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Case Study That Shows The Importance Of Internal Controls
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Internal Controls Since the implementation of SOX, companies are required to establish effective and efficient internal controls in order to be in compliance with the SEC requirements (Jahmani & Dowling, 2015, p. 129). According to COSO internal control is defined as “a process, effected by an entity’s board of directors, management, and other personnel, designed to provide reasonable assurance regarding the achievement of the following objectives: 1. Reliability of financial reporting, 2. Compliance with laws and other regulations, 3. Efficiency and effectiveness of business operations, and 4. Protection of property” (Kanagaretnam et al., 2014, p. 30 & Kapic, 2013, p. 63). Additionally, Kapic notes internal controls contain policy and procedures that assist the company and management with smooth operations of all daily business …show more content…
63). Operational objective consists of guaranteeing the productivity and efficiency of business operations. This means companies must implement a system of internal controls, that consists of exceptional management and already having a prearranged operational and strategic business objective (p. 63). The information objectives of internal controls consist of guaranteeing dependable financial data within the business decision-making process (p. 63). In addition, the information objective involves the beginning process of updates, provides reliable, and pertinent financial information that is used as guidelines for internal and external stakeholder decisions (p. 63). Finally, the acquiescence or concordance objective defines how the internal control structure is in agreement with the company’s general business strategy and processes, decisions, and additional internal control regulations currently in place (p.
Internal controls is defined as a process, effected by an entity’s board of directors, management, and other personnel, designed to provide reasonable assurance
The book defines Locus of control a reflection of whether people attribute the causes of events to themselves or to the external environment. Neurotic people tend to hold an external locus of control, meaning that they often believe that the events that occur around them are driven by luck, chance, or fate. Less neurotic people tend to hold an internal locus of control, meaning that they believe that their own behavior dictates events (Colquitt, J. A., LePine, J. A., & Wesson, M. J. 2017).
What is internal control? According to University of Phoenix, Axia College Internal Control and Cash (2009), internal control is all of the related methods and measures adopted within an organization to safeguard its assets and enhance the accuracy and reliability of its accounting records. The primary reasons for internal control are help companies protect their investments and merchandise against theft from everyone, including employees and to make sure that the accounting is done correctly and truthfully.
The report on internal controls, according to ExxonMobil’s CEO, Treasurer and Controller, states they are solely “responsible for establishing and maintaining adequate internal control over (ExxonMobil’s) financial reporting.” They evaluated the effectiveness of internal controls over financial reporting based on COSO’s framework and concluded that controls were effective (MD&A, F-22). The report in internal controls acknowledged us—ExxonMobil’s independent public accounting firm PricewaterhouseCoopers LLP (PwC)—stating that the Corporation maintained effective internal control over financial reporting for 2009 and 2010 as it is the responsibility of management to maintain and assess its effectiveness. We, PwC, are responsible only to express an opinion on internal controls, which we opined in 2009 as unqualified (MD&A, F-22).
Maintaining a stable internal environment, or homeostasis, is essential for the survival of complex animals. Living organisms must maintain a salt and water balance, and they must continually remove the toxic by-products generated by metabolism. Organisms have evolved a variety of strategies to maintain a more or less stable internal environment. In animals that have a circulatory system, the blood typically passes through excretory organs, commonly termed kidneys. In terrestrial animals, the kidneys not only play a major role in the removal of wastes, but are also the primary organs of osmoregulation. Kidneys are paired, bean-shaped structures which are present at the lumber region along the two sides of the vertebral column and are retroperitoneal in nature. Kidneys are covered over by a fibrous connective tissue capsule and are kept in position by renal fascia. Mammalian kidneys are metanephric in origin. Structural and functional units are known as nephrons, and there are one million in number per kidney. Kidneys receive blood through the renal artery, and the blood leaves the kidney through the renal vein. The blood entering the kidneys undergoes pressure filtration, ultra-filtration and reabsorption, leading to the formation of urine. Kidneys regulate internal homeostasis by regulating the fluid and electrolyte balance in the body. The major functions performed by the kidneys are filtration of blood, formation of urine, removal of non-gaseous N2 wastes in the form of urea, uric acid, and ammonia, regulation of fluid volume, and regulation of fluid and electrolyte volume leading to regulation of blood volume and blood pressure.
In this approach, the focus will be on the internal control objectives so that the control design can be well assessed. First, the auditor will define the control measures and objectives and then find out which measures already installed meet the objectives (Tyrer, 1994).
