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.
LO1 Understand the different approaches to quality management appropriate to commercial operations
Define quality: identifying customer needs and providing systems to meet/exceed expectations, notion of self-assessment to establish the current position of an organisation Inspection and assurance: mass production and mass inspection, the early years of quality control, quality systems and accreditation, the race for awards eg BS 5750, ISO 9002, EN 29000, EFQM, Qest, Chartermark, Citizen’s Charter, Investors in People, the middle years of quality assurance Approaches: the works of eg Deming, Juran, Feigenbaum, Crosby, Ishikawa; Quality planning, quality control and continuous quality improvement through teams and facilitators, measurements as an aid to rational decision making, self assessment, costs and benefits of quality, communication channels, macro issues of theory and prescription Similarities and differences: structures of schemes, applications, costs, implementation periods, use of documentation, application of standards, identification of actions required, assessment methodology, orientation towards customer/staff or organisation, effectiveness as a means to improve service quality
LO1 Understand the focuses of the business
Focuses: current positioning of business, priorities, successes, distracters, current/future aims (short-, medium- and long-term), strengths and weaknesses, stakeholders, sources of advice and guidance, potential for business improvement Factors impacting on the business: external, internal, resources, opportunities, threats
LO2 Be able to develop plans for businesses
Review: areas eg products/services, marketing, sales, finances, staffing; effectiveness, overall business performance, business image, record keeping Business planning: forecasting eg for marketing and sales, design, productivity, quality, service, financial management systems; roles and responsibilities of staff and management, performance monitoring, laws and regulations (including updating), action planning, timescales, risk assessment, appropriate sources of advice, relevant information, information handling and administration
I composed this presentation as to prepare candidates for the Certified Internal Auditor's Part I examination. During the training we use other study aids as well.
NCV 3 Management Practice Hands-On Support Slide Show - Module 3Future Managers
This slide show has been designed to complement the learner guide NCV 3 Management Practice Hands-On Training by Bert Eksteen, Alma van Rensburg & Elize Oosthuizen, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
Chapter 8 : Introduction to the Different Functional Areas of Management Christine Joy Pilapil
Chapter 8 : Introduction to the Different Functional Areas of Management : Human Resource Management, Marketing Management, operations Management, Financial Management, Material & Procurement Management, Office Management and Information & Communication Technology Management
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.
LO1 Understand the different approaches to quality management appropriate to commercial operations
Define quality: identifying customer needs and providing systems to meet/exceed expectations, notion of self-assessment to establish the current position of an organisation Inspection and assurance: mass production and mass inspection, the early years of quality control, quality systems and accreditation, the race for awards eg BS 5750, ISO 9002, EN 29000, EFQM, Qest, Chartermark, Citizen’s Charter, Investors in People, the middle years of quality assurance Approaches: the works of eg Deming, Juran, Feigenbaum, Crosby, Ishikawa; Quality planning, quality control and continuous quality improvement through teams and facilitators, measurements as an aid to rational decision making, self assessment, costs and benefits of quality, communication channels, macro issues of theory and prescription Similarities and differences: structures of schemes, applications, costs, implementation periods, use of documentation, application of standards, identification of actions required, assessment methodology, orientation towards customer/staff or organisation, effectiveness as a means to improve service quality
LO1 Understand the focuses of the business
Focuses: current positioning of business, priorities, successes, distracters, current/future aims (short-, medium- and long-term), strengths and weaknesses, stakeholders, sources of advice and guidance, potential for business improvement Factors impacting on the business: external, internal, resources, opportunities, threats
LO2 Be able to develop plans for businesses
Review: areas eg products/services, marketing, sales, finances, staffing; effectiveness, overall business performance, business image, record keeping Business planning: forecasting eg for marketing and sales, design, productivity, quality, service, financial management systems; roles and responsibilities of staff and management, performance monitoring, laws and regulations (including updating), action planning, timescales, risk assessment, appropriate sources of advice, relevant information, information handling and administration
I composed this presentation as to prepare candidates for the Certified Internal Auditor's Part I examination. During the training we use other study aids as well.
