【正文】 60。 ①建立嚴密有效的組織機構(gòu)。管理者首先要去分析和確定風(fēng)險,即通過對經(jīng)營政策、運營程序及以往事故的調(diào)查報告研究分析并結(jié)合與員工、顧客以及有關(guān)專家的廣泛交流來確定自己組織所面臨的各種風(fēng)險因素。企業(yè)要有專門的機構(gòu)和人員進行經(jīng)營風(fēng)險的研究、分析、監(jiān)控，并進行風(fēng)險控制的組織、指導(dǎo)等工作，從組織上、力量配置上保證風(fēng)險控制的系統(tǒng)性和足夠的工作力度。機構(gòu)的設(shè)置要堅持合理分工，相互制衡。 ②建立健全管理制度。一個健全的管理制度是可以對經(jīng)營風(fēng)險的防范起到?jīng)Q定性的作用。其中安全生產(chǎn)制度、會計控制制度、授權(quán)報批制度、資產(chǎn)負債比例控制制度、關(guān)鍵崗位的業(yè)務(wù)規(guī)程等關(guān)系風(fēng)險控制的基本制度都是關(guān)鍵。建立完整而嚴密的控制體系，從制度上保證每一種可能的風(fēng)險因素都有監(jiān)控，每一種業(yè)務(wù)都有管理規(guī)范。制定完成的各種制度，還要根據(jù)內(nèi)外環(huán)境的變化進行修訂和改正，并確保各項規(guī)章制度落到實處，真正發(fā)揮其防范風(fēng)險的效能。 ③建立靈敏的信息、預(yù)警系統(tǒng)。借助先進的裝備和信息管理技術(shù)，對各個業(yè)務(wù)環(huán)節(jié)進行實時監(jiān)控。對建筑企業(yè)來說，在安全生產(chǎn)、召投標(biāo)、以及企業(yè)經(jīng)營情況等履行嚴格的規(guī)章、程序。建立預(yù)警指標(biāo)體系，即對于反映經(jīng)營、資產(chǎn)狀況的重要指標(biāo)，如國內(nèi)外形勢、行業(yè)態(tài)勢、企業(yè)經(jīng)營資產(chǎn)負債比例等，根據(jù)歷史數(shù)據(jù)及與同行的比較，確定合理的警戒線。 ④堅持不懈地做好風(fēng)險因素的監(jiān)控工作。對于影響建筑企業(yè)的資產(chǎn)和經(jīng)營狀況的各類政治、經(jīng)濟、社會、市場因素及其變化趨勢等，進行研究和預(yù)測。對于各種異常的變化，特別是預(yù)警指標(biāo)的異常變化，要及時對相關(guān)的經(jīng)營風(fēng)險重新予以分析評估。新的項目開始之前，要對其可能帶來的風(fēng)險進行全面、深入的分析評估，并制定配套措施。 ⑤根據(jù)建筑企業(yè)的業(yè)務(wù)結(jié)構(gòu)和經(jīng)營特點，列出風(fēng)險清單。確立風(fēng)險控制的重點環(huán)節(jié)和重點對象，制定相應(yīng)的處置方案，建立風(fēng)險處置的預(yù)案庫，并根據(jù)經(jīng)營、環(huán)境等的變化，不斷充實或更新，并在人力、物力、財力等方面保持適當(dāng)?shù)馁Y源儲備，確保風(fēng)險損失發(fā)生時能夠做出及時有力的反應(yīng)，有效地控制風(fēng)險損失。 ⑥加強風(fēng)險教育，提高企業(yè)風(fēng)險意識。對于各類風(fēng)險案例要經(jīng)常向員工宣講，特別是企業(yè)管理者，對于可能給企業(yè)造成重大損失的風(fēng)險因素和安全隱患，要經(jīng)常提醒員工注意。不斷提高員工素質(zhì)，增強工作責(zé)任心。有針對性地開展業(yè)務(wù)培訓(xùn)，努力杜絕因企業(yè)內(nèi)部因素造成風(fēng)險損失。⑦善于利用法律法規(guī)解決問題。隨著國家法律制度的不斷健全，法與企業(yè)越來越密不可分，建筑企業(yè)要善于利用《合同法》、《公司法》等法律武器維護自己的權(quán)益。在利益受損、造意外事故等情況下，充分利用法律維護自己的權(quán)益。據(jù)國家統(tǒng)計局統(tǒng)計，到2001年底全國建筑業(yè)從業(yè)人數(shù)3669萬人，％。建筑市場“僧多粥少”、供過于求，導(dǎo)致了過度競爭甚至是惡性競爭。許多業(yè)主也正是利用這一點，在簽訂合同時附加某些不平等條款，甚至簽訂“陰陽合同”，致使建筑企業(yè)在承接工程初期時就處于非常不利的地位，甚至陷入合同“陷阱”。這種經(jīng)營風(fēng)險是顯而易見的，它需要建筑企業(yè)逐步加強法律意識，維護自己的合法權(quán)益。從某方面說，企業(yè)經(jīng)營風(fēng)險是時時存在的，對于發(fā)生后的事件，要積極面對，盡全力挽救和彌補，力爭將損失降低到最少。此外，風(fēng)險的控制不應(yīng)窒息業(yè)務(wù)創(chuàng)新和經(jīng)營發(fā)展的活力，建筑領(lǐng)域分判商的選擇，新的設(shè)備推出，新技術(shù)的采用，任務(wù)艱巨的項目等固然會使建筑企業(yè)面臨的風(fēng)險增加，風(fēng)險控制的難度也會增加，但有些風(fēng)險同時也會使建筑企業(yè)效益迅速增加。建筑企業(yè)只有不斷提高經(jīng)營規(guī)模和經(jīng)營效益，才能增強對各類風(fēng)險的抵御能力，使企業(yè)在風(fēng)險處理上具有更大的回旋余地，并有財力建立更有效的風(fēng)險控制系統(tǒng)，從而從根本上提高企業(yè)的風(fēng)險控制能力。附錄二1, operating riskOperational risk, in the construction enterprise can be understood as the enterprise in the building production and sales processes in the face of the management, market and technology change caused by all kinds of risks.The risk is generally defined as the uncertainty, the uncertainty including loss, damage, loss of opportunity. Construction enterprise39。s business risk, there are two main factors, namely the external factors and internal factors.The external factors, under the condition of market economy, macroscopical economy often with periodic operation rules, such as in a period of economic prosperity, the country invests strength to increase, the social capital of the inputoutput ratio increases ceaselessly, large construction, real estate market is hot when the building business profits will be rapidder growth, the relative risk reduction. In addition, the owner or the customer 39。