Cisco Systems, Inc. is a leader in networking for the internet, they develop hardware, software, and services to help create internet solutions that make internet networks possible. Cisco was founded in 1984 by a small group of computer scientists from Stanford University. They are a worldwide company with headquarters in: San Jose, California, Amsterdam Netherlands, and Singapore. Currently, they employ approximately 74,000 people throughout the world. Cisco operates on a set of values which include: change the world, intensely focus on customers, make innovation happen, win together, respect and care for each other, and always do the right thing. They show these values through global involvement in education, community, and philanthropic efforts. (Cisco, 2004)
In the modern world, managers choose among three types of control measures to improve the work flow and objective performance of the organization. The report compares and contrasts stand point of the author and other theorists on each of the three types of managerial control methods. Research findings provide evidence for consensus among theorists on the notion that feedforward control provides an active approach for balancing system dynamics. Feedforward control is applicable in the medical industry. Similarly, research results show that theorists agree on the usefulness of concurrent control methods as a reactive and theoretical approach to reduce uncertainty while improving objective performance. Concurrent control is applied to manage database systems. Lastly, the report finds that managers use feedback control to improve operations and work flow performance in the post action period and it enables managers to reduce uncertainty. Additionally, research finds that feedback control is used to stabilize problems.
In every organization, different operational functions exist to ensure the smooth learning of the organization. In order for an individual to have the knowhow on how to operate the functions delegated to them they must have implicit knowledge on the functionalities themselves. Understanding markets, customers and the company goals has always proven to be a core starting point for individuals who ply their trade in the organization. The essence of the skills is evident in globalization, cooperate social responsibility and risk management issues. In operations management, the basic principles of operations should be followed to ensure that the profitability of the organization ensures the operation of the organization is
The report highlight’s the essential aspects of the control process. In terms of concurrent feedback as well as feed forward, that companies can use to implement so that they can have better outcomes in terms of efficiency of the business. Consequently the report underlines as well as emphasizes of the many contributing factors of these controls. The authors have contrasting views on the control models of an organization, they believe that in order to create an effective control process, and organization first needs to determine its strategic plans for instance in terms of what it is and where is it going.
Many large organizations are realizing that they need to be more innovative and flexible. Intrapreneurship has become more important nowadays for organizations. Intrapreneurship helps organizations to a transformation of dreams into reality. This essay will describe the intrapreneurship and compare the differences between Intrapreneurship and Entrepreneurship and show some examples from the business world. It will further explain why larger organizations are pursuing an agenda of intrapreneurship. In addition, it will look at the difficulties of developing of an intrapreneurial culture. Finally, it will suggest strategies which could be adopted in pursuit of an intrapreneurship culture.
Once plans have been developed, an organization must address how management will be accomplishing be those plans. This involves operational plans that must flow from strategy; specify resource, time issues, and commitment of human resources. Operational plans at the lower - levels of the organization, have a shorter time horizon, and are narrower in scope (Bateman, Snell 2003 p.113). A good example of this is Wal-Mart's main strategic goal. It is to provide quality merchandise at an affordable low cost to consumers. Its operational goals focus on efficient logistics requiring technology and inventory management systems to help reduce costs so it can be passed on to the customer. Operational plans are derived from a tactical plan and are aimed at achieving one or more operational goals (Bateman, Snell 2003 p.113).
Organisation is the most important element in management. Any organization is located and operated in the environment. Every action of all organizations is possible only if it allows its realization. The internal environment is the source of its vitality. It involves the capacity needed for the functioning of the organization, but at the same time can be a source of problems and even her death of the organisation. The external environment is the source that supply organization resources. The organization is in constant exchange with the external environment consequently it provides itself with survival. The main objective of this work is to consider elements of the internal and external environment of the organization which are in a constant
Management by Objectives (MBO) systems, objectives are written down for each level of the organization, and individuals are given specific aims and targets. "The principle behind this is to ensure that people know what the organization is trying to achieve, what their part of the organization must do to meet those aims, and how, as individuals, they are expected to help. This presupposes that organization's programs and methods have been fully considered. If they have not, start by constructing team objectives and ask team members to share in the process."
The control process is the process to make sure that, whoever is in controlling in the company that the company is going to the right direction the management and operations controls the company is in the right condition before, during and after the control process. The strategy control is concerned about the strategy is being implemented, detecting problems areas and suggesting that the strategy is right or not right, making adjustment necessaries. Operational control is the oppositte of strategy control. Operations Control make sure the actions based on operating control have been implications for strategy controls.