NCV 3 Management Practice Hands-On Support Slide Show - Module 3Future Managers
This slide show has been designed to complement the learner guide NCV 3 Management Practice Hands-On Training by Bert Eksteen, Alma van Rensburg & Elize Oosthuizen, published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
Chapter 8 : Introduction to the Different Functional Areas of Management Christine Joy Pilapil
Chapter 8 : Introduction to the Different Functional Areas of Management : Human Resource Management, Marketing Management, operations Management, Financial Management, Material & Procurement Management, Office Management and Information & Communication Technology Management
Summary of this courseHealth care business analysesHealth Care.docxmattinsonjanel
Summary of this course
Health care business analyses
Health Care Business Operations and Performance
Introduction
In this module, you will explore the relationship and potential synergy created by consistent vision, mission, goals, and strategic plan. Health care strategy can be formed in one of two ways: it is intended and deliberate, which is created by plans, or it emerges through a pattern of uncoordinated decisions and actions (it just happens). Plans help to create a deliberate strategy. This is a discovery process in which health care organizations define their markets and assess internal operations. Plans move the organization forward toward the realization of a vision. The strategic plan or plan of action is necessary to achieve certain goals and objectives. The plan helps to create alignment and consensus around the organization's intentions. Key managers help to organize efforts and garner momentum for these strategies.
The Strategic Plan
The strategic plan changes or creates additional service lines, clinical procedures, and geographic locations of new clinics, rooms, or other facilities. The plan helps decide where to allocate resources for the high-level initiatives such as new medical technologies. The plan also identifies potential partners for an integrated delivery network or expanded system. When assessing a health care organization, ask what evidence you see of them attempting to work towards a certain vision. What services are they providing? How do they implement the strategy? How are they different from other clinical organizations in the community? How do they remain competitive?
Operations Internal Assessment and Improvement
Introduction
In this module, you will learn to identify methods of assessing and improving the quality of a health care organization. Developing processes is critical in assessing and improving quality since a process is how work gets accomplished. Until processes are fully documented, the interactions and steps cannot be appreciated. The "as-is process" documents what is actually occurring, versus what is supposed to occur. The "to-be process" documents the vision and the proposed process once improvements have been made. By fixing the process, you improve performance. The business process is a set of activities and tasks that are performed in sequence to achieve a specific outcome. The strategy of process improvement increases the throughput (capacity or volume) of a process; eliminates choke points or bottlenecks; and reduces costs, steps, waste, and resources. Look for steps that add value and eliminate those that do not. Reduce the variation in performance over time, remembering that variability causes resource inefficiency.
Analyzing Performance
Methods for analyzing performance include trend analysis and benchmarking. Trend analysis helps health care organizations answer the question, "How are we performing over time?" Benchmarking asks how we compare to our competition. Benchmarking is th ...
7Keeping Things in CheckControls and the Control Process.docxsleeperharwell
7
Keeping Things in Check
Controls and the Control Process
Learning Objectives
After Studying This Chapter, Students Should Be Able To
· Understand the elements of control, measurement tools, and corrective steps
· Differentiate among the types of controls utilized within an organization
· Employ control strategies for effective management
· Identify which control processes are effective in an operational setting
· Describe an integrated planning process
Chapter Summary
Chapter 7 focuses on maintaining control by becoming adept at utilizing various control techniques and processes.
Components of the Control Process
There are four basic components of the control process:
1. Planning: Sets the directions and allocates resources.
2. Organizing: Brings people and material resources together in working combinations.
3. Leading: Inspires people to best utilize these resources.
4. Controlling: Checks that the right things happen, in the right way, and at the right time.
Objectives and Standards
· Objectives provide the performance targets.
· Output standards measure results in terms of performance quantity, quality, cost, or time.
· Input standards measure effort in terms of the amount of work expended in task performance.
Measurement Tools
Managers are able to not only adopt measurement tools by which success can be determined, but they also can use historical comparison (historical information), relative comparison (comparing to performances of others), or engineering comparison (comparing to scientific standards as a means of evaluating performance).
Corrective Action
The last step in the control process is to take any action necessary to correct or improve future performance. Management by exception can be used to direct action on problems requiring more urgent attention.
Effective Controls
The best managers, by contrast, are proactive and positive in applying the control process to full advantage. Effective controls in organizations share the following characteristics:
· Controls are understandable: They support decision making by presenting data in understandable terms; they do not involve complex reports and hard-to-understand statistics.
· Controls encourage self-control: They allow for mutual trust, good communication and participation among everyone involved.
· Controls are timely and exception-oriented: They report deviations quickly, lending insight into why a performance gap exists and what you can do to correct it.
