doi.org/10.3846/bme.2011.16 ANALYSIS OF INTERNAL AUDIT FUNCTIONING IN POLAND – EMPIRICAL RESEARCH FINDINGS Edita Bielińska-Dusza Department of Strategic Analysis‚ Cracow University of Economics‚ ul. Rakowicka 16‚ 31-510 Kraków‚ Poland E-mail: edytadusza@gmail.com Received 18 November 2010; accepted 15 January 2011 Abstract. The purpose of the article was to present the research conducted in companies‚ concerning the functioning of internal audit in Poland. During the research‚ the author
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Running head: INTERNAL CONTROL Tarsha Jackson Internal Control Walden University ACCT # 6650 Forensic Advance Audit Topics February 10‚ 2013 Internal Control The detection of fraud is depending on what type of fraud and the internal controls that are in place. Rancher‚ Riley and Wells (2011) reported “Statement on Auditing Standards (SAS) No.99 “Consideration of Fraud in
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Internal Audit Report for ABC Company Abstract The purpose of this report is to notify the accounting department about an accounting error that was discovered in a recent audit. Because of a weak internal control system‚ an adjusting entry for prepaid insurance was not recorded for the first three months in the amount of $500 per month. This report will identify three limitations of the internal control system‚ it will identify and explain two examples of internal control procedures‚ find symptoms
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Chapter One An internal auditor is one who is independent‚ knowledgeable‚ works well in a team and is a leader. An internal auditor adds value to a company by improving a business’s organizational operation and helps them achieve its objectives by improving the effectiveness of risk management‚ control and governance processes. Internal Auditing Processes A business’s objectives are classified into four categories: strategic‚ operations‚ reporting‚ and compliance. An internal auditor uses these
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ESTABLISHING AN INTERNAL AUDIT DEPARTMENT: THE CASE OF THE SCHWAN FOOD COMPANY Hugh Pforsich College of Business Administration California State University - Sacramento Sacramento‚ California USA Bonita K. Peterson Kramer College of Business Montana State University Bozeman‚ Montana USA G. Randolph Just* ABSTRACT An effective internal audit department adds value to its organization in numerous ways. It helps the organization to achieve its objectives‚ improves risk management‚ strengthens internal controls
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(2009)‚ Internal auditing function with other intervention mechanisms like financial reporting and external audit to helps maintain cost-efficient contracting between owners and managers. It is designed by government agencies to add value and improve organizational performance. It helps organizations accomplish their objectives by bringing a systematic‚ disciplined approaches to evaluate and improve the effectiveness of risk management‚ control and governance processes.” Internal audit helps organizations
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components of financial statements and are classified according to the following broad categories: Existence or occurrence Completeness Rights and obligations Valuation or allocation (measurement) Presentation and disclosure In planning and performing an audit‚ an auditor considers these assertions in the context of their relationship to a specific account balance or class of transactions. .63 The risk of material misstatement in financial statement assertions consists of inherent risk‚ control risk‚ and
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INDEX 1. Role of Internal Audit 1 2. Introduction and Purpose of this Strategy 1 3. Acknowledgements 1 4. Audit Approach 2 5. Audit Working Procedures and Practices 3 The Audit Toolbox 3 Audit Reporting 5 6. Internal Audit Assistance in UWCN Risk Management 5 7. Fee-Earning Work 5 8. Links To Institute of Internal Auditors (IIA) and Other Bodies 6 9. Staffing 6 10. Operational Plan 2001/02 7 11. Strategic Plan 2002/05 10 12. Annex A Key Risks 21 13. Annex B - Audit Universe 29 14
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Accounting Education: an international journal Vol. 20‚ No. 2‚ 203– 222‚ April 2011 Adding Value to Audit Education through ‘Living’ Cases JULIE DRAKE University of Huddersfield‚ UK Received: November 2009 Revised: July 2010 Accepted: September 2010 ABSTRACT This paper seeks to address the perceived failure of university teaching to foster critical understanding of audit practice and to identify a potential remedy. It contributes to the debate (Maltby‚ 2001‚ “Second thoughts about ‘Cases in
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Chapter 10 Section 404 Audits of Internal Control and Control Risk Review Questions 10-1 Management typically has three broad objectives in designing an effective internal control system. 1. Reliability of Financial Reporting Management is responsible for preparing financial statements for investors‚ creditors‚ and other users. Management has both a legal and professional responsibility to be sure that the information is fairly presented in accordance with reporting requirements
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