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008			050915s2000 njua b 001 0 eng
010			_a 99089745
020			_a1576600742 : _c65.00
040			_aDLC _cDLC _dDLC
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050	0	0	_aHD61 _b.G54 2000
069			_a01272308
090			_aHD 61 .G54 2000
090			_aHD 61 .G54 2000
100	1		_aGleason, James T., _d1952- _911304
245	1	0	_aRisk : _bthe new management imperative in finance / _cJames T. Gleason.
250			_a1st ed.
260			_aPrinceton, N.J. : _bBloomberg Press, _cc2000.
300			_axx, 275 p. : _bill. ; _c24 cm.
440		0	_aBloomberg professional library _928035
504			_aIncludes bibliographical references (p. 253-260) and index.
505	0		_aRisk Management Transparency -- The Spectrum of Risks Chart -- The Risks and Their Contours -- Global Risk Management's Emergence -- Technology and Communications -- Quantitative Models -- Dealers in Flux, Too -- Major Messages in This Book -- The Full Spectrum of Risks -- Operational Risk -- Other Nonfinancial Risks -- The Contours of Financial Risk -- Funding Risk--The Primal Arc -- Markets and Risk -- Basis Risk -- Alternative Views and Insights -- New Measurement Tools and Management Techniques -- Credit Risk -- The Contours of Credit Risk -- Portfolio Risk -- Our Journey -- Market Risk Management -- Market Risk: Tools and Uses -- Hedge Example -- Arbitrage -- Speculation -- Commodity Market Risk Management -- Case Study: Big Auto Co. -- Case Study: Innovative Enron -- Commodity Market Features -- Wrap-Up -- Currency Market Risk Management -- Market Dynamics -- Valuation and Risk Mechanics -- Risk Illustrations -- End Users -- Intermediaries -- Fixed-Income Market Risk Management -- Market Dynamics -- Time Matters -- Valuation -- Risk Mechanics -- Risk Illustrations -- Corporate Users -- Dealers -- The Investors -- Equity Market Risk Management -- Valuation and Risk Mechanics -- Risk Illustration -- Equity Derivatives -- Dealers and End Users -- Credit Risk Management -- The Schism in Credit Risk Management -- Credit Risk Management Difficulties -- Credit Risk Management for Trading -- The Variable Exposure Problem -- Pre-Settlement and Settlement Risk -- Monte Carlo Simulation -- Credit Risk versus Exposure -- Credit Limit Problems -- Charging for Credit -- Systemic Concerns -- Credit Risk Management for Traditional Lending -- The Traditional Credit Process: Commercial Loans -- Competition and Change to the Process -- Summary of Changes to the Process -- The Prior Models for Credit Risk -- The New Models for Credit Risk -- Case Study: Bank of Montreal -- Credit Market Trends -- Risk In Portfolios -- Market Risk in Portfolios -- Portfolio Risk Measures: Their Evolution -- Forecasting for VaR -- VaR Summary -- Stress Testing -- The Lessons of 1998 -- Simulation -- Case Study: Global Oil Co. -- Developing a Global Risk Management Process -- Risk Management: The Vision and the Reality -- The Vision for Risk Management: Go Global -- The Reality at Global Financial Institutions -- The Global Risk Management Development Model -- Management Direction -- Risk Management Development Projects -- Integrating with the Operating Infrastructure -- Wrap-Up -- Developing GRM: What Works, What Doesn't -- The Chase Example -- Features of Success -- Pitfalls to Avoid -- The Ten Commandments for Going Global with Risk.
520			_aAdvances in technology and risk modeling have boosted derivative markets. The resulting increase in arbitrage activities has narrowed profit margins in all financial markets. Consistent risk methodology is now an essential tool for overcoming competitive pricing and for anticipating the consequences of market turbulence.
520	8		_aIt is now possible to calculate the potential impact of every major deal on the overall risk profile of the firm. Market risk and credit risk can be quantified and considered against the expected contribution to shareholder value or return on capital. These measurements create a theoretical framework for harmonizing activity at financial firms.
520	8		_aIn practice, however, today's markets and technologies evolve so rapidly that the requirements and the capabilities shift before any reengineering cycle can be completed. A quagmire of data seriously confounds the task of extracting reliable information for risk management. The data problem becomes acute when you move to global risk management, because a flaw anywhere affects the whole process and is much harder to trace.
520	8		_aTimely, accurate information about all positions is a prerequisite for effective management in this new global marketplace. You can't run flexible "what if" stress tests or determine global VaR (value at risk) accurately without a central transaction file. When the next contagion hits, the winners will be the ones who have correctly measured the stress on their whole portfolio and adjusted their holdings to achieve some immunization.
650		0	_aRisk management. _972475
852			_9p65.00 _y12-09-2000
907			_a12994 _b08-06-10 _c08-06-10
942			_cBOOK _00
998			_aaudmc _b12-09-00 _cm _da _e- _feng _gnju _h0
905			_aJames T. Gleason is currently with IBM Consulting
935			_a1ST ORDER 2000-2001
945			_g0 _i618256 _j0 _laudmc _nCopy Type:01 - Books _o- _p238.88 _q- _r- _s- _t1 _u0 _v0 _w0 _x0 _yi10184259 _z08-06-10
999			_c12994 _d12994