internal control - amazon s3 · 2014. 8. 11. · internal control: –(1) administration and...
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Academic
PowerPoint
Internal Control
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Accountant’s Role
Accountant’s in the 21st century includes:
– Preparing the accounts and
– Forecasting and
– Analysing and data.
– Providing management with information for decision
– Safeguarding the to ensure reasonable chance of long term
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Internal Control and Internal CheckInternal Control includes the following:
Auditing
• (1) Administration & Management Control
• (2) Accounting Control
Detailed Control Procedures for:
• (1)
• (2)
• (3)
• (4)
• (5)
• (6)
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Auditing
Auditing standards set out objectives to ensure accounting control:
• (i) correct authorisation for appropriate business
• (ii) accounting records from the transaction to the final reports are in the appropriate manner while maintaining and accounting
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Auditing
• (iii) Access to assets is only in
accordance with authorization.
• (iv) Steps are taken to ensure recording of
and the existence of the assets are at
regular intervals and are instituted to
minimise any
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Auditing
Auditing recognises two major of
internal control:
– (1) Administration and Control
and
– (2) Accounting
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1 Administration and Management Control
• Is primarily concerned with
operational and maintaining
management policy.
• Areas include control and
evaluating individual
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1 Administration and Management Control
• Each firm must set for their particular
business.
• However there are five common principles:
– (i) Management
– (ii) Organisational
– (iii) Management
– (iv)
– (v) Business
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1 (i) Management Leadership
• A and favourable control environment is
responsibility of
• Senior management be seen to be
accountable and to controls,
otherwise general
will have little respect for
or of management.
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1 (ii) Organisational Structure
• There needs to be an overall of planning, and
• Organisational structure will depend on the and of the business.
• Job , departmental roles, and general and policies need to be by all staff.
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1 (iii) Management Supervision
• The overall supervision of control is
the responsibility of management.
• The supervision might include:
– on-going routines
– spot
– regular
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1 (iv) Personnel
• If the quality and of the personnel is not
of the standard, then the system they
work within has value for control.
• Individuals with responsibility need to have the
appropriate and experience to
their roles and
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1 (v) Business Circumstances
• Depending on the size of the and its
location (branches, subsidiaries), it is
that of controls and procedures are
maintained.
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2 Accounting Control
Accounting Control has three areas of
concern:
– (i) Effective accounting
control system
– (ii) of assets
– (iii) Maintaining financial
information
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2 (i) Effective Internal Accounting
Control SystemTo have an effective internal accounting
system, there are major principles:
– (a) Segregation of Functions
– (b) Authorisation
– (c) Procedures
– (d) Accounting Records and Procedures
– (e) Physical
– (f) Internal
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2 (i) (a) Segregation of Incompatible
Functions
• Division of should
be assigned where the role
of one can be
cross with the
work of another
employee.
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2 (i) (b) Authorisation Procedures
• Basically only individuals
delegated with from
management can on
certain transactions.
• For example, only the Purchasing
Officer has to the stock
order book for of goods.
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2 (i) (c) Documentation Procedures
• Proper is maintained to provide
evidence of transactions.
• Distinct roles defined; documents
used and safe of paper work is kept for
the required of time.
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2 (i) (d) Accounting Records and
Procedures• Transactions are processed
and while also preparing timely and data when required by the users.
• Accounting procedures, and documentation are all-important aspects for and
• All systems need to be
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2 (i) (e) Physical Control
• Security is necessary over the equipment,
records, and documents (access) as well
as security over the of the equipment,
records and
• Random of all items should be carried
out.
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2 (i) (f) Independent Internal
Verification
• Reviewing the and propriety of an
employee’s work by another employee is one of
the basic of internal
• This might include , for example, the till
tape with the day’s takings.
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2 (ii) Safeguarding of Assets• There are six major areas needing and
checking involving assets. Assets are the main area that is open to and
– (a) Accounts
– (b)
– (c) Cash
– (d) Cash
– (e) Non-Current
– (f) General
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2 (ii) (a) Accounts Receivable• Before is granted to clients, there should be
some of their to meet their
commitments e.g. check
• Credit should be enforced.
• Prompt and monthly
statements.
