...STRATEGIC MANAGEMENT AND OPERATIONAL GUIDELINES A User Guide for Public Sector Auditors in the Pacific Developed by PASAI in 2012 Pacific Association of Supreme Audit Institutions (PASAI): Strategic Management and Operational Guidelines Pacific Association of Supreme Audit Institutions (PASAI) 2 Pacific Association of Supreme Audit Institutions (PASAI): Strategic Management and Operational Guidelines Foreword The purpose of these guidelines is to provide assistance for Pacific Association of Supreme Audit Institutions (PASAI) members, especially heads of SAIs and managers to carry out their functions strategically, tactically and operationally. They do this by introducing the basics of planning, examining the types of objectives and differentiating the types of plans consisting of the corporate plan, strategic plan, business plan and operational plan for the management of their offices. PASAI recognises the importance of having these strategic management plans as it is top level management’s responsibility to define the SAI’s positions, formulate strategies and guide long term organisational activities. This is one of PASAI’s initiatives aimed at developing SAIs within the region. The guidelines have been produced to assist PASAI members in the effective, efficient and economic planning and management of their resources annually and in the long term. It provides guidance to SAIs in establishing and enhancing their strategic management functions. The guidelines...
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...Internal control, internal audit and risk management Internal control is under the Board of Director's responsibility. Internal control's function is, among other things, to ensure the efficiency and profitability of operations, the reliability of information, and adhering to rules and regulations. Internal control is a part of day-to-day management and company administration. An essential part of internal control is the Internal Audit, which operates as a separate unit under the CEO and reports its observations to the Board of Directors. The Internal Audit supports the Group's/ Company’s management in directing operations by inspecting and evaluating the efficiency of business operations, risk management and internal control, and by producing information and recommendations to enhance efficiency. The Internal Audit also inspects the processes of business operations and financial reporting. Internal Audit's directive have to be approved by the Group’s / Company’s Board of Directors. The operations of the Internal Audit are guided by being risk-focused and emphasizing the development of business operations. Risk management The goal of risk management is to secure the Group's / Company’s earnings development and to ensure that the Group/Company operates without any disturbances by controlling risks in a cost efficient and systematic manner in all divisions/departments. The Board of Directors must approve the Group’s / company's risk management principles, which concern...
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...were possible for the development of telecommunication system. . . 2. Now a days standing on the street or siting in a vehicle we communicate each other which require to press only few buttons , But few years back the communication system was so critical a matter that in Rose days people had to wait a hour long endorsing their mane in manual exchange resister for trunk communication in home and abroad , But at present with the help of mobile cellular telecommunication technology it is just within our finger tips. Grameenphone is the pioneer in this sector in Bangladesh. 3. Mobile technology has been identified as a sustainable channel of communication worldwide. According to Wireless Intelligence Report (December 31, 2009), this device is used by more than 4.6 billion people around the globe, covering 61% of world population. With that in the context, the telecommunication sector in Bangladesh is poised for rapid growth in the coming...
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...Should auditors insist that their clients accept all proposed audit adjustments, even those that have an “immaterial” effect on the given financial statements? No, if we consider overall accounting. Companies shouldn’t have to adopt an auditor’s proposal. Yes, if we consider this case with North Face. You see Crawford new Deloitte’s materiality threshold and expected them to propose adjustments but ultimately pass due to the fact there was no assumed “Immaterial” impact. However, it was later realized that Crawford did not inform the Deloitte auditors of the $2.65 million portion of the barter transaction. It safer to purpose and report then purpose and pass. 2. Should auditors take explicit measures to prevent their clients from discovering or becoming aware of the materiality thresholds used on individual audit engagements? Would it be feasible for auditors to conceal this information from their audit clients? I think so. It would avoid companies like North Face and individuals like Crawford to take advantage of these thresholds. I don’t know how feasible it would be since auditor’s live by certain standards and transparency. The goal of an auditor is to be objective and honest, by concealing materiality threshold they would doing the very thing they are trying impose. 3. Identify the general principles or guidelines that dictate when companies are entitled to record revenue. How were these principles or guidelines violated by the $7.8 million barter transaction and the...