· Controls are positive in nature: They emphasize their contribution to development, change, and systems improvement; they deemphasize their role in penalties and reprimands.
· Controls are fair and objective: They are considered impartial and accurate by everyone; they are respected for one fundamental purpose—performance enhancement.
· Controls are flexible: They leave room for individual judgment and can be modified to fit new circumstances as they arise.
Types of Control
A variety of control strat.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
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Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
2. General objetive
To propose improvement plans resulting from the process
performance audit and key business units within
organizations.
3. Network concepts
Performance audit Improvement plans
They consolidate
improvement actions
necessary to correct
deviations found in the
performance audit and
close the gaps that have
been identified.
It examines the recent
performance of the
organization in terms of
basic performance
indicators, which have
been identified as critical in
business lines to be
developed, identifying
gaps between the
organization's current and
expected performance.
4. Performance audit objective
Monitoring systems for critical success indicators for each
process or business unit.
And the way the organizational culture helps or hinders
organizational orientation to continuous improvement.
Make a rigorous examination of the current state of the
organization.
through
The assessment of the level of success present in their
processes or business units.
measured by
5. Improvement plan objective
Improve the fulfillment of the objectives and the results of the
organization.
To encourage organizational internal processes to be
developed in an efficient, transparent and timely way.
through
The adoption and fulfillment of corrective actions as well as
the implementation of methodologies for continuous
improvement.
that lead to
6. Performance audit planning; phases and expected
results
Phase
4. Analysis of the current organizational
culture, identifying whether it promotes or
hinders continuous improvement
orientation.
Search
To know the culture of the
organization and how it helps and
interferes with the achievement of
the objectives.
1. Appropriation of the strategic profile of
the organization: the strategic direction of
each process or business unit.
Knowledge of the organization by
the evaluator.
2. Analysis of the current status of each
process or business unit through critical
success indicators defined in each case.
To identify the aspects of business
that are losing money, the way it
can reinforce the strengths,
eliminate weaknesses.
To ensure that performance
indicators are articulated to the
information systems of the
organization to improve controls.
3. Diagnosis of the proposed monitoring
system conditions, in other words, the
availability of the information required to
analyze the critical success indicators for
each process or business unit.
7. Improvement plans classification
It integrates improvement actions that must
operate at the level of the organization processes
to comprehensively strengthen their performance,
to fulfill its role, mission, objectives and needs of
its stakeholders.
Individual
improvement plan
It contains improvement actions to be executed by
each employee of the organization to improve its
performance and the process or business unit to
which it belongs to, in a time frame, for increased
productivity of activities and / or tasks under its
responsibility , in order to bridge the gaps between
actual performance presented and the
performance expected from him.
Organizational
improvement plan
Process
improvement plan
It contains improvement actions, which should
anticipate the level of processes and business
units to strengthen the performance and ensure
compliance with the objectives of the organization.
8. Examples of common techniques to close the gaps between
current and desired status in the proposed organizational
improvement actions.
4. Getting new resources.
1. Extending the time frame to meet the goal.
2. Reducing the size or scope of the target.
3. Reallocating resources to achieve goals.
9. Improvement plan content
1. Processes.
2. Responsible business unit.
3. Causes and gap analysis: detailed
observations and analysis results
presented variations between
expected and obtained results.
4. Actions to implement.
5. Assigning responsibilities.
6. Required resources.
7. Schedule implementation.
8. Follow-up actions necessary to
verify its compliance.
10. Examples of improvement actions for processes
or business units
The proposed improvement actions must be consistent
with the operating model of the organization:
The examples presented can be adapted from a
structure by processes to a structure by functional
business areas.
By processes,
By proyects,
By functions.
11. Logistics management process
Objective Detected problems
– variations
Points to focus for improvement
actions
To ensure that the
received materials and
the information are
processed and both
are readily available
for production.
The plans and
schedules are not
reported, or not
clearly identified
when or where the
materials are
needed.
Specifications of plans and schedules
in which the materials are used, and
when they are needed.
Consider implementing a management
philosophy as "Just in time" or
comparable inventory and production.
To maintain and safe
working conditions for
the storage of
sensitive materials.
Inadequate safety
conditions.
Maintain proper procedures for
handling and storage of sensitive
material.
Tracking complaints or reports about
security events.
To maintain complete
and accurate
documentation for all
transfers or
warehouse.
Incomplete and
inadequate
information of the
materials
transferred from or
to hold.
The documentation for any transfer
must be accompanied by supporting
documents, the personnel responsible
for the process checks materials and
received quantities.
12. Talent management process
Objective Detedted problems
- variations
Points to focus for improvement
actions
To acquire a sufficient
number of appropriate
and qualified
personnel.
Unqualified
personnel is being
hired.
Maintain proper identification of each
candidate, research and internships.
Maintain complete descriptions of the
work and views about practices that can
be used to measure and compare
employees with job requirements.
To ensure that
employees receive
adequate training to
fulfill their
responsibilities in an
effective way.
It identifies the
requirements for
adequate training.
Ask for opinions and ideas to
management, supervisors and
employees to identify training needs.
Check compliance or other problems
that may identify gaps in training.
To keep the income of
employees according
to the level at which
they are.
Compensation and
employee benefits
are less than those
of other similar
companies.
Evaluate compensation and benefits on
a regular basis.
Compare the compensation and
benefits with those offered by other
companies within the sector and
geographical area of the organization.
13. Planning process
Objective Detected problems
- variations
Points to focus for improvement
actions
To develop short and
long term plans in
accordance with the
objectives of the
organization.
Lack of knowledge
of the overall
objectives of the
organization.
Communicate the overall objectives to
involve staff in the planning process.
To develop realistic
plans.
Incorrect information
and assumptions.
Ensure that the right people are
involved in the development of plans.
To develop plans in
ways that enable
management to run the
business, measure the
process and progress
of it in the time limit.
Improper address
information system.
Establish an information system that
generates useful data for decision-
making.
14. Supply process financial reports
Objective Detected
problems -
variations
Points to focus for improvement actions
To prepare financial
reports in stipulated
time and according
to applicable laws.
The information
system can not
supply the
necessary
information.
The staff does not
know the laws.
Identify and implement the necessary
changes in the system.
Retaining staff that is knowledgeable and
that has experience with applicable laws.
To provide the
information correctly
and timely
information for
decision making.
The information
needs are
unknown or are
not clearly
communicated.
Identify user information needs and update
these regularly.
To keep confidential,
financial information.
Unauthorized
personnel have
access to financial
information.
System access controls.
15. The cause-effect relationships are not linear and easy to
predict accurately.
Control through indicators is an illusion.
And when uncertainty is manifested ...?
The answers and problems that have been suggested from
the paradigm of measurement through indicators, are
governed by the paradigm they belong to.
And finally the paradigm give way to another paradigm ....
16. References
• Anthony, R. y Govindarajan, V. (2003). Sistemas de
control de gestión: Mc Graw Hill.
• Barfield, T.; Raiborn, A. y Kinney, R. (2001). Contabilidad
de Costos. Tradiciones e innovaciones. (5ª ed.). México:
International Thomson Editores.
• Committee Of Sponsoring Organizations Of The Treadway
Commission. (2006). Control Interno, informe COSO. (4ª
ed.): ECOE Ediciones.
• Garrison, R; Noreen, E.; Brewer, P. (2007). Contabilidad
administrativa. (11ª ed.). México, D.F.: MCGraw-Hill
Internacional.
17. • Hansen, R. y Mowen, M. (2007). Administración de
costos: Contabilidad y Control. (5ª ed.): Thomspon.
• Kaplan, R. y Norton, D. (2000). El cuadro de mando
integral. The balanced Scorecard: Ediciones Gestión.
• Mallo, C.; Kaplan, R.; Meljem, S. y Giménez, C. (2000).
Contabilidad de costos y estratégica de gestión. Madrid:
Pearson.
• Ramírez, D. (2005). Contabilidad administrativa. (8ª ed.):
McGraw-Hill Interamericana.
• Whittington, O. y Pani, K. (2000). Auditoría un Enfoque
Integral. (12ª ed.): McGraw Hill.
18. Nombre Cargo Dependencia Fecha
Autor
Alicia Rico
Contratista
Centro de Gestión
de Mercados,
Logística y
Tecnologías de la
Información
Junio de
2013
Adaptación
Ana María
Mora
Jaramillo
Guionista -
Línea de
producción
Centro
Agroindustrial
Regional Quindío
Julio de
2013
Control del documento