This document summarizes a paper about the 2013 update to the COSO internal control framework. The original 1992 COSO framework provided guidance for effective internal controls but needed updating to address changes like increased globalization, technology advances, and fraud prevention. The 2013 update retains the original five components but adds 17 explicit principles and requires all principles be present. It also provides more discussion of fraud and the impact of technology on internal controls. The update aims to improve companies' ability to achieve objectives and report accurately given changes in today's business environment.
The slides contain discussion on the global capital market as well as international lending. It also identifies the different bond markets at well as current data on international lending.
EQUITY MARKET 4.0: A Wisdom Network to crowdcreate a global capital marketWisdom.To
Equity Market 3.0 is a national, finance community of companies, advisers and investors which recreates what people in the equity market do everyday in an online network.
The three primary benefits are:
Deepens the market by facilitating service and capital delivery beyond major companies to SME’s, new ventures and innovation. SME’s are a major contributor to growth and employment and are a priority for government policy in the first world and reducing poverty in the third world.
Expands features and functionality beyond prices to include comprehensive information distribution, facilitate collaboration, manage workflow and execute outcomes.
Integrate countries and markets: A transparent Web 3.0 network transcends traditional distribution channels with a single web application which simply differentiates between people and content in different countries using tags. An Equity Market 3.0 network could service a global community of companies, advisers and investors. Equity Market 4.0 is the integration of Equity Market 3.0 networks in each country to create a global equity market.
POSITION OF INTERNAL AUDIT IN THE CORPORATE FRAMEWORKHaresh Lalwani
This presentation is my endeavor to bring to notice the new position that internal audit enjoys today in the corporate framework, expectations of the industry and emerging opportunities for the professionals.
Prepare for the 2013 COSO Internal Control Framework—Start NowBrown Smith Wallace
For the first time in almost 12 years, companies that comply with COSO will need to update their internal control frameworks. A revised structure and plan ideally should be in place by summer of 2014 in order to seamlessly transition ahead of the December 15, 2014, deadline.
Is your company prepared to handle the transition from COSO92 to COSO2013 by the December 2014 deadline?
In a recent article featured in AFP Exchange magazine, Amy Ribick, manager, risk advisory services at Brown Smith Wallace, explains the significant changes in the COSO update and a three-phased approach to implementation.
Are You Ready? Implementing COSO's Updated Internal Controls FrameworkBlackLine
In this webinar, Bob Hirth, COSO Chair, will provide a brief overview of the new COSO Framework, followed by an interactive discussion around the December 15 deadline set by COSO and what this means for companies that have – and have not yet – implemented the updated framework.
In addition, participants will hear what is required under the new COSO Framework, and how those requirements relate to SEC rules for determining if the system of internal controls over financial reporting is “effective,” specifically for purposes of Sarbanes-Oxley reporting.
In this session we will discuss:
- Best practices and lessons learned working with clients as they transition to the new COSO Framework along with industry adoption rates
- How adoption of COSO 2013 provides an opportunity for companies to review and potentially improve internal controls
- How financial management software can streamline the mapping, documenting, and testing activities relating to COSO 2013
The slides contain discussion on the global capital market as well as international lending. It also identifies the different bond markets at well as current data on international lending.
EQUITY MARKET 4.0: A Wisdom Network to crowdcreate a global capital marketWisdom.To
Equity Market 3.0 is a national, finance community of companies, advisers and investors which recreates what people in the equity market do everyday in an online network.
The three primary benefits are:
Deepens the market by facilitating service and capital delivery beyond major companies to SME’s, new ventures and innovation. SME’s are a major contributor to growth and employment and are a priority for government policy in the first world and reducing poverty in the third world.
Expands features and functionality beyond prices to include comprehensive information distribution, facilitate collaboration, manage workflow and execute outcomes.
Integrate countries and markets: A transparent Web 3.0 network transcends traditional distribution channels with a single web application which simply differentiates between people and content in different countries using tags. An Equity Market 3.0 network could service a global community of companies, advisers and investors. Equity Market 4.0 is the integration of Equity Market 3.0 networks in each country to create a global equity market.
POSITION OF INTERNAL AUDIT IN THE CORPORATE FRAMEWORKHaresh Lalwani
This presentation is my endeavor to bring to notice the new position that internal audit enjoys today in the corporate framework, expectations of the industry and emerging opportunities for the professionals.