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...[pic] COURSE: MKT 4398 – Strategic Brand Management TERM: Fall 2009 | | | |Section 05: 12:30-1:45 T-Th | | | | | |Room: HSB 101 | | PROFESSOR: Dr. Chris Pullig OFFICE: HSB 223 OFFICE HOURS: T-Th 1:45 – 4:00 or by appointment PHONE: 710-4769 (Office) and 836-0206 (Home) EMAIL: Chris_Pullig@Baylor.edu Course Description and Objectives: One of the most valuable assets for any firm is the brand associated with its products and/or services. Despite this, very little attention has been paid to the subject in business education. To address this, Strategic Brand Management is an advanced elective that addresses important branding decisions faced by an organization. Its basic objectives are: 1) to increase understanding of the important issues in planning and evaluating brand strategies; 2) to provide the appropriate theories, models, and other tools to make better branding decisions; and 3) to provide a forum for students to apply these principles. Specifically, we will cover: ...
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...Vulnerability to MIS Risk Achieving Sound MIS MIS Reviews Examination Objectives Examination Procedures Internal Control Questionnaire Purpose MIS Policies or Practices MIS Development User Training and Instructions Communication Audit Conclusion Verification Procedures Table of Contents 1 1 3 4 5 6 9 10 17 17 17 18 19 20 20 21 22 Comptroller's Handbook i Management Information Systems Management Information Systems Background Introduction A management information system (MIS) is a system or process that provides the information necessary to manage an organization effectively. MIS and the information it generates are generally considered essential components of prudent and reasonable business decisions. The importance of maintaining a consistent approach to the development, use, and review of MIS systems within the institution must be an ongoing concern of both bank management and OCC examiners. MIS should have a clearly defined framework of guidelines, policies or practices, standards, and procedures for the organization. These should be followed throughout the institution in the development, maintenance, and use of all MIS. MIS is viewed and used at many levels by management. It should be supportive of the institution's longer term strategic goals and objectives. To the other extreme it is also those everyday financial accounting systems that are used to ensure basic control is maintained over financial recordkeeping activities. Financial accounting systems and...
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...ANNUAL REPORT ANALYSIS - GROUP PROJECT Corporate Governance Analysis I | Group Members:i. NASSRAH NAZIRRAH BT ADENANii. NUR AMIRAH BT ZAKARIAiii. SITI NUR MARLIA BT MOHAMED GHAZALIiv. WAN AUNI NADIA BT ABU BAKAR SIDIK | Matrix No:2013245798201345120420138048862013294204 | II | Name of Company: | CIMB Group Holding Berhad | III | Year | 2012 | | No of pages | 1-270 | 1 | Vision or Mission:reflects (if any) If not available then just state “NOT AVAILABLE”Shareholder Theory Stakeholder Theory | Vision : To be the leading Asean CompanyMission : The company want to provide Universal Banking Services as a high-performance, institutionalized and integrated company located in Asean and key market beyong, and to champion the acceleration of Asean integration and the region’s links to the rest of the world. | 2 | Read chairman’s statement:Identify any strategies and when you read the statement just try to figure out whether the strategies or activities mentioned relates to either a shareholder or a stakeholder perspective & write your findings in the column provided. | RECORD PROFITIn 2012 is CIMB Group’s most profitability year yet, as creating value for our shareholder is a foundation of everything we do. I. We added or expanded operations in Sydney, Melbourne, Hong Kong, Taipei, Seoul, London and New York through the acquisition of some Asia Pasific units of the Royal Bank of Scotland II. We remain in discussion to purchase a majority stake in the Bank of Commerce in...
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... 1. Should auditors insist that their clients accept all proposed audit adjustments, even those that have an “immaterial” effect on the given financial statements? Defend your answer. No, clients are not required to accept all proposed audit adjustments that need to be made to the financial statements. However, the auditor is required to challenge management to justify not recording these adjustments. Regardless of the justification, the auditor needs to be aware that even if theses misstatements don’t effect the financial statements they can lead to material misstatements that can be in other parts of the financial statements. The possibility of prior financial statements containing material misstatements is of concern as well as material misstatements showing up in future audits. The auditor is required to document the nature and effect of the misstatements as well as the conclusion as to whether the misstatements can cause the financial statements to be misrepresented (PCAOB. 2002). 2. Should auditors take explicit measures to prevent their clients from discovering or becoming aware of the materiality thresholds used on individual audit engagements? Would it be feasible for auditors to conceal this information from their audit clients? The materiality threshold is going to vary from organization to organization but auditors have long used the materiality threshold in the preparation and audit of the financial statements of 5%. If the auditor and client have a long...
