THE NIGHT AUDIT Front office records must be periodically reviewed for accuracy and completeness. This need is met through the NIGHT AUDIT. With computerised accounting it can be carried out at any time during the day. These properties choose to call the audit the Front office audit or System up date. Even though computerised properties can perform these functions at any time‚ they almost invariably follow the night time tradition since the no. of transactions are less during the late night or
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AUTOMATED ACCOUNTING Automated accounting is an approach to maintaining up-to-date accounting records with the use of accounting software. This software is often configured to allow for easy cross posting of receivable and payable‚ eliminating the need to enter multiple posting in order to keep accounting record in compliance with generally accepted accounting principles. Accounting as it exists today may be viewed as a system of assumptions‚ doctrines‚ tenets‚ and conventions‚ all encompassed
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Marianne Ojo. (2009)‚ Oxford Brookes University. The overall purpose of this article is to be highlighted is why the external auditor is such an important tool in corporate governance. Corporate governance is the system of rules‚ practices and processes by which a company is directed and controlled. It is basically needed to balance the interest of the stakeholders in a company. Meanwhile‚ the external auditor is needed to make sure that the company follow the GAAP‚ checking the accounting record
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Auditing procedures: Five assertions: 1. Occurrence: Define: transactions and events that have been recorded have occurred and pertain to the entity. Explain: sales and purchases shown in the income statement belong to the company and are real‚ that is they actually took place. 2. Completeness: Define: all transactions and events that should have been recorded have been recorded. Explain: all the individual transactions making up the balances in the income statement are recorded; no sales
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`Master of Business Administration Group Assignment Cover Sheet | Student Numbers | 10332931033315103329210335511033298 | Please note that a grade will only be given to those whose student number is noted on this form. Please ensure that the student numbers from all group members are recorded accurately. | | | | | Module code | SHR019-6 | Assignment No. | 1 | | | Module Title | STRATEGY | | | | | Module Tutor | Dr. Eliot Lloyd | | | | | Due Date | 17th April 2012
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execution of the strategy at various stages First you have to decide how you are going to tackle the audit. That’s the big picture. It could be that you decide there are no good internal controls. Your strategy would then be to not do any TOCs and concentrate on substantive procedures. Having decided that then you have to plan how you will use substantive procedures to get sufficient appropriate audit evidence. If your strategy is not to do any tests of control‚ then the detailed plan will take that
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Post completion audit aims to evaluate the efficiency and effectiveness of the capital budgeting decision that the management has implemented. It compares between the planned and the actual outcome‚ costs and the use of resources‚ results and benefits. It contains all assumptions that were made during the decision-making period. It is one of the ongoing continuous processes through which the organisation learns and improves. Recent research suggests that capital budgeting involves far more than
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Strategic Audit of a Corporation I. Current Situation A. Current Performance . How did the corporation perform the past year overall in terms of return on investment‚ market share‚ and profitability? B. Strategic Posture What are the corporation’s current mission‚ objectives‚ strategies‚ and policies? 1. Are they clearly stated or are they merely implied from performance? 2. Mission: What business(es) is the corporation in? Why? 3. Objectives: What are the corporate‚ business‚ and
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| |Has your organization established a management system (QMS) |The QMS system applies to all major processes throughout the company | | |giving consideration to: |including marketing‚ finance‚ and operations. | | |Identifying the processes needed and the |Each of the processes are interconnected through the SAP system. | | |application of the processes
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Content Nike Strategic Audit Page 2 Appendix A IFAS‚EFAS‚SFAS Page 10 Appendix B Nike Porter ’s Five Page 11 Appendix C Nike Financial Data Page 14 References Page 19 I- Current Situation A. Current Performance Robust financial position‚ $ 15 billion net Profit (See appendix B). Market share around 47%. 28‚000 employee B. Strategic posture 1. Mission To bring inspiration and innovation to every athlete in the world. 2. Objectives Provide an environment
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