The document provides an overview of information systems and related concepts:
1) It defines a system and different types of systems such as conceptual, tangible, and automated systems. It also distinguishes between closed and open systems.
2) It discusses subsystems, supra-systems, and how systems change under stress from the supra-system.
3) It introduces the concept of information systems and their components including hardware, software, data, procedures, and people. It also discusses different types of information systems.
This document provides an overview of business continuity and disaster recovery planning. It discusses establishing a project plan, obtaining management support, conducting a business impact analysis and risk assessment, developing recovery strategies, documenting the plan, and testing and maintenance. Recovery strategies can include alternate sites, mutual aid agreements, work from home, and outsourcing. The disaster recovery process involves assessing the event, notifying response teams, managing the response, and communicating with stakeholders. Regulations may require organizations in certain industries to have business continuity plans.
The document discusses key concepts in auditing information systems, including defining internal and external audits, describing the five phases of the audit cycle, and outlining components of an effective internal control system such as preventive, detective, and corrective controls.
Analytical procedures and two basic audit approaches - systems based approach and direct substantive testing - are commonly used in audits. Analytical procedures involve analyzing financial ratios and trends to identify unexpected fluctuations. The systems based approach relies on evaluating internal controls, while direct substantive testing gathers evidence through examining transactions without relying on controls. Both approaches use procedures like analytical reviews, sampling, confirmations, and documentation to gather evidence and assess audit risk. The level of substantive testing required depends on the risks identified and whether controls can be relied upon.
Audit evidence a framework (ppt ch7[1].pdf)bagarza
The document discusses audit evidence and the framework for gathering sufficient and appropriate evidence during an audit. It covers key aspects of planning evidence collection including determining what procedures to perform, how much evidence is needed, and when to perform procedures. The document also discusses commonly used audit procedures like observation, inquiry, confirmations, and analytical procedures as well as factors that influence the extent of audit procedures. It emphasizes the importance of properly documenting all audit evidence in the work papers.
This document discusses various categories of audit evidence and procedures for obtaining evidence, including inspection of records, observation, inquiry, confirmation, recalculation, reperformance, analytical procedures, and scanning. It provides details on each type of evidence, such as definitions, examples, limitations, and reliability. Reperformance is considered highly reliable because the auditor independently executes procedures. Analytical procedures are important for efficiency but reliability depends on factors like data quality. Scanning alone is unreliable and should be used with other procedures.
Control and audit of information System (hendri eka saputra)Hendri Eka Saputra
This document provides an overview of internal controls and information system auditing. It defines internal controls as processes designed to provide reasonable assurance of achieving objectives related to operations, financial reporting, and compliance. It discusses control objectives, components of internal controls including the control environment, risk assessment, control activities, information and communication, and monitoring. The document also covers the Foreign Corrupt Practices Act, types of financial reporting controls, segregation of duties, accounting systems, limitations of internal controls, and the role of internal controls in financial audits.
This document discusses audit planning tools used to guide audit work including preliminary risk assessment, materiality decisions, analytical procedures, and audit programs. It explains the audit risk model and how inherent risk, control risk, and detection risk contribute to overall audit risk. The document also covers preliminary assessment of materiality, analytical procedures used in audit planning, developing audit programs, evaluating internal controls, assessing control risk, and substantive testing procedures like confirmations and examining bank reconciliations.
The document provides an overview of information systems and related concepts:
1) It defines a system and different types of systems such as conceptual, tangible, and automated systems. It also distinguishes between closed and open systems.
2) It discusses subsystems, supra-systems, and how systems change under stress from the supra-system.
3) It introduces the concept of information systems and their components including hardware, software, data, procedures, and people. It also discusses different types of information systems.
This document provides an overview of business continuity and disaster recovery planning. It discusses establishing a project plan, obtaining management support, conducting a business impact analysis and risk assessment, developing recovery strategies, documenting the plan, and testing and maintenance. Recovery strategies can include alternate sites, mutual aid agreements, work from home, and outsourcing. The disaster recovery process involves assessing the event, notifying response teams, managing the response, and communicating with stakeholders. Regulations may require organizations in certain industries to have business continuity plans.
The document discusses key concepts in auditing information systems, including defining internal and external audits, describing the five phases of the audit cycle, and outlining components of an effective internal control system such as preventive, detective, and corrective controls.
