Risk and Performance Outcomes

The risk and performance outcomes may be viewed from three important perspectives, stakeholders, timeframe and risk profile or portfoho. 

Suppliers Assurances on payment and future orders Shareholders Return on Share Capital Lenders Security Assurance on Lending Employees Assurances on future employment 

Although financial and quantitative performance measures tend to be predominant there are developments discussed earher (e.g., Balanced Scorecard) that are resulting in more qualitative and subjective measures of performance to provide a more holistic perspective. 

---

Portfolio of Risk and Performance Outcomes Performance Prolile Risk Profile... 

A Monte Carlo simulation is fast to perform on a computer, and the presentation of the results is attractive. However, one cannot guarantee that the outcome of a Monte Carlo simulation run twice with the same input variables will yield exactly the same output, making the result less auditable. The more simulation runs performed, the less of a problem this becomes. The simulation as described does not indicate which of the input variables the result is most sensitive to, but one of the routines in Crystal Ball and Risk does allow a sensitivity analysis to be performed as the simulation is run.This is done by calculating the correlation coefficient of each input variable with the outcome (for example between area and UR). The higher the coefficient, the stronger the dependence between the input variable and the outcome. 

In the absence of the ability of a specific treatment to demonstrate improved survival, important outcome measures should include the effects of the treatment on patient symptoms, daily activities and performance statns, and other quality-of-life indicators, as well as progression-free snrvival and time to treatment failure. Because metastatic colorectal cancer is incurable, a specific decision regarding an individual patient s care will ultimately be required this should be based on a careful assessment of the balance between risks associated with treatment (or lack thereof) and benefits of treatment. Effort should also be made to ensure that the costs of screening, diagnostic tests, treatments, and procednres for colorectal cancer are consistent with their value in improving patient outcomes. 

Supervisors interactions with new employees, what might be terms their leadership style, will play an important role in the establishment of tmst-relationships. Evidence is mounting that a transformational leadership style, where leaders develop affective bonds with their employees will help facilitate tmst development and positively influence safety (Conchie 2013), as well as positively influence performance outcomes (Schaubroeck et al. 2011). Supervisors should of course develop a safety-specific tmst relationship with a new employee based on evidence from their behavior, not based on assumptions. While supervisors may be somewhat insulated from the adverse impact of new employee s behavior, they should consider new employees as potential sources of safety risk until proven otherwise. Co-workers are likely to be the most vulnerable in terms of the impact of unsafe behavior from new employees. Thus from the perspective of co-workers, it is advisable to be careful and ensure that any tmst which is given to a new employee is deserved. 

---