Prepare for the 2013 COSO Internal Control Framework—Start NowBrown Smith Wallace
For the first time in almost 12 years, companies that comply with COSO will need to update their internal control frameworks. A revised structure and plan ideally should be in place by summer of 2014 in order to seamlessly transition ahead of the December 15, 2014, deadline.
Is your company prepared to handle the transition from COSO92 to COSO2013 by the December 2014 deadline?
In a recent article featured in AFP Exchange magazine, Amy Ribick, manager, risk advisory services at Brown Smith Wallace, explains the significant changes in the COSO update and a three-phased approach to implementation.
Are You Ready? Implementing COSO's Updated Internal Controls FrameworkBlackLine
In this webinar, Bob Hirth, COSO Chair, will provide a brief overview of the new COSO Framework, followed by an interactive discussion around the December 15 deadline set by COSO and what this means for companies that have – and have not yet – implemented the updated framework.
In addition, participants will hear what is required under the new COSO Framework, and how those requirements relate to SEC rules for determining if the system of internal controls over financial reporting is “effective,” specifically for purposes of Sarbanes-Oxley reporting.
In this session we will discuss:
- Best practices and lessons learned working with clients as they transition to the new COSO Framework along with industry adoption rates
- How adoption of COSO 2013 provides an opportunity for companies to review and potentially improve internal controls
- How financial management software can streamline the mapping, documenting, and testing activities relating to COSO 2013
1
Emerging Auditing Issues
By
Week 8 Assignment 4
ACC 571 Emerging Auditing Technologies
Instructor
Dr.
University
February 27, 2016
ABSTRACT
Following the numerous pre-2002 accounting scandals that bedeviled corporate America, the U.S. Congress passed the Sarbanes-Oxley Law of 2002 (SOX,2002), to prevent and deter future accounting fraud, protect investors and increase confidence in public company financial accounting reporting and ensure confidence in the US stock markets. SOX created the Public Company Accounting Oversight Board (PCAOB) charged with overseeing public company audits, setting audit standards, and investigating acts of noncompliance by auditors or audit firms. The PCAOB which is set up by the Securities and Exchange Commission under SOX, 2002 has the following responsibilities: registration of public accounting firms that audit publicly traded companies, establishing or adopting auditing, quality control, ethics, independence, and other standards relating to audits of publicly traded companies, inspecting public accounting firms, investigating registered public accounting firms and their employees, conducting disciplinary hearings, and imposing sanctions were justified, performing such other duties as necessary to promote high professional standards among registered accounting firms, and enforcing compliance with the SOX Act, 2002, the rules of the Board, professional standards, and securities laws relating to public company audits.( Kranacher, et, al 2010).
In this document attempt is made to evaluate the impact of PCAOB, herein after called the Board, in improving the reliability of audited financial statement of public companies, and assess the impact of the Board’s regulatory role on the accounting profession. The document further evaluates whether or not the Board should issue additional regulations regarding the responsibilities for corporate officers and auditors of financial statements and their impact on financial statement integrity. It looks at the impact of SOX regulation on internal control environment and speculates on the level of testing necessary to provide assurance of completeness and accuracy for CEOs to certify the company’s financial statements. The document assesses how the System Design Life Cycle model would impact the emerging issues, recommend a strategy for dealing with the emerging issues and determine the types of fraud schemes that might go undetected if these recommendations are not implemented.
Has PCAOB been effective with improving the reliability of audited financial statement for the public users of the information?
The establishment of the Public Company Accounting Oversight Board (PCAOB) in line with SOX as an independent oversight body of public company audits has ended more than 100 years of self-regulation and improved the quality and integrity of financial reporting. By shifting responsibility for external auditor relationship from.
The Use of the Balanced Scorecard in Small Companies Vy Tieu
The Balanced Scorecard (BSC) is a strategic performance management system used by many companies in the
international business environment. According to Kaplan and Norton (1992; 1996a), the creators of BSC, this
tool can balance both the financial and non-financial measures that a company uses. It is separated into four
perspectives – customer perspective, internal business perspective, innovation and learning perspective and
financial perspective. According to Gumbus and Lussier (2006), the BSC can be used in both large and small
businesses if employees are working towards achieving the same targets and strategic goals.