Analytical procedures and two basic audit approaches - systems based approach and direct substantive testing - are commonly used in audits. Analytical procedures involve analyzing financial ratios and trends to identify unexpected fluctuations. The systems based approach relies on evaluating internal controls, while direct substantive testing gathers evidence through examining transactions without relying on controls. Both approaches use procedures like analytical reviews, sampling, confirmations, and documentation to gather evidence and assess audit risk. The level of substantive testing required depends on the risks identified and whether controls can be relied upon.
Audit evidence a framework (ppt ch7[1].pdf)bagarza
The document discusses audit evidence and the framework for gathering sufficient and appropriate evidence during an audit. It covers key aspects of planning evidence collection including determining what procedures to perform, how much evidence is needed, and when to perform procedures. The document also discusses commonly used audit procedures like observation, inquiry, confirmations, and analytical procedures as well as factors that influence the extent of audit procedures. It emphasizes the importance of properly documenting all audit evidence in the work papers.
This document discusses various categories of audit evidence and procedures for obtaining evidence, including inspection of records, observation, inquiry, confirmation, recalculation, reperformance, analytical procedures, and scanning. It provides details on each type of evidence, such as definitions, examples, limitations, and reliability. Reperformance is considered highly reliable because the auditor independently executes procedures. Analytical procedures are important for efficiency but reliability depends on factors like data quality. Scanning alone is unreliable and should be used with other procedures.
Control and audit of information System (hendri eka saputra)Hendri Eka Saputra
This document provides an overview of internal controls and information system auditing. It defines internal controls as processes designed to provide reasonable assurance of achieving objectives related to operations, financial reporting, and compliance. It discusses control objectives, components of internal controls including the control environment, risk assessment, control activities, information and communication, and monitoring. The document also covers the Foreign Corrupt Practices Act, types of financial reporting controls, segregation of duties, accounting systems, limitations of internal controls, and the role of internal controls in financial audits.
This document discusses audit planning tools used to guide audit work including preliminary risk assessment, materiality decisions, analytical procedures, and audit programs. It explains the audit risk model and how inherent risk, control risk, and detection risk contribute to overall audit risk. The document also covers preliminary assessment of materiality, analytical procedures used in audit planning, developing audit programs, evaluating internal controls, assessing control risk, and substantive testing procedures like confirmations and examining bank reconciliations.
This document discusses direct digital control and supervisory control. It describes the functional blocks of a direct digital control system, including hardware for interfacing with the process and executing control strategies. The document outlines the tasks performed by a DDC's microprocessor, and explains two algorithms - position and velocity - for programming multi-loop control. Supervisory control provides monitoring and override functions for direct digital control systems.
The document summarizes key points from a critical infrastructure security workshop presented by Drew Williams. It discusses defining critical infrastructure and the scope of governance, risk management, and compliance (GRC) in the Asia-Pacific region. It also profiles different critical infrastructure sectors in Malaysia and identifies common fail points that can undermine GRC strategies. The workshop provided an overview of trends, best practices, and a maturity model to help organizations develop effective long-term GRC roadmaps.
The document summarizes the operations of the Mumbai Dabbawalas, who deliver home-cooked lunches to office workers in Mumbai. It outlines their highly efficient system for sorting and delivering over 200,000 lunch boxes per day across Mumbai within 3 hours, with an extremely low error rate of 1 in 16 million transactions, equivalent to Six Sigma quality levels. The Dabbawalas have no formal education or technology, yet achieve world-class reliability through their simple coding system and cultural values like trust and ownership.
This document discusses decision making in business analytics and defines four layers of decisions: workflow, control systems, capability, and network. It explains that decisions can exist in different layers depending on the situation prompting them. Rational, data-driven decisions are the goal. Models are used to simplify complex realities and help decision makers at each layer. The primary target for analytics modeling is the control systems layer, as these models must incorporate knowledge from other layers.
The Procurement Function is a critical component of the modern Supply Chain Mechanism. Effective leadership of the Procurement Function requires many skills and talents which encompasses processes, metrics, technology, people, equipment, and policies to name a few.
You will learn:
1. How to align the Procurement Function to your Corporate Strategic Plan
2. The dynamics of Transformational Leadership
3. How to position and lead the Procurement Function for powerful results
4. The benefit of Collaborative Leadership
Information System Control & Audit (ISCA) - CA FINALVR Talsaniya
This document provides an overview of key concepts related to governance and management of information systems. It discusses topics such as the objectives of information system control and audit, key concepts of governance including enterprise governance, corporate governance and IT governance. It also explains the relationship between corporate governance and IT governance. Some other topics covered include benefits of governance and IT governance, governance dimensions, roles and responsibilities of IT steering committees, evaluating business value from IT investments, risk management practices, compliance practices, and the COBIT 5 framework.
