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The Sarbanes-Oxley Act: a New American Standard

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This report will explore the Sarbanes-Oxley Act and how it relates to internal controls and overall corporate governance. The report will examine the arguments for the need of strong internal controls and opposition of what some consider over regulation. There will also be an examination of how internal controls and the Sarbanes-Oxley Act can effect a business both positively and negatively.
With most business ventures, there are certain inherent risks. These risks can come in many forms, including fraud risk, reputation risk and financial and reporting risk (Jeffrey, 2008). Lack of a sound internal control plan can leave an organization open to these risks and possibly mean failure, regardless of the organization’s size or classification. A businesses’ commitment to a strong internal control program can have many benefits starting with knowing and understanding the company’s internal operating processes. Reporting, for example, gives management the ability to analyze key areas and pinpoint areas of high and low risk.
Though the Sarbanes-Oxley Act specifically requires only publicly traded companies to comply with its regulations, all business including private and non-profits benefit greatly from a strong internal control system. According to Jeffrey (2008), organizations with strong internal controls have a competitive advantage because they can more readily address risk issues and turn those issues into opportunities. This is possible because of the knowledge and awareness that is gained through a well maintained and well managed internal control program.
A key element in any internal control system is the control environment, which sets the tone for the system by establishing the overall culture of the organization (Campbell, Campbell & Adams, 2006). This is accomplished by relaying management’s ethical standards, developing

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