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...Prepare common-sized balance sheets and income statements for Just for Feet for the period 1996 – 1998. Also compute key liquidity, solvency, activity, and profitability ratios for 1997 and 1998. Given these data, comment on what you believe were the high-risk financial statement items for the 1998 Should auditors insist that their clients accept all proposed audit adjustment, even those that have an “immaterial” effect on the given financial statements? According to section 312.10 of the PCAOB standards, “the auditor’s consideration of materiality is a matter of professional judgment and is influenced by his or her perception of the needs of a reasonable person who will rely on the financial statements” (Public Company Accounting Oversight Board, 2011). This statement suggests that there are no hard and fast rules with regards to the determination of whether an adjustment is material or immaterial. In my opinion, much of the decisions are left to the auditor’s interpretation of the rule. Given all the rules and standards that both auditors and corporations must abide by, it would be wise to accept the proposed audit adjustments. Whether they are “material” or “immaterial” should not matter, because the fact that the auditor finds it necessary to propose the adjustment must be based on a rule or interpretation of a rule. If the company is secure in the abilities of its chosen auditor, they should allow the auditor to do his job. On the other hand, the auditor is supposed...
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...Topic 1: Business Organisation and Environment 1.3 Organisational Objectives • “If you don’t know where you are going, you’ll end up someplace else.” – “Yogi” Berra, Major League Baseball player and manager. Why do we need objectives? • • • • • • • • • Implement the mission/vision Focus for decision making Set target Motivate employees Have control over actual performance Provide criteria for evaluating performance Reduce uncertainty Provide sense of unity Positive image Hierarchy of Objectives Hierarchy of Objectives Mission and Vision • “Guiding Hand” • Written by senior management. Strategic Objectives • Practical Application of Mission • Allows lower management to make sense of the mission. Tactical Objectives • Elements of mission in practice • Day-today focus for all employees. Hierarchy of Objectives • Objectives run down, becoming more specific. • Overall objectives are replaced, with more relevant ones. • Hierarchy ensures consistency. Objectives • LO1: Explain the importance of objectives in managing an organization. • LO2: Distinguish between objectives, strategies and tactics, and discuss how these interrelate. Objectives • Traditional Objectives – Survival / Breakeven – Cost minimisation – Profit maximisation – Growth (market share) – Profit satisficing Market Share • Relating to this, what could some objectives be for these firms? • What was released on 29th June , 2007? • What does this chart look...
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...Studies MBA (Evening Program) Summer, 2012 Term Paper Course Title Course code Corporate Governance & Diplomacy EM 557 Course Teacher Md. Mesbah Uddin Topic Term Paper: Corporate Governance Practice of British American Tobacco, Bangladesh Ltd. 29- 07- 2012 Date Submitted by Name Nahid Rijwan Roll 3-09-17-033 CONTENTS Topic CHAPTER – 1 About British American Tobacco Bangladesh Business Principles of BAT, Bangladesh Standards of Business Conduct of BAT, Bangladesh: CHAPTER – 2 Corporate Governance Statement Board of Directors of BAT Bangladesh and Their Roles Relationship with Shareholders Accountability and Audit Compliance with Legal Requirements Employees Standards of Business Conduct CHAPTER -3 Corporate Social Responsibility Statement Probaho Socially Responsible Tobacco Production (SRTP) Deepto Afforestation CHAPTER - 4 Auditor’s Report to The Shareholders 16 12 12 13 14 15 6 7 9 10 10 10 11 1 2 3 Page CHAPTER - 5 Comparative Analysis of Bat Bangladesh’s Corporate Governance Compliance Status of compliance with the Provisions Denoted in the Code of Corporate Governance for Bangladesh, March 2004 Status of compliance with the Conditions Imposed by the Securities & Exchange Commission's Notification 21 19 18 REFERENCES 23 ANNEXURE - I 24 CHAPTER – 1 About British American Tobacco Bangladesh: British American Tobacco Bangladesh is one of the largest multinational companies in the country and has been operating for over 100 years. There...