More about: https://taivideoyoutube.com/embed?type=youtube&v=5yFfUiqhty4
Effect of Corporate Governance on Profitability of Quoted Manufacturing Compa...YogeshIJTSRD
The study determined the extent corporate governance affect profitability of quoted manufacturing companies in Nigeria using board size, board independence, directors’ shares and profit margin of quoted manufacturing companies in Nigeria. Only secondary data was used for the successful execution of this research work. Three hypotheses were formulated for this study while data extracted through the financial statement was tested with the Regression statistical tool using the E view 9. The outcome of the analyses carried out showed that board size has negative but significant effect on net profit margin of manufacturing companies quoted on the Nigeria Stock Exchange. It is therefore recommended that board size should be relative to the firm’s business need, scope and complexity. Since no two firms are exactly alike in all ramifications, it is important that an appropriate size be understood to be a function of each firm’s circumstances. Setting arbitrary board size benchmarks will therefore be counterproductive. Okoye, Pius V. C. | Ugwu, Scholastica C. "Effect of Corporate Governance on Profitability of Quoted Manufacturing Companies in Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-5 , August 2021, URL: https://www.ijtsrd.com/papers/ijtsrd44953.pdf Paper URL: https://www.ijtsrd.com/management/accounting-and-finance/44953/effect-of-corporate-governance-on-profitability-of-quoted-manufacturing-companies-in-nigeria/okoye-pius-v-c
Running head PRIORITIZING PROJECTS .docxtoltonkendal
Running head: PRIORITIZING PROJECTS 1
PRIORITIZING PROJECTS 2
D.D. Williamson has changed the process for project management. The first step to improving was identifying the problem. The problem came about because they had several different ideas without a vision. Also, too many project designs without completion dates. The company seemed unorganized, but over time they adapted to change. D.D. Williamson also changed the prioritization matrix to get them focused. Since the organization has seen many changes over the years, one would highly recommend them to view their past accomplishments and failures to get a better grasp at what went wrong and the harm it caused the organization. Another recommendation would be to assess the company’s vulnerabilities such as risk, shortcomings, and quality. After the changes D.D. Williamson made, there will not be a need to change the procedures. The only way to get better is to improve the process as innovations continue to happen.
Analyze the prioritizing process at D. D. Williamson.
According to Kloppenborg (2015), D. D. Williamson was the world pioneer in caramel shading and normal coloring for sustenance and drinks with worldwide operations on five landmasses since it the establishment in 1865. The organization has figured out how to be efficient in numerous business attempts and additionally withstanding the trial of time by being in presence for nearly 150 years. In this time, Williamson encountered various troubles however it has not yet figured out how to defeat them all, and their concern with organizing was the same. For this situation pondering, Williamson experienced difficulty overseeing ventures that were effective, so they made a stride back and pinpointed the reason for this issue. There were tasks of incredible significance being pushed to the side while good for nothing ventures started.
Kloppenborg (2015) states that ventures went over the spending plan and there were several missed open doors due to certain complications. Opportunities were later set aside to devise an arrangement that would enable them to choose better the undertakings that were more valuable to the association. The procedure took around three years to settle on a methodology that would convey accomplishment to their essential ventures (Kloppenborg, 2015). The administration was one of the major devices required for management. Williamson's first approach placed senior administration to choose a most extreme undertaking for every senior support by an arrangement of criteria and asset estimations.
The organizing procedure at D. D. Williamson pivots the process of venture administration that included different components to do an efficient organization practice in view to the related activities ...
RESEARCH II Grade Sheet Agency Assessment Paper Part I D.docxverad6
RESEARCH II Grade Sheet
Agency Assessment Paper Part I Description of the Program
Name of Student _________________________________________________
1.An overview of the program (Heading)
2. History of the organization?
3. Mission statement in the organization
4. Organization Structure
5. History of the program within the organization
6. Program’s rationale /
definition. General purpose of the program
7..Social problems addressed by the Program (Explain in full detail with statistics) (Heading)- 1pg.
8.Intervention Methods (Heading)
9. Methods proposed to achieve the
program’s results
10. Theories that underlie the proposed
Interventions
11.Logic within the program in using these
interventions to achieve its goals
12 Describe the length of services
13.Program Funding and Cost –cost per day in hospice in New Jersey.
(Subheadings)
14. Method for Program Funding
(Public, private, state, federal, or
Local money? Public or private
Organization/) This is a private company
15.Characteristics of the staff providing services –(Heading)
16.Professional and non-professional
staff Role and credentials
(What are professional and non-
professional staff background? Are
they trained in the type of
intervention being utilized by the
program? What are the
professionals’ perspectives on
the model of intervention being
utilized?