The document discusses the importance of aligning business processes and information technology (IT) in supply chain management. It explains that investing in both business processes and IT leads to better supply chain performance than investing in only one. The goals of supply chain IT are described as providing visibility of supply chain data, enabling analysis of that data, and facilitating collaboration with partners. Different components of supply chain management systems are outlined, including decision support systems, enterprise resource planning software, and the use of analytics and artificial intelligence.
UEMB230: Presenting All Your Data—Getting Started with XtractionIvanti
The document summarizes the capabilities of the Xtraction reporting and dashboard solution. It provides consolidated reporting from multiple data sources in a single interface. Users can create customized dashboards and reports with real-time data visualizations with drag-and-drop components. The solution also features scheduled reports, alerts, export functions, and role-based access controls. It delivers business intelligence across IT operations from a single solution.
Advanced Analytics for Asset Management with IBMPerficient, Inc.
Extreme volumes of machine data, such as process control logs, asset inspection records and part quality data are created each day. Companies must analyze patterns and interactions within this data to create a total view of their operational processes.
In this webinar, our experts discussed how IBM is enabling companies to proactively address maintenance and asset management challenges with advanced analytics solutions:
-Determine root causes of failure based on usage and wear characteristics
-Analyze component and environmental data to reduce time to identify quality issues
-Identify conditions to optimize maintenance and inventory management
-Monitor, maintain and optimize assets for better supply chain availability
Our webinar covered an introduction to predictive maintenance, analytics use cases for asset management, and IBM Maximo integration with analytics solutions.
1. System Analyst Work as A
2. Qualities of the system Analyst
3. System Development Life Cycle
4. Identifying Problems, Opportunities and objectives
5. Determining Human Information Requirements
6. Analyzing System Needs
7. Designing the recommended System
8. Testing and Maintaining the system
9. Implementing and Evaluating
Remote Infrastructure Management Services (RIMS) allows Accel Frontline to remotely monitor, manage, and maintain a customer's IT infrastructure on a 24/7 basis. Key services include server management, infrastructure application management, storage management, network management, desktop management, and a service desk for user support. Accel provides monitoring tools, regular reporting, and service level agreements to ensure issues are addressed in a timely manner based on severity level.
Remote Infrastructure Management Services (RIMS) allows Accel Frontline to remotely monitor, manage, and maintain a customer's IT infrastructure on a 24/7 basis. Key services include server management, infrastructure application management, storage management, network management, desktop management, and a service desk for user support. Accel provides monitoring tools, regular reporting, and service level agreements to ensure issues are addressed in a timely manner based on severity level.
The document describes the managed services offered by Antony - Manager including IT infrastructure and system integration support, data and content management services, education and healthcare services, and they have over 2,500 employees, $4M in investments, 13 group companies, $77M group turnover, and have provided services to over 19,000 customers worldwide. The services include annual maintenance contracts, facilities management, remote infrastructure management software, service desk support, data center management, network management and more to help organizations optimize their IT operations.
The document discusses dashboards, scorecards, and metrics used for manufacturing performance improvement. It provides an overview of Logicentrix which implements such systems, including case studies of clients where productivity and supply chain performance increased. It then describes the components and typical deployment process of their Visual Factory system, which uses andon boards and a web-based interface to track and analyze real-time production data.
This document summarizes a conference on enhancing cyber security for critical infrastructure. The conference will discuss best practices for protecting process controls and critical infrastructure from cyber threats. Speakers will include representatives from the Department of Homeland Security, NERC, NIST, and various utilities. Sessions will address topics such as creating secure architectures through collaboration, scenario planning, risk assessment, and leveraging new technologies for security upgrades. Interactive workshops will allow attendees to engage with issues around control system security, configuration management, risk assessment, and critical asset identification. The goal is to help utilities protect their systems from cyber threats.
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
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This document discusses direct digital control and supervisory control. It describes the functional blocks of a direct digital control system, including hardware for interfacing with the process and executing control strategies. The document outlines the tasks performed by a DDC's microprocessor, and explains two algorithms - position and velocity - for programming multi-loop control. Supervisory control provides monitoring and override functions for direct digital control systems.
The document summarizes key points from a critical infrastructure security workshop presented by Drew Williams. It discusses defining critical infrastructure and the scope of governance, risk management, and compliance (GRC) in the Asia-Pacific region. It also profiles different critical infrastructure sectors in Malaysia and identifies common fail points that can undermine GRC strategies. The workshop provided an overview of trends, best practices, and a maturity model to help organizations develop effective long-term GRC roadmaps.
The document summarizes the operations of the Mumbai Dabbawalas, who deliver home-cooked lunches to office workers in Mumbai. It outlines their highly efficient system for sorting and delivering over 200,000 lunch boxes per day across Mumbai within 3 hours, with an extremely low error rate of 1 in 16 million transactions, equivalent to Six Sigma quality levels. The Dabbawalas have no formal education or technology, yet achieve world-class reliability through their simple coding system and cultural values like trust and ownership.
This document discusses decision making in business analytics and defines four layers of decisions: workflow, control systems, capability, and network. It explains that decisions can exist in different layers depending on the situation prompting them. Rational, data-driven decisions are the goal. Models are used to simplify complex realities and help decision makers at each layer. The primary target for analytics modeling is the control systems layer, as these models must incorporate knowledge from other layers.
The Procurement Function is a critical component of the modern Supply Chain Mechanism. Effective leadership of the Procurement Function requires many skills and talents which encompasses processes, metrics, technology, people, equipment, and policies to name a few.
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1. How to align the Procurement Function to your Corporate Strategic Plan
2. The dynamics of Transformational Leadership
3. How to position and lead the Procurement Function for powerful results
4. The benefit of Collaborative Leadership
Information System Control & Audit (ISCA) - CA FINALVR Talsaniya
This document provides an overview of key concepts related to governance and management of information systems. It discusses topics such as the objectives of information system control and audit, key concepts of governance including enterprise governance, corporate governance and IT governance. It also explains the relationship between corporate governance and IT governance. Some other topics covered include benefits of governance and IT governance, governance dimensions, roles and responsibilities of IT steering committees, evaluating business value from IT investments, risk management practices, compliance practices, and the COBIT 5 framework.
The document discusses the importance of aligning business processes and information technology (IT) in supply chain management. It explains that investing in both business processes and IT leads to better supply chain performance than investing in only one. The goals of supply chain IT are described as providing visibility of supply chain data, enabling analysis of that data, and facilitating collaboration with partners. Different components of supply chain management systems are outlined, including decision support systems, enterprise resource planning software, and the use of analytics and artificial intelligence.
UEMB230: Presenting All Your Data—Getting Started with XtractionIvanti
The document summarizes the capabilities of the Xtraction reporting and dashboard solution. It provides consolidated reporting from multiple data sources in a single interface. Users can create customized dashboards and reports with real-time data visualizations with drag-and-drop components. The solution also features scheduled reports, alerts, export functions, and role-based access controls. It delivers business intelligence across IT operations from a single solution.
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Extreme volumes of machine data, such as process control logs, asset inspection records and part quality data are created each day. Companies must analyze patterns and interactions within this data to create a total view of their operational processes.
In this webinar, our experts discussed how IBM is enabling companies to proactively address maintenance and asset management challenges with advanced analytics solutions:
-Determine root causes of failure based on usage and wear characteristics
-Analyze component and environmental data to reduce time to identify quality issues
-Identify conditions to optimize maintenance and inventory management
-Monitor, maintain and optimize assets for better supply chain availability
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4. Identifying Problems, Opportunities and objectives
5. Determining Human Information Requirements
6. Analyzing System Needs
7. Designing the recommended System
8. Testing and Maintaining the system
9. Implementing and Evaluating
Remote Infrastructure Management Services (RIMS) allows Accel Frontline to remotely monitor, manage, and maintain a customer's IT infrastructure on a 24/7 basis. Key services include server management, infrastructure application management, storage management, network management, desktop management, and a service desk for user support. Accel provides monitoring tools, regular reporting, and service level agreements to ensure issues are addressed in a timely manner based on severity level.
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The document describes the managed services offered by Antony - Manager including IT infrastructure and system integration support, data and content management services, education and healthcare services, and they have over 2,500 employees, $4M in investments, 13 group companies, $77M group turnover, and have provided services to over 19,000 customers worldwide. The services include annual maintenance contracts, facilities management, remote infrastructure management software, service desk support, data center management, network management and more to help organizations optimize their IT operations.
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This document summarizes a conference on enhancing cyber security for critical infrastructure. The conference will discuss best practices for protecting process controls and critical infrastructure from cyber threats. Speakers will include representatives from the Department of Homeland Security, NERC, NIST, and various utilities. Sessions will address topics such as creating secure architectures through collaboration, scenario planning, risk assessment, and leveraging new technologies for security upgrades. Interactive workshops will allow attendees to engage with issues around control system security, configuration management, risk assessment, and critical asset identification. The goal is to help utilities protect their systems from cyber threats.
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"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby...Donc Test
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Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
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Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
2. G
Y
A
A
N
A
C
A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
2
Introduction & Definition
• The term system is defined as an orderly
arrangement of a set of interrelated and
interdependant elements that operate
collectively to accomplish some common
purpose or goal. Eg. Human Body – head, heart,
hands, legs, etc.
• System can be described by specifying it’s parts,
the way in which they are related and the goals
which they are expected to achieve
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Y
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D
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M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
3
Types of System
Conceptual System or Model
E.g. Theology : Ideas of God
and Relationship with
humans
Tangible elements operate
together to accomplish an
objective. E.G. Circulatory
System, Computer System
Interacts freely with its
environment by taking input
and returning output E.g.
Business Organisations
No interaction with
environment and no changes
due to change in invironment.
E.g. Digital Watch System
Data collection, manipulation,
maintenance and final
reporting are absolutely by
human efforts
Computers or
microprocessors carry out all
above tasks. No business is
ever 100% automated, some
parts are necessarily manual.
Operates in a predicable
manner and intereaction
between parts is lnown with
certainlity. E.g. A correct
computer program.
Operates in probabilistic
manner and degree of error is
always attached to prediction
of what “the system will do”
6. G
Y
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A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
6
Entropy
Presenting or offsetting an increase in entropy
requires inputs of matter and energy to repair,
replenish and maintain the system : Negative Entropy
7. G
Y
A
A
N
A
C
A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
7
Manual & Automated Systems
• Manual Systems: Data Collection,
manipulation, maintenance and final reporting
done by human efforts.
• Automated Systems: Computers or
microprocessors carry out all the tasks
mentioned above.
• Why use computers?
– Handling huge volumes
– Storing enormous data
– Quick and Accurate processing
– Quick retrieval of information
– Quick transportation of info to distant places
– Availability of software tools for quick decision making
8. G
Y
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A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
8
Deterministic & Probabilistic
Systems
• Deterministic: Operates in predictable
manner – interaction among parts known
with certainity. E.g. Correct computer
program performing exactly according to
instructions.
• Probabilistic: Probable behaviour –
degree of error always attached to
prediction of what system will do.
10. G
Y
A
A
N
A
C
A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
10
General model of a System
• Input is the data flowing into the system from outside.
• Processing is the action of manipulating the input into a more
useful form.
• Output is the information flowing out of a system.
• Storage is the means of holding the information.
• Feedback occurs when the outcome has an influence on the input.
12. G
Y
A
A
N
A
C
A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
12
Subsystem
• Subsystem is a part of a larger system – delineated by
it’s boundaries.
13. G
Y
A
A
N
A
C
A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
13
Characteristics of Subsystems
• Decomposition Complex system is easier to
understand when broken into subsystems.
• Simplification Organizing subsystems to
reduce number of interconnections.
• Decoupling Close coordination between tightly
connected subsystems, e.g. inventory and
production.
– Inventories, buffer or waiting lines
– Slack and flexible resources
– Standards
15. G
Y
A
A
N
A
C
A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
15
System Stress & Change
• Living or artificial systems like organizational
systems, information systems change because
they undergo stress.
• Supra-System exerts stress on system which
changes to accommodate, else it becomes
pathological – it will decay and terminate.
• Supra-System enforces compliances through
control over supply of resources and information
input to system
17. G
Y
A
A
N
A
C
A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
17
What is Information?
• Information David
and Olson:
“Information is data
that has been
processed into a
form that is
meaningful to the
recipient and is of
real or perceived
value in current or
progressive
decision.”
• Attributes:
– Availability
– Purpose
– Mode and Format
– Decay
– Rate
– Frequency
– Completeness
– Reliability
– Cost benefit analysis
– Validity
– Quality
– Transparency
– Value of Information
– Adequacy
18. G
Y
A
A
N
A
C
A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
18
Types of Information
• Internal Information: Generated from the operations of the
organization at various functional areas. Always pertains to various
operational units within organization, e.g. Production figures, Sales
figures.