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...IT General Controls Risk Assessment Report Foods Fantastic Company Thomas Woods 12/7/2012 ------------------------------------------------- Background: ------------------------------------------------- In accordance with our IT audit plan, the Foods Fantastic Company (FFC) Audit Team has performed an ITGC review of the 5 critical ITGC areas and in-scope applications so as to enable the audit team to follow a controls-based audit approach and be able to rely on the IT controls in place at FFC. FFC is a publicly traded, regional grocery store located in the mid-Atlantic region which relies on many state-of-the-art IT systems and software and which are all managed in-house. Purpose: We hope to gain comfort that FFC’s systems, IT practices, and risk management procedures are working properly and are operationally effective within a well-controlled IT environment and to meet the requirements that are outlined in SAS 109 and SOX Section 404 Management Assessment of Internal Controls. Considering that the FFC IT environment has a direct impact on the account balances and financial statements, it is imperative that we provide assurance over IT controls prior to the financial statement audit and assess the risk of material misstatement in the different areas of the IT environment. Scope: ------------------------------------------------- Our team initially reviewed key provisions included in SAS 109, SOX Section 404, PCAOB Auditing Standard No.5, and FFC policies...
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...AB311 STRATEGIC MANAGEMENT Course Outline for Seminar Groups 3, 5 and 8 ONLY Semester 2 of the Academic Year 2012-2013 Instructor: Clive Choo, awechoo@ntu.edu.sg Learning & Teaching Methods This course is structured in a seminar learning format, where a 4-hour seminar is conducted every week for a total of 13 sessions. Each seminar is intended to inform and equip students with the conceptual tools to synthesize, evaluate and analyze strategic or ethical issues. In addition, seminar activities have been developed to provide opportunities for students to sharpen their critical thinking and ethical reasoning skills through: 1. Case analyses, where students apply the conceptual tools that they have learnt in the seminar to critically analyze different strategic issues. 2. An ethical reasoning exercise (given in pages 7 and 8) where students can apply ethical concepts. 3. A critical thinking exercise where students could analyse specific case study issue with theoretical framework and concepts. 4. A group project, where each student group generates a strategic audit report of a publiclylisted firm. See pages 8 and 9 for details. 5. Collaborative learning, where students work in a group and participate in class discussion so that they learn to defend and/or integrate different perspectives on strategic issues in a critical manner. 6. A final exam, where students apply their knowledge of course material learnt throughout the course in an integrative manner. 1 Course Assessments...
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... Developing a crucial staffing system will improve the superiority of the employees at different levels of the organization, which will become a strategic main concern for the business. Senior management will be the lead for the accomplishment of a highly profile staffing system and hold every employee responsible for the outcome. A staffing system is simply a well thought-out staffing strategy that outlines the procedures in recruiting, screening, interviewing, and hiring new staff members. The new system must be accurately designed and executed for the hiring process to go smoothly and ensuring the system will provide guidance for the employees to follow through with the phases from start to finish. The efficient of the staffing system will consist of five steps for the organization to be successful: • 1- Describing the ideal candidate • 2- Developing a list of qualified candidates • 3- Screening the applicants • 4- Interviewing the applicants and checking their references • 5- Deciding on the qualified applicant or candidate Federal Requirements in Developing Employment Policies The federal government has put in place requirements that an organization must follow to ensure that the employees fully understands. The organization must have an establish employee handbook made available that covers specific guidelines the employee needs to know reference the organization policies and procedures. The handbook...
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...REPORT ON THE PROPOSED RISK MANAGEMENT POLICY, ITS IMPORTANCE, STRATEGY AND RISK CULTURE OF CHOPPIES ENTERPRISE LIMITED PRESENTED TO: BOARD OF DIRECTORS, CHOPPIES GROUP OF COMPANIES BY: Mr Monamodi Collen Gontse (RISK MANAGER) 1st OCTOBER 2014 Choppies Accounts Boardroom; 2nd Floor Gaborone International Commerce Park Choppies Enterprises Limited, PLOT No 100 Gaborone International Commerce Park, East Gate Gaborone West, Botswana Contents 1. TERMS OF REFERENCE 3 2. ACKNOWLEDGEMENT 4 3. EXECUTIVE SUMMARY 5 4. INTRODUCTION 6-7 5. BACKGROUND 7-9 6. IMPORTANCE OF RISK MANAGEMENT POLICY & CHOPPIES RISK MANAGEMENT POLICY 10-12 7. RISK MANAGEMENT ARCHITECTURE 12-15 8. RISK AWARE CULTURE 15-17 9. ISO 31000 APPLICATION IN CHOPPIES ENTERPRISES LTD 17-18 10. RECOMMENDATIONS 18 11. CONCLUSION 18 12. References 19-20 Terms of Reference This report strives to evaluate the effectiveness of Choppies Enterprises Limited ERM, using the ISO 31000 Risk Management framework as a standard, documenting the findings...
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