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3a   13   Successful Empowerment Through Effective Systems
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3a 13 Successful Empowerment Through Effective Systems

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Empowering people and self empowerment have different effects . How to ensure the second catagory through an effective systems in an organization ? Click on the pp file !

Empowering people and self empowerment have different effects . How to ensure the second catagory through an effective systems in an organization ? Click on the pp file !

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3a   13   Successful Empowerment Through Effective Systems 3a 13 Successful Empowerment Through Effective Systems Presentation Transcript

  • “ Achieving Successful Empowerment through effective Systems and Internal Controls”
  • Some thoughts “ Beyond Boundaries”
    • Past
    • Compartmentalisation
    • Narrow view
    • Inward focus
    • Individual effort
    • You, I, They
    • Give Authority
    • Today / Future
    • Borderless World
    • Global
    • Outward focus
    • Team effort
    • We
    • Become empowered
  • Congruity Corporate Objectives Business Objectives Specialists Objectives Visualise, Communicate, Guide PERFORM Support
    • Visibility of Best Systems/ Practices & well
    • documented / understood
    • Effective Self Review (audit) Process
    • Empowered Organisation
    Path to achieve…...
    • Belief in Value Systems
    • (Organisation, Division, Individual)
    • Understanding connectivities
    • Willingness to change
    Human Behaviour - Central Nerve
  • Road Map
    • Purpose
    • Systems - A broader perspective
    • Internal Controls
    • Standards & Improvements
    • Effectiveness of Systems
    • Self Audit
    • Empowerment of employees
  • Top Line
    • Cost of Sales
    • Cost of Production
    • Fixed Costs
    Bottom Line
    • Computer aided or manual
    • Internal Controls
    • Policies, Structured Procedures & Processes
    Systems - A broader perspective
  • Understanding the Status Base line Bringing to desired levels Improvement efforts Desired Level Improved Level
    • Where do we stand ?
    • Where should we be?
    • What is the GAP ?
    • Why is the GAP?
    • How to bridge the GAP?
    Status Analysis
  • Other dimensions
    • Intertwine the Systems / Controls
    • Business / Corporate intentions
    • Good Corporate Governance
    • Image building
    • Stepping stone for Continuous improvements
    • Management by exception
  • Facilitating Environment
    • Dynamic documented systems
    • Robust evaluation processes
    • Active Change Agents
    • Structured Corporate / Business Framework
    • Effective facilitation by Management Audit
  • Assurance Category Cycle (General / Operational Audit Wheel) Best Practices / Manuals Standards & Audit Tools Provide Education & training to people Review Risks, Controls & Governing Processes Provide Continuous Assurance to Management Create Awareness and facilitate putting systems & controls Facilitate Self Audits, Review effectiveness
  • Controls
    • Do Controls always Constrict?
    • Do Controls always put shackles ?
    • Is it possible to think of controls as enablers?
  • Controls
    • The definition of the brake in a car
      • it is there to stop the car
      • it helps the car to be driven safely
    • Good controls enable achievement of
    • objectives
    • “ A Process, effected by an Entity’s Board of Directors, Management and other Personnel designed to provide reasonable assurance regarding the achievement of objectives in the following categories:
        • Effectiveness and efficiency of operations
        • Reliability of Financial Reporting
        • Compliance with applicable Laws and Regulations”
    Understanding Internal Control “ CONTROL IS EVOLUTIONARY NOT STATIC”
  • Effective Control System
    • Well documented
    • Education & Training
    • Effective Implementation
    • Feed back (Structured Data Collection)
    • Periodical updation
    • Exceptions Review
    • Corrective Action
    • Improvements
  • Base Corporate Strategies To be built on sound systems
    • Value creation through sweating of Assets and
    • restricting Capital Expenditure
    • Turning around non-performing Business / Units
    • Exercising control on Fixed Costs through
    • constant monitoring
    • Risk assessments - Businesswise
    • and preparing necessary ground work for
    • monitoring these risks
  • “ THANK YOU “