stay in the public service only for the duration of the traineeship necessary for the advanced law degree. Only a few of the respondents could answer to the question, whether the entrants from different educational institutions are different in competence or attitudes. Those who answered, typically said that new entrants coming from the National University of Public Service have more professional and organizational knowledge and, accordingly, integrate into the organizational culture and accept the hierarchy more easily.
We were also curious about what leaders thought about the reasons why newcomers leave the organization. Results of the questionnaire data collection Of course, in this case, we were also curious to know, what attracted young people to public service organizations, that is, what the most important factors of career motivation are.
Among the factors of career motivation we examined those with the questionnaire that most interviewees mentioned. The individual factors had to be evaluated by respondents on a four- grade Likert scale, depending on how much they considered it typical for the entrants in their organization. The basic distribution of the evaluation of the surveyed career motivation factors is illustrated by the following diagram: Figure 1. This result confirms the responses given in the interviews that the potential for professional development, interesting work, and job security were among the strongest motivational factors, though their order of importance was different.
At the same time there are differences between the interviews and the results of the questionnaire survey. The role of family traditions was repeatedly mentioned by the leaders in the interviews, but respondents of the questionnaire said this was the least important factor.
So, based on the questionnaire, it can be said that entrants are least concerned with family traditions and previous traineeship, when choosing public service organizations, but in the case of family tradition the reliability of the results is questioned by the data collected during the interview.
The significance of the factors of career motivation was also examined in a sectoral distribution, i. At the same time, the potential to build a network, the favorable time schedule and the favorable working environment have a significantly lower impact in law enforcement than in the other two sectors. In the case of municipal administration, the motivational impact of career, remuneration and the potential for professional development was evaluated significantly lower by respondents than in the other two sectors.
In the field of public administration, the prestige of the organization proved to be significantly more attractive than in the other sectors. The National University of Public Service is one of the most prominent bases for the recruitment of public service including law enforcement organizations. The most important objective of the establishment of NUPS was the high level training, development and further education of the personnel of civil administration, law enforcement, defense and the public servants of the future.
As it is discussed in the Magyary Program According to the NUPS Institution Development Plan, the University's priority training task is to provide young people with targeted training for the public service, to provide modern and complex knowledge built on solid moral and value bases. It is no coincidence, therefore, that based on the results of the interviews we have put the question in the questionnaire survey, too, whether the graduates of the faculties of the National University of Public Service have more experience and higher level of professional skills than those from other training areas?
Figure 3. The answers show that the difference is mainly due to internal motivation. According to the results, those who graduated at the National University of Public Service are more strongly committed to public service and more interested in this work than the former students from other institutions.
At the same time, it is important to point out that Following the comparison of the three public service sectors examined, we found that there are significant differences between the sectors in all the factors, and in most cases this is due to the fact that the participants working in law enforcement evaluated the entrants graduated from NUPS significantly more positively than the respondents did in the other two areas.
At the end of the questionnaire about entrants, we asked about the reasons for leaving the job. In this regard, we first wanted to know, that according to the questionnaire respondents, approximately how many percent of the young entrants leave the organization relatively early — that is, in the first three years of work. A significant part of respondents According to another, larger group of respondents This result, on the one hand, corresponds to the interview data, as roughly one third of those respondents saw that the rate of emigration is below 20 percent, and, on the other hand, it also means that the organizations concerned have retention capability.
At the same time, it would be necessary to strengthen this ability in vulnerable areas, since in From our point of view it is extremely important not only to know the percentage of outgoing people, but also to get an idea of the reasons for leaving the job.
Therefore, this is what we asked next. The reasons for exit were compared to each other on a sectoral basis, too. The results are shown in the following cross-table. Based on the results, low salaries and draining effect of the private sector as reasons for exit, are significantly more true in municipal administration than in the other two areas.
In addition to the reasons for exit, we also wanted to know which areas entrants go to from the organizations concerned. In addition, relatively many This also means that a large part of the interviewees see that outgoing young people do not only leave the organization but also the entire public sector.
This is also reinforced by the fact that only 6. All in all, it can be said that in most cases keeping the entrants in the organization means keeping them in the a public sector.
According to the interviewees and those filling the questionnaires, the three most important reasons for choosing a career were job security, interesting work and the opportunity for professional development.
At the same time, based on the questionnaire, family traditions and former traineeship work are the least frequently mentioned causes for choosing public service. The exception is the respondents of the law enforcement organizations, because, compared to the other two areas, they find that career choice due to family tradition is significantly more typical. Our next hypothesis was that entrants who graduated in the faculties of NUPS — due to their area-specific qualifications — are more professionally prepared and committed to public service than those coming from other educational institutions.
This statement was also partially confirmed by our research. All in all, respondents working in law enforcement assessed the entrants coming from NUPS significantly more positively than the respondents in the other two areas.
Results show that young people who graduated from NUPS are more strongly committed to public service engagement and more interested in work than those from other higher education institutions.
Starting of law enforcement studies is basically motivated by them, at least the results of the survey among the students of the Department of Customs and Finance Guard indicate that. This result suggests that the targeted development of competences needed for practical work is also needed for those who have field-specific qualification.
Our assumption outlined for the reasons for exit is fully consistent with the research results. The interviewees and the respondents of the questionnaire survey — similarly to us — think that the most important reasons for exit are the draining effect of the private sector and the low salaries.
This was significantly more important for those working in the field of municipal administration. In addition, excessive workload is also considered to be a factor of exit. Comparing our own research results with the aforementioned studies, it is clear that good payment or promising salary is the not most attractive factor, which makes entrants choose positions in the public sector. Rather, those people want to work in administrative and law enforcement organizations, for whom job security, interesting tasks and possibility of professional development are the most important aspects.
Those who choose the public sector are often led by internal commitment. However, in contrast to the outcomes of earlier researches, in our case, social responsibility as a factor that makes the public service job attractive, was less pronounced. The decisive reasons for exit are almost identical to the results of the Public Service Human Mirror Research conducted a few years ago, suggesting that the most important causes of exit are the draining effect of the private sector, low salaries and excessive workload.
That is, low salary is a much more dominant factor as a reason for exit. It also means that it is difficult to maintain the commitment of the qualified and well-prepared colleagues with few years of experience to the organization, and that it will be a huge challenge for the organizations to keep them in public service.
❿ ❿
Comments
Post a Comment