Y019075 1 0341698 GOF84L0003 The GASB Project Agenda: An Overview. Antonio, J.F. Governmental Finance Vol.13, No.4, Dec. 1984, P. 3-6. 4 Pages. Co. of Pub.: U.S.A. Lang.: Eng. ISSN: 0091-4835 Doc. Type: Jrnl In their July 1984 meeting, members of the Government Accounting Standards Board (GASB) addressed two issues: the status of existing standards that pertained to state and local governments and the new organization's project agenda. Public meetings were held in July and August 1984 to gather information on what members would like to see included in the agenda. Such meetings will be held each year in various locales. Three matters on the June 1984 agenda were financial reporting; the basis for accounting and measurement objectives; and pension accounting and financial reporting. A series of technical bulletins will be issued to apprise members of existing and emerging issues. Eleven different projects are currently on the GASB's agenda. Input from the membership is vital to the success of the program. Desc.: Government; Finance; Accounting; Local Government; State Government; Auditing Standards; Accounting Standards; Meetings; Project Management; Finance*Project Management; ; Government*Accounting Standards; Y019075 2 0340058 PSL85C0003 Professionalism Begins at Home. Pierce, D. Personnel Management March 1985, P. 3. Co. of Pub.: England Lang.: Eng. CODEN: PTMABL ISSN: 0031-5761 Doc. Type: Jrnl Art. Type: Column A trend in Human Resource Management is a new emphasis on professionalism. The Institute of Personnel Management (IPM), in preparing its report 'Strategy for Development, ' is examining the role and means of improving professional conduct in this area. It is important to: begin with the personnel management team itself when making changes in management practices; not stop at creating a plan of action, but implement it; establish channels of communication and give praise and encouragement to staff members. Desc.: Personnel; Personnel Director; Human Resource Management; Management; Professional Conduct; Professional Standards; Professionals; Management Development; Management Skills; Manager Behavior; Management Control; Management Style; Trends Y019075 3 0337426 PTA85G0022 Should Continuing Professional Education Be Mandatory Anon The Practical Accountant Vol.18, No.7, July 1985, P. 22. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: PACNBD ISSN: 0032-6321 Doc. Type: Jrnl Art. Type: Column Finding out how accountants feel towards their professional organizations and the services they render is the aim of the minipolls. When asked if continuing education should be mandatory, 84 percent of the respondents said yes. The majority of the respondents thought 40 hours of continuing education credits would prove sufficient. Desc.: Accountants; Opinion Poll; