Solutions for Chapter 8 Tools to Gather Audit Evidence Review Questions: 8-1. The three main tools the auditor might use in gathering and evaluating audit evidence are: Audit sampling Generalized Audit Software Analytical procedures 8-2. Non-sampling risk is the risk that the auditor makes an improper assessment of inherent and/or control risk or did not apply audit procedures carefully. It can be minimized through: (1) Good hiring‚ training and supervision practices; and (2)
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Audit Plan- GlaxoSmithKline (GSK) Key business and audit risk: In order to make the report more efficient we must identify the key areas of business risk and auditing risk. Business risk can be defined as the risk‚ which could affect an organization’s ability to achieve its objectives (Gray and Manson‚ 2007). Audit risk is defined as the risk that the auditor gives an inappropriate audit opinion when the financial statements are materially misstated (Soltani‚ 2007). In Gray and Manson (2007)’s
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Final Review Questions Chloe Granahan 1. Assume that the audit team notes the client has made a significant change in its product line which requires that new equipment be purchased. Which of the following would be of greatest concern to the auditor? A. Inappropriate book value of new equipment. B. Impaired value of new equipment. C. Impaired value of old equipment. D. Inappropriate depreciation calculation for new equipment. 2. A. B. C. D. Audit procedures should be proportional to which of the following
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thus increased its gross profit. Several years later‚ Nashwinter insisted that he had never intended to continue his scheme indefinitely. Instead‚ he saw his actions simply as a solution to a short-term problem: "I always had in the back of my mind that the division would make enough legitimate profit one day to justify the fake numbers."2 Unfortunately for Nashwinter‚ his division’s actual operating results continued to be disappointing. With each passing year‚ Nashwinter had to fabricate larger amounts
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development of the AJ Hackett Company because visitors such as Chinese and Indians don’t traditionally participate in high adrenalin filled activities. AJ Hackett knew that Chinese and Indian numbers in particular were expected to increase in the coming years. Technological: As many people started bringing their own digital cameras and video-enabled phones the company knew that they would have to implement technological factors into the bungy experience such as‚ different range of photos from cameras
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Diversity in the Workplace Professor Matthew Quinn December 8‚ 2013 Diversity Audit Company to Audit: Johnson And Johnson This diversity audit begins with a background about the company‚ as well as some important information about key Diversity executives. What will be addressed in the audit are what efforts Johnson & Johnson made to foster diversity competence and understand‚ what efforts were made in furthering the knowledge or awareness about diversity‚ what strategies were used to
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Communications Between Predecessor and Successor Auditors 155 AU Section 315 Communications Between Predecessor and Successor Auditors (Supersedes SAS No. 7.) Source: SAS No. 84; SAS No. 93. Effective with respect to acceptance of an engagement after March 31‚ 1998‚ unless otherwise indicated. Introduction .01 This section provides guidance on communications between predecessor and successor auditors when a change of auditors is in process or has taken place. It also provides communications
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a going concern audit issue. Participants in Experiment One involve 92 auditor from multiple offices of three Big 4 audit firm which is 48 seniors‚ 29 managers and 15 senior managers. The range of audit experience are 3 to 13 years with a mean experience of 5.4 years. Overall‚ 80 percent of participants reported being involved in audit engagements where substantial doubt existed about the client’s going concern aassumption. While two-thirds of participants shown at least one audit engagement where
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important part of business strategy is concerned with ensuring that these resources and competencies are understood and evaluated - a process that is often known as a "Strategic Audit". The process of conducting a strategic audit can be summarised into the following stages: (1) Resource Audit: The resource audit identifies the resources available to a business. Some of these can be owned (e.g. plant and machinery‚ trademarks‚ retail outlets) whereas other resources can be obtained through
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Evaluate the auditors’ current responsibility to detect corporate fraud. What factors should be of consideration when deciding on the appropriate level? Prepared for Professor Brenda Porter Course Co-ordinator‚ BEA 2004 Auditing Author Ho Jian Hong‚ Shawn BA (Hons) Accounting and Finance University of Exeter Tutor Dr Amama Shaukat Tutorial (Wednesday 11am) Date 1st May 2011 EXECUTIVE SUMMARY Corporate fraud is a problem within society that has been on an upward trend over
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