Case 5 - Exercise 2 Abernethy and Chapman Internal Control Evaluation Client: Prepared by: Date: Exhibit 5-2 is a portion of the audit program that Mitchell designed to test the operating efficiency of controls in the revenue and cash receipts cycle. For each individual test‚ indicate the anticipated results if the control procedure is working properly. Also‚ if the control is not functioning properly‚ list the potential problems that exist. Use the following format for your response: Step
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CASE 2 Shih Hong Lin A. What distinguishes management fraud from defalcation? Defalcation is misappropriation of assets such as employee fraud‚ embezzlement and larceny. Management fraud has deliberate intention that uses fraudulent financial statement to covey wrong messages to its investor‚ creditor and the public. The major difference is the intention that distinguishes management fraud from defalcation. In defalcation‚ people who commit such crime is out of greedy. However‚ in management fraud
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pemberhentian pegawai. 2. Formulir otorisasi pengurangan ( deduction authorization form ) : formulir otorisasi pengurangan gaji‚ mencakup jumlah yang bebas pemotongan pajak‚ ASTEK‚ pensiun dan asuransi. 3. Formulir otorisasi tarif ( rate authorization form ) : formulir yang mengotorisasi tingkat/tarif gaji. 4. Kartu absen ( time card ) : dokumen yang menunjukkan jam berapa seseorang pegawai mulai bekerja dan jam berapa selesainya serta jumlah jam kerja setiap harinya. 5. Tiket waktu pekerjaan
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List of 5 Audit triggers 1. Detect the pattern of physician’s using the “cut and paste” method as a way of completing the record. 2. Detecting unauthorized access to EHR. 3. Detecting the misuse and overuse of modifiers. 4. Identifying a significant change in the Centers for Medicare and Medicaid’s bell curve. 5. Monitor the number of patient complaints. Why would your 2 choices be the best to include as part of a design of an audit trail? 1. First‚ I feel that the “cut and paste” method is a common
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Proposal Synergy LLC COMPANY Profile Synergy LLC is a company that for a decade has been delivering quality‚ vibrant and cost effective web design solutions for its clients....being major corporations or small businesses. Our web design expertise has expanded to cover all major styles and all work is guaranteed 100% that you love the initial design before going live or we do it again. Our Middle East operations over the years have naturally evolved to master web design delivering perfect
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Chapter 5— Systems Development and Program Change Activities TRUE/FALSE 1. The objective of systems planning is to link systems projects to the strategic objectives of the firm. ANS: T PTS: 1 2. The Systems Development Life Cycle (SDLC) concept applies to specific applications and not to strategic systems planning. ANS: F PTS: 1 3. An accountant’s responsibility in the SDLC is to ensure that the system applies proper accounting conventions and rules and possesses adequate control. ANS:
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. . . . . . . . . . . 3.5 Hollinger International . . . . . . . . . . . . . . . . . . . . . . . Realities of Audit-Related Litigation instructor resource Manual — do not coPy or redistribute instructor resource Manual — do not coPy or redistribute a day in the life of brent dorsey staff auditor Professional Pressures inS tr uc t ional o b je c t ive S [1] [2] c a s e 3.1 Mark S. Beasley · Frank A. Buckless · Steven M. Glover · Douglas F. Prawitt To illustrate some
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Audit Case- Tommy O’Connell The audit case I chose was case #1‚ Tommy O’Connell- Audit Senior. O’Connell is a newly appointed senior auditor for a big 5 firm‚ and he was given the tough audit engagement for the Altamesa Manufacturing Company. Tommy figured this engagement would help him get in good with the partner that was in charge of the audit‚ Jack Morrison. The only problem was he was assigned Carl‚ who is a fresh-faced staff accountant who has been working at the company for less than three
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internal control over financial reporting c a S eS inc lu de d in t hiS Se ction 5 155 155 165 169 177 185 195 5.1 Simply Steam‚ Co. 5.2 Easy Clean‚ Co. . . . . . . . . . . . . . . . . . . . . . . . . . . . Evaluation of Internal Control Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Evaluation of Internal Control Environment . . . . . . . . . . . . . . . . . . . . . . . . 5.3 Red Bluff Inn & Café 5.4 St. James Clothiers Establishing Effective Internal
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5) a) Evidence supporting USSC’s claim that the costs in question involved tooling modifications: * Collected invoices/purchase orders‚ obviously labelled accordingly * USSC executives’ explanations * Explanations of Mr. More and guided tour at Lacey Manufacturing Company b) Evidence supporting USSC’s claim that the costs in question involved generic production expenses: * Information provided by Mr. Yamont of Barden Corporation * Confusing nature of explanations provided
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