AN EVALUATION OF THE INTERNAL CONTROLS SYSTEM FOR CASH FOR THE CASE OF NAIROBI SMALL BUSINESSES BY Nyaga Denis Macharia D33/6646/05 Nzovu Michael Fondo D33/7224/05 Zachary Gategi Maina D33/6216/06 Gitonga Lilian Wanjiku D33/7305/05 Sigei Ellyne Chepngetich D33/7295/05 A Management Research Project Submitted In Partial Fulfillment For The Requirements Of The Award Of Bachelor Of Commerce (BCOM)‚ School Of Business‚ University Of Nairobi
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Committee of Sponsoring Organizations (COSO) Internal Control Framework’s Components of Internal Control Requirements 1. There was a lack of proper authorization in the budget process. The superintendent Spigot committed several projects that were not on the budget. For example‚ rent expenses were not budgeted in that fiscal year‚ which caused the budget to overrun and increase expenditures for custodial services. Also‚ the unbudgeted projects ran by the superintendent were not approved by the
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influenced your leadership style? Are there any people in your family motivate you to be a leader? 2. Theory development plays an important role in health care today‚ and has several important functions for the nursing profession. What leadership theory do you prefer? (trait theories‚ style theories‚ situational-contingency theories‚ transformational theories‚ hierarchy theories‚ two-factor theories‚ expectancy theory‚ OB modification) 3. Are there any educational programs you have taken to
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ICC-1 Apollo Shoes‚ Inc. Internal Control Questionnaire Sales Transaction Processing December 31‚ 2007 Objectives and Questions Yes‚ No‚ N/A Comments Environment: 1. Is the credit department independent of the sales department? Yes. Credit manager in Treasurer’s office 2. Are sales of the following types controlled by the same procedures described below? Sales to employees‚ COD sales‚ disposals of property‚ cash sales and scrap sales. No available information‚ apparently not applicable
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STANDARDS OF INTERNAL CONTROL Issued April 2007 Table Of Contents I. II. III. IV. V. VI. VII. 1.0 2.0 3.0 4.0 5.0 Preface Objective Scope Process Responsibility Fraud Revisions Introduction General Control Requirements Quick Reference Revenue Cycle 2.1 Order Entry/Edit 2.2 Loan/Financial Aid 2.3 Billing 2.4 Accounts Receivable 2.5 Collection 2.6 Cash Receipts Procurement Cycle 3.1 Supplier Selection and Retention 3.2 Purchasing 3.3 Receiving 3.4 Accounts
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Management Accounting Research 23 (2012) 205–223 Contents lists available at SciVerse ScienceDirect Management Accounting Research journal homepage: www.elsevier.com/locate/mar Configuring management control systems: Theorizing the integration of strategy and sustainability Jean-Pascal Gond a‚∗ ‚ Suzana Grubnic b‚1 ‚ Christian Herzig c‚2 ‚ Jeremy Moon c‚3 a b c Cass Business School‚ City University‚ 106 Bunhill Row‚ EC1Y 8TZ London‚ UK Loughborough University‚ School of Business and
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give learners the opportunity to achieve: Learning Outcome 1 – Be able to use recruitment‚ selection and retention procedures Learning Outcome 2 – Understand the styles and impact of leadership Learning Outcome 3 – Be able to work effectively in a team Learning Outcome 4 – Be able to assess the work and development needs of individuals. Learning Outcomes 1 To achieve the criteria the evidence must show that the learner is able to: 1.1 prepare documentation to select and recruit a new member of staff
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Introduction Management control system (MCS)‚ as a vital part of an organization‚ which purpose allows organizations to ensure that their activities achieve the objects they desire. The process of designing and improving MCSs requires addressing three basic questions. What is desired? What is likely to occur? And What is the effect of contextual factors ?Then managers must address each of these questions. What controls should be used? In recent years‚ contingency-based research has maintained
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Leadership is not about the leader’s needs; it’s all about the needs of people and the organization he or she is leading. Finding the style that best suites your personality is in no doubt an essential element to lead your followers to accomplish the work. It allows you to be authentic‚ comfortable‚ and creative in your job. However‚ leaders deal daily with different personalities‚ set-minds‚ attitudes and beliefs of their followers. It becomes hard for leaders to settle on only one style. Leadership
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Internal Control Weakness and Corrective Actions Fan Company A has eight weaknesses with the current internal control system. I will name each weakness and the corrective action for each weakness identified that will improve the internal control system to help protect the company’s cast and inventory assets and to prevent unethical actions of employees. The first internal control weakness that I found is the accountant decided not to check the references on the two part time employees. The
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