• External Information: Collected from external environment of
business organization e.g Government policies, competition,
economic status, market share.
19. G
Y
A
A
N
A
C
A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
19
Factors on which Information
depends
• Operational Function: grouping or clustering of several functional
units on the basis of related activities into sub-systems.
• Types of Decision-making:
– Programmed Decisions: decisions made on problems and situations
by reference to predetermined set of precedents, techniques and rules.
– Non-Programmed Decisions: decisions made on situations and
problems which are novel and non-repititive about which there is not
much knowledge and information is available.
• Level of management Activity
– Strategic or Top level: Concerned with developing of organizational mission,
objectives and strategies – Strategic Decisions
– Tactical or Middle level: Managers plan, organize, lead and control activities of
other managers. Tactical Decisions
– Operational or Supervisory level: Lowest level where managers coordinate the
work of others who are not themselves managers. Operational Decisions
20. G
Y
A
A
N
A
C
A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
20
Components of Computer Based
Information Systems (CBIS)
• Hardware: Machinery including the computer
itself and all it’s support devices.
• Software: Computer programs and the manuals
(if any).
• Data: Facts used by programs to produce useful
information
• Procedures: Policies that govern the operation
of a computer system.
• People:People are probably the main
components that influence the success or failure
of information systems the most.
22. G
Y
A
A
N
A
C
A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
22
CBIS - Areas of Applications
• Finance and Accounting: Ensure financial viability of
the organization, enforce financial discipline and plan
and monitor the financial budget.
• Marketing and Sales: To maximize sales and ensure
customer satisfaction.
• Production or Manufacturing: Optimally deploy man,
machine and material to maximize production or service.
• Inventory / Stores Management: Keeping track of
material at stores. Regulate minimum and maximum
levels of stock, optimize re-order quantity, facilitate
queries about stock like ABC Analysis, Total Inventory
Value.
23. G
Y
A
A
N
A
C
A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
23
Types of Information Systems
• Operational Support Systems (OSS)
• Management Support Systems (MSS)
• Office Automation Systems (OAS)
24. G
Y
A
A
N
A
C
A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
24
Operations Support Systems (OSS)
• Object is to improve the operational
efficiency of the enterprise.
• Consists of three components
– Transaction Processing Systems
– Management Information Systems
– Enterprise Resource Planning Systems
25. G
Y
A
A
N
A
C
A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
25
Transaction Processing System
(TPS)
• Information system that manipulates data from
business transactions. E.g. Sales, purchase,
production, delivery, payments or receipts – to
be organized and manipulated to generate
various products for external use.
26. G
Y
A
A
N
A
C
A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
26
Management Information Systems
(MIS)
• To assist managers in decision making and
problem solving. Uses results produced by TPS
in addition to other sources, if need be. Can be
developed further as understanding of recurring
decisions improves.
27. G
Y
A
A
N
A
C
A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
27
Characteristics of an effective MIS
• Management Oriented: Starts from an appraisal of management needs
and overall business objectives.
• Management Directed: Management should actively direct system’s
development efforts.
• Integrated: All functional and operational information sub-system should be
tied together into one entity.
• Common Data Flows: Use of common input, processing and output
procedures and media whenever required.
• Heavy Planning Element: MIS usually takes 3-5 years and sometimes
longer to be established.
• Sub-System Concept: Should be broken down into digestible sub-systems
that can be implemented one at a time.
• Common Database: Database is the mortar that holds the functional
systems together. It is a “Super-File” that consolidates and integrates data
records formerly stored in many seperate data files.
• Computerized: Can be implemented without the use of computers, but
computers increase the effectiveness of the system.
28. G
Y
A
A
N
A
C
A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
28
MIS Misconceptions
• Use of Computers: Not true, MIS computer
based, but computer is just a tool.
• More Data = More Information: It is not the
quantity of data, but it’s relevance that is
important.
• Accuracy of vital importance: Accuracy is
relevant, but not an absolute ideal for decision
making. Estimation should be fairly correct.
29. G
Y
A
A
N
A
C
A
D
E
M
Y
ISCA Lectures (Number 1) CA Vikram S. Mathur (+91-9998090111)
(ahmedabadfca@live.in)
29
Enterprise Resource Planning
(ERP)
• One of the latest high end solutions that seek to
streamline and integrate operation processes
and information flows in an organization to
synergize MEN, MONEY, MACHINE,
MATERIALS and MARKET.