s economic situation, all sorts of breach of contract, the owners of the risk management and the bankruptcy will bring to the enterprise objective management risk. Competitive marketing strategy, market share and so on to the enterprise caused by uncertainty, needs to make the corresponding countermeasure, and coping with the challenges posed by the management risk.The construction industry is the pillar industry of national economy, the national economy the effects of cyclical, the development of the construction industry also shows certain periodic. This cycle of construction will cause the enterprise 39。s main business growth of the instability and operation risks. According to the National Bureau of statistics, by the end of 2001, the default project money amounts to 278700000000 yuan, occupy in those days the output of construction industry in %, than a total of 136000000000yuan more than doubled. In 2002the project payment arrears is added situation do not decrease. The real estate enterprise, government investment projects, private enterprises on projects, arrears are concentrated in the construction pany head. The construction enterprise work first, owner to pay, or even work done, the owners still does not pay, the industry phenomenon to the construction enterprises bring great risk.The internal factors, the business failure, the change of management, assets structure imbalance, too risky or prudish operation, to project decision is likely to cause significant risk.2，To manage the risk prospectAny enterprise will have the risk, business enterprise itself contained risk, but the fact explains, business risk is a direct impact on a pany of vital importance. The condition of the market economy, to those who can control the risk, seize the opportunity for the enterprise, will have good development prospect, to attach importance to risk or inability to control the risk of the enterprise, will likely disturbance occurs frequently, signs of danger appearing everywhere, even be wiped out. Enterprises have to continuously improve the level of management, good business risk prevention, dissolve all sorts of risks, can effectively avoid loss.(1) the importance ofOperation risk is a widespread problem, effective risk management perspective can avoid risks brought about the loss, and even the use of risk to obtain greater success.Specifically, the risk prospect can guide the direction of enterprise development, such as which project can undertake energetically, which projects the careful intervention. Can also be used as the new products, new technology development and introduction。 production planning and purchasing plan basis, according to the long term business forecasting, draw up the annual or monthly production plan and material preparation time of purchase, purchase plan. In addition, also can be used as a funding program, capital planning and personnel planning reference, has a broad role.For construction enterprises, foreign engineering project risk is far larger than domestic projects, in addition to financial risk, management risk, and political risk. China39。s construction enterprise to fight risk ability is very weak, especially in some political stability, national condition is more obvious. Such as our country a construction pany that has many projects in Africa and the Middle East, by the Gulf War and the effects of the civil war in Congo, suffered heavy losses.In recent years, many places in the city infrastruc