17.What standardized method is used to
evaluate the staff performance and
client satisfaction? (Provide
SAMPLEs)
Implementation issues –(Heading)
(Subheadings)
18. Successes and Challenges in the program?
19.Do the intervention methods seem
appropriate?
20. Are people coming for services?
21.Are they the types of clients expected to come?
22.Has the amount of outreach work been underestimated and has this delayed program implementation?
Conclusion: The students demonstrate knowledge and skills by writing a summary of the evaluation process. Describe the successes and limitations of the program and the difficulties you encountered in writing this paper? What do they think needs to be changed in order to enhance this program? How would implement these changes? How does this program evaluation paper relate to social work policy, practice and research?
What Constitutes Graduate Level Writing.pdf
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1
Emerging Auditing Issues
By
Week 8 Assignment 4
ACC 571 Emerging Auditing Technologies
Instructor
Dr.
University
February 27, 2016
ABSTRACT
Following the numerous pre-2002 accounting scandals that bedeviled corporate America, the U.S. Congress passed the Sarbanes-Oxley Law of 2002 (SOX,2002), to prevent and deter future accounting fraud, protect investors and increase confidence in public company financial accounting reporting and ensure confidence in the US stock markets. SOX created the Public Company Accounting Oversight Board (PCAOB) charged with overseeing public company audits, setting audit standards, and investigating acts of noncompliance by auditors or audit firms. The PCAOB which is set up by the Securities and Exchange Commission under SOX, 2002 has the following responsibilities: registration of public accounting firms that audit publicly traded companies, establishing or adopting auditing, quality control, ethics, independence, and other standards relating to audits of publicly traded companies, inspecting public accounting firms, investigating registered public accounting firms and their employees, conducting disciplinary hearings, and imposing sanctions were justified, performing such other duties as necessary to promote high professional standards among registered accounting firms, and enforcing compliance with the SOX Act, 2002, the rules of the Board, professional standards, and securities laws relating to public company audits.( Kranacher, et, al 2010).
In this document attempt is made to evaluate the impact of PCAOB, herein after called the Board, in improving the reliability of audited financial statement of public companies, and assess the impact of the Board’s regulatory role on the accounting profession. The document further evaluates whether or not the Board should issue additional regulations regarding the responsibilities for corporate officers and auditors of financial statements and their impact on financial statement integrity. It looks at the impact of SOX regulation on internal control environment and speculates on the level of testing necessary to provide assurance of completeness and accuracy for CEOs to certify the company’s financial statements. The document assesses how the System Design Life Cycle model would impact the emerging issues, recommend a strategy for dealing with the emerging issues and determine the types of fraud schemes that might go undetected if these recommendations are not implemented.
Has PCAOB been effective with improving the reliability of audited financial statement for the public users of the information?
The establishment of the Public Company Accounting Oversight Board (PCAOB) in line with SOX as an independent oversight body of public company audits has ended more than 100 years of self-regulation and improved the quality and integrity of financial reporting. By shifting responsibility for external auditor relationship from.
The Use of the Balanced Scorecard in Small Companies Vy Tieu
The Balanced Scorecard (BSC) is a strategic performance management system used by many companies in the
international business environment. According to Kaplan and Norton (1992; 1996a), the creators of BSC, this
tool can balance both the financial and non-financial measures that a company uses. It is separated into four
perspectives – customer perspective, internal business perspective, innovation and learning perspective and
financial perspective. According to Gumbus and Lussier (2006), the BSC can be used in both large and small
businesses if employees are working towards achieving the same targets and strategic goals.
More about: https://taivideoyoutube.com/embed?type=youtube&v=5yFfUiqhty4
Effect of Corporate Governance on Profitability of Quoted Manufacturing Compa...YogeshIJTSRD
The study determined the extent corporate governance affect profitability of quoted manufacturing companies in Nigeria using board size, board independence, directors’ shares and profit margin of quoted manufacturing companies in Nigeria. Only secondary data was used for the successful execution of this research work. Three hypotheses were formulated for this study while data extracted through the financial statement was tested with the Regression statistical tool using the E view 9. The outcome of the analyses carried out showed that board size has negative but significant effect on net profit margin of manufacturing companies quoted on the Nigeria Stock Exchange. It is therefore recommended that board size should be relative to the firm’s business need, scope and complexity. Since no two firms are exactly alike in all ramifications, it is important that an appropriate size be understood to be a function of each firm’s circumstances. Setting arbitrary board size benchmarks will therefore be counterproductive. Okoye, Pius V. C. | Ugwu, Scholastica C. "Effect of Corporate Governance on Profitability of Quoted Manufacturing Companies in Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-5 , August 2021, URL: https://www.ijtsrd.com/papers/ijtsrd44953.pdf Paper URL: https://www.ijtsrd.com/management/accounting-and-finance/44953/effect-of-corporate-governance-on-profitability-of-quoted-manufacturing-companies-in-nigeria/okoye-pius-v-c
Running head PRIORITIZING PROJECTS .docxtoltonkendal
Running head: PRIORITIZING PROJECTS 1
PRIORITIZING PROJECTS 2
D.D. Williamson has changed the process for project management. The first step to improving was identifying the problem. The problem came about because they had several different ideas without a vision. Also, too many project designs without completion dates. The company seemed unorganized, but over time they adapted to change. D.D. Williamson also changed the prioritization matrix to get them focused. Since the organization has seen many changes over the years, one would highly recommend them to view their past accomplishments and failures to get a better grasp at what went wrong and the harm it caused the organization. Another recommendation would be to assess the company’s vulnerabilities such as risk, shortcomings, and quality. After the changes D.D. Williamson made, there will not be a need to change the procedures. The only way to get better is to improve the process as innovations continue to happen.
Analyze the prioritizing process at D. D. Williamson.
According to Kloppenborg (2015), D. D. Williamson was the world pioneer in caramel shading and normal coloring for sustenance and drinks with worldwide operations on five landmasses since it the establishment in 1865. The organization has figured out how to be efficient in numerous business attempts and additionally withstanding the trial of time by being in presence for nearly 150 years. In this time, Williamson encountered various troubles however it has not yet figured out how to defeat them all, and their concern with organizing was the same. For this situation pondering, Williamson experienced difficulty overseeing ventures that were effective, so they made a stride back and pinpointed the reason for this issue. There were tasks of incredible significance being pushed to the side while good for nothing ventures started.
Kloppenborg (2015) states that ventures went over the spending plan and there were several missed open doors due to certain complications. Opportunities were later set aside to devise an arrangement that would enable them to choose better the undertakings that were more valuable to the association. The procedure took around three years to settle on a methodology that would convey accomplishment to their essential ventures (Kloppenborg, 2015). The administration was one of the major devices required for management. Williamson's first approach placed senior administration to choose a most extreme undertaking for every senior support by an arrangement of criteria and asset estimations.
The organizing procedure at D. D. Williamson pivots the process of venture administration that included different components to do an efficient organization practice in view to the related activities ...
RESEARCH II Grade Sheet Agency Assessment Paper Part I D.docxverad6
RESEARCH II Grade Sheet
Agency Assessment Paper Part I Description of the Program
Name of Student _________________________________________________
1.An overview of the program (Heading)
2. History of the organization?
3. Mission statement in the organization
4. Organization Structure
5. History of the program within the organization
6. Program’s rationale /
definition. General purpose of the program
7..Social problems addressed by the Program (Explain in full detail with statistics) (Heading)- 1pg.
8.Intervention Methods (Heading)
9. Methods proposed to achieve the
program’s results
10. Theories that underlie the proposed
Interventions
11.Logic within the program in using these
interventions to achieve its goals
12 Describe the length of services
13.Program Funding and Cost –cost per day in hospice in New Jersey.
(Subheadings)
14. Method for Program Funding
(Public, private, state, federal, or
Local money? Public or private
Organization/) This is a private company
15.Characteristics of the staff providing services –(Heading)
16.Professional and non-professional
staff Role and credentials
(What are professional and non-
professional staff background? Are
they trained in the type of
intervention being utilized by the
program? What are the
professionals’ perspectives on
the model of intervention being
utilized?
17.What standardized method is used to
evaluate the staff performance and
client satisfaction? (Provide
SAMPLEs)
Implementation issues –(Heading)
(Subheadings)
18. Successes and Challenges in the program?
19.Do the intervention methods seem
appropriate?
20. Are people coming for services?
21.Are they the types of clients expected to come?
22.Has the amount of outreach work been underestimated and has this delayed program implementation?
Conclusion: The students demonstrate knowledge and skills by writing a summary of the evaluation process. Describe the successes and limitations of the program and the difficulties you encountered in writing this paper? What do they think needs to be changed in order to enhance this program? How would implement these changes? How does this program evaluation paper relate to social work policy, practice and research?
What Constitutes Graduate Level Writing.pdf
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Dy.