Rapoport Wednesday

In the field of internal control there is such a concept - **internal control environment**. They talk a lot about her and write a lot about her. It is somewhat of a conceptual term, meaning that at least many authors have a general idea of ​​what it means. Apparently this is fair. And in my opinion, this is a kind of “horizontal” component (along with roles, standards and methods) of the risk management system model.

The article “Rapoport “Environment for”” in SKD magazine in 2019 contains really interesting proposals on how to help top managers create a harmonious **environment for decision making**. At least in terms of management, for example, development projects. In my opinion, these are valuable ideas that can be useful. Also, there is something here about **relationships** with **family, friends and colleagues** whose relationships can be difficult to manage. In such conditions, is it really “every man for himself”? In general, I found the article interesting. Perhaps someone else might find it interesting to recommend looking at other materials by Alexander Rapoport on the topic of time management tools, or his book “The Power of Now.”

However, when reading, questions arise about the formulation of the concept and some examples, so that I can more clearly express my impressions and doubts.

Firstly, it seems to me that the article does not pay enough attention directly to the management system itself, and it is the management environment that is mentioned. Or did I not catch the difference? Unfortunately, there is no definition of the system (control) or at least a link to the definition. Alas, there are different definitions in different sources! There is, for example, a fairly simple “management system (management, board)”. However, the author briefly mentions the risk management system. I believe that it works as a system (primarily in the context of recommendations for one of the CMBO procedures). Rapoport focuses on the development of management skills (more specifically, the ability to make changes, influence the environment, develop abilities). However, in the general case, these are the skills of a manager at any level, and are most likely applicable to informal communications and work groups. There is a coincidence here with the ideas of “being a leader” by M. Hoogland; it is difficult to discuss them in the public domain.