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2 (ii) (a) Accounts Receivable
• Review of Accounts
Receivable and for Doubtful
Debts
• Interest on accounts or
discounts for early
• Control Accounts and
Ledgers
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2 (ii) (b) Inventory• Periodic or
inventory control system
• Purchasing officer reliable
and
• Credit on the
Purchasing Officer authority
• All order forms in
order
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2 (ii) (b) Inventory
• Store Receiving Officer checks quality and quantity of the goods received – Goods Report
• Purchasing Officer and Store Receiving Officer are in locations in the business
• Regular checks of key documents: Order Form, Goods Received Report and Invoice Received
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2 (ii) (c) Cash Inflow including credit
cards and cheques
• Receipts issued wherever possible, in order
• Daily (intact) and vary the banking times
• Money kept on the premises in a and secured
location
• Independent carried out on till tape and money
totals
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2 (ii) (c) Cash Inflow including credit
cards and cheques
• All incoming mail in the presence of at
least staff members
• All cheques received stamped with the business
name and
• Multi-column journals
maintained
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2 (ii) (d) Cash Outflow
• All major payments should be made by and require signatures for authorization.
• Cheques issued in numerical order and marked with “ ”
• Multi-column cash maintained
• Remittance forwarded with cheques
• Small payments should be handled through a Imprest System
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2 (ii) (e) Non-Current Assets
• Control over non-current assets including purchasing, , recording, storing, access and
• Subsidiary ledger and asset cards.
• Correct allocated responsibility.
• Capital Expenditure Officer has a long term plan including maintenance, planned and possible for the business.
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2 (ii) (e) Non-Current Assets
• Storage or of Non-Current Assets will vary from item to item.
• Assets like a photocopier will be left in one location, however assets like a personal computer can be from office to office and to home.
• Added is needed on portable assets, plus adequate insurance cover is
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2 (ii) (f) General
• Regular Reconciliation Statements
• Staff receiving weekly wage packets, hours worked
can be and supported.
• If cash is issued for wages, then each employee must
sign for their wage packet
• Spot carried out on all procedures
• Rotation of
• Cash Budgets and Reports prepared
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2 (iii) Maintaining Reliable Financial
Information • It is essential that the procedures and controls
are able to maintain accurate and data.
• The accurate and reliable data is used to prepare the statements and reports for
• Management will use the statements and reports for decision purposes.
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Detailed Control Procedures
1 – Equity - Capital• The owner/s need to invest
adequate to float the business
• The capital must also maintain a satisfactory level of to allow the organisation to grow and operate
• Outside finance groups will provide little assistance if the proprietor/s is not willing to take some personal risk -
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Detailed Control Procedures
1 – Equity - Drawings
• Drawings are the of assets by the
owner/s for personal use when a is
anticipated.
• Too much cash can place
pressure on the
• Drawings should only be taken when
profits are a likely outcome.
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Detailed Control Procedures
2 – Liabilities - Finances• Finance – it is for a business to obtain
financial assistance from , whether for short term or long term
• It is important that the type of be appropriate for the asset being
• Long term finance for term project e.g. Mortgage for Land and Buildings
• Short term finance for term project e.g. for Inventory purchases
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Detailed Control Procedures
2 – Liabilities – Accounts Payable• A Purchasing Officer
who can make wise buying decisions e.g. discounts, delay to avoid or overdraft penalties
• Credit applied to Purchasing Officer as well as a division of
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Detailed Control Procedures
3 - Expenses• One way to maximise is to
minimise
• Divide the business into areas of activities or departments and make the head responsible for spending and
• Examine purchases carefully. Checks like matching orders with goods reports and invoices received is
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Detailed Control Procedures
4 - Income• Income is the cornerstone of any
successful business. It is that this area be closely.
• Budgets are normally the step in planning income
• Cash sales/services – receipts and daily banking.
• Credit sales/services – credit checks, credit limits, prompt invoicing, and interest penalties are all important
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Detailed Control Procedures
5 – General - Staffing
• Staffing – when employing staff, it is that
references are through and
qualifications are
• Staffing should be brought up to date
regularly.
• All staff should be and
evaluated
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Detailed Control Procedures
5 – General - Computer• It is critical that secure measures are taken
to the computer system.
• Several aspects need to be considered: hardware reliability, procedures, physical security of data (generation back-ups) and the and preventions of , and
• Correct staffing and high access to sensitive data kept on the computer e.g. passwords, pin-numbers or cards.
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Reference• Material used in the PowerPoint slides and
worksheets have been reproduced from
the following references with full
permission:
• Financial Accounting One, Two, Three and
Four
• Accounting 2007
• - Ashley Doyle
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