The Resources of the Firm These resources may be divided by 3 categories 1. Tangible resources include land‚ buildings‚ plant and machinery. Example‚ Toyota’s Tangible resources It is not different from other companies‚ such as Financial: the ability to raise funds‚ a loan and issue stock to raise capital. Technological: patents‚ trademarks and copyright and trade secrets‚ etc. Physical: such as buildings‚ machinery‚ plant‚ equipment‚ research and development as well as all raw materials
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Background According to Wikipedia‚ Internal auditing is a profession and activity involved in helping organizations achieve their stated objectives. It does this by using a systematic methodology for analyzing business processes‚ procedures and activities with the goal of highlighting organizational problems and recommending solutions. Professionals called internal auditors are employed by organizations to perform the internal auditing activity. Internal auditors are employed by companies to do
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Survey finds internal audit risk assessments inconsistent Year: August‚ 2007 The report suggests that internal auditing needs to identify areas of high and moderate risk that are part of the internal audit plan but have been deferred or cancelled because of the organization’s focus on Sarbanes-Oxley Section 404. It recommends that chief audit executives (CAEs) revisit the budgets‚ skills‚ and capabilities needed to achieve a comprehensive‚ balanced‚ and risk-based approach to auditing‚ as well
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Semester 3 MF0013 – Internal Audit and Control - 4 Credits (Book ID: B1211) Assignment Set- 1 (60 Marks) Note: Each Question carries 10 marks. Answer all the questions. Q1. Explain the use of Sampling technique in Internal Audit ( SA500) Q2. Discuss‚ in brief‚ the advantages and limitations of auditing. Q3. Discuss the main scope and objects of internal audit? Q4. As a senior audit assistant of M/s. Asutosh Associates‚ you are in charge of internal audit team of M/s Rajesh Technologies
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Internal audit and review reports |by Katharine Bagshaw | | |29 Jan 2003 | | |Internal auditors‚ external auditors‚ and consultants who perform internal audit and review engagements provide reports to management | |(internal audit reports)
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Using Computer-Assisted Audit Techniques to Support Audit I. Executive Summary Nowadays‚ the use of computers dominates in most of the business world; auditors too have recognized that the power and speed of computers can greatly assist them in their work. The term “computer-assisted audit techniques” (CAAT) is used to denote computer techniques that auditors can utilize to help them complete their audits in a more effective‚ efficient‚ and timely manner. Use of the prefix “computer-assisted”
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A Study on Effective Implementation of Internal Audit Function to Promote Good Governance in the Public Sector Zeleke Belay (BA‚ BSc‚ ACCA‚ MSc‚) Lecturer at College of Telecommunication and Information Technology Department of Telecommunication Management Email: zelekebly@yahoo.com Mobile: 251 9 11 66 98 61 Office : 251 11 416 99 00 P.o Box: 1413‚ Code 1110 Addis Ababa Presented to the “The Achievements‚ Challenges‚ and Prospects of the Civil Service Reform Program Implementation in Ethiopia”
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| 28 | III. Strategic groups (SG) | 30 | IV. Competitors profile matrix (CPM) | 32 | V. External factor evaluation (EFE) | 33 | Phase Three | | I. PepsiCo’s structure | 34 | II. PepsiCo ’s Culture | 38 | III. PepsiCo ’s Resources | 40 | IV. Internal factor Evaluation (IFE) matrix | 43 | Phase Four | | I. Corporate Strategies | 45 | II. Business-competitive Strategies | 46 | III. Functional strategies | 47 | IV. Porter Generic Competitive
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Detailed Findings Banking Operations Finding No. 1 Control Objective: 1.1 Clear Policies and Procedures on Banking Operations are not in place Inherent Risk Rating 1-9 Post Audit Residual Risk Rating 1-9 Increase in Residual Risk Finding 1. Policy and procedure manuals help to standardize service delivery and ensure that staffs carry out activities in accordance with how senior management and the Board want things to be done. However‚ although the key staffs at the branch (including
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;f=false Review of the resource-based approach The resource-based view (RBV) emphasizes the firm’s resources as the fundamental determinants of competitive advantage and performance. It adopts two assumptions in analyzing sources of competitive advantage ( see for instance Barney‚ 1991 and Peteraf and Barney‚ 2003). First‚ this model assumes that firms within an industry (or within a strategic group) may be heterogeneous with respect to the bundle of resources that they control. Second‚
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