accounting and accounting control procedures. 4. Analyze and review budgets and expenditures for local, state, federal, and private funding, contracts, and grants. 5. Monitor and review accounting and related system reports for accuracy and completeness. 6. Prepare and review budget, revenue, expense, payroll entries, invoices, and other accounting documents. 7. Analyze revenue and expenditure trends and recommend appropriate budget levels, and ensure expenditure control. 8. Explain billing
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capital requirements, and is also being pressured to develop standardized products and global banking capability. The operational structure has to be rationalized and consolidated to increase productivity, reduce expenses, and improve management control information. The consolidation will have to be accomplished within 18 months, after which the government is likely to vigorously enforce the new requirements. In addition to the tight timeframe for consolidation, other complexities include (a) the
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MANAGERS FROM: Linda M. Springer Controller SUBJECT: Revisions to OMB Circular A-123, Management’s Responsibility for Internal Control OMB Circular No. A-123 defines management's responsibility for internal control in Federal agencies. A re-examination of the existing internal control requirements for Federal agencies was initiated in light of the new internal control requirements for publicly-traded companies contained in the Sarbanes-Oxley Act of 2002. Circular A-123 and the statute it
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have adequate internal controls in place 2. Is the outsourced vendor able to provide the same or better quality of the product or service that could be achieved by keeping the business process in house. Three recommendations for the two above risks 1. Ensure there are means of monitoring the effectiveness of the outsourced business process 2. Obtain assurance that the internal controls imbedded in the outsourced business process are operating effectively, through internal audits or external
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of Fraud Committed.…………………………………………………Page 5 Board of Directors Responsibility…………………………………………...Page 6 Internal Auditors Responsibility…………………………………………….Page 7 Conflicts of Interest………………………………………………………….Page 7 Collusion…………………………………………………………………….Page 8 Complicity of Auditors and Investment bankers …………………………...Page 9 Sarbanes Oxley-Act……………………………………………………….....Page 9 Recommendations……………………………………………………………Page 10 Re-establishing WorldCom………………………………………………….Page 11 Glossary………………………………………………………………
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MASTER OF BUSINESS ADMINISTRATION (MBA) (Revised) 1. The Program: The importance of „management‟ as a professional study can today be compared with that of obtaining a normal graduate degree in order to be called educated. It is just short of becoming a compulsion. Businesses and institutions are growing in complexity and size. They are cutting across space and time by embracing technology, globalization and information. Mere operational efficiency is no more sufficient. Managerial capabilities
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people are changing quickly. Today’s job seekers, recruiters and employers are experiencing a lifestyle transformation. Through our web applications you will get detailed information about your online talent and current candidates. We offer recommendations that will help you target candidates online, and recognize specific opportunities for improvement in your recruiting process and recruitment strategy. The best employers know their customers are treated well. But do they know how their candidates
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training budgets. DHS will have a shared training delivery system that includes a learning management system, distance-learning resources, other delivery methodologies, standards for design and delivery, evaluation methods and assistance for internal customers seeking consultation on training issues. • There is a statement of Principles for DHS Training that conveys the value of quality training within resource parameters and values the contribution of training to workforce development
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Approaches to Corporate Governance 11 3. The Board of Directors 19 4. Board committees 37 5. Corporate Governance and Corporate Social Responsibility 49 6. Corporate governance – control systems 57 7. Auditors and Internal Controls 61 8. Management Information Systems 65 9. The Risk Management Process 67 10. Controlling Risk 79 11. Ethics and Social Responsibility 89 12. Deontology and Teleology 95
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Corporate Compliance Plan: Riordan Manufacturing Law/531 Charles Cook February 21, 2011 Corporate Compliance Plan: Riordan Manufacturing Riordan Manufacturing Inc.(RM Inc.), established in 1991 by Dr. Riordan, developed quickly as a leader within Research and Development (R&D) and sales of plastic products. Clients, such as the Department of Defense, automotive segment manufacturers, multi-commerce transportation, and packaging plants. RM Inc. is competitive in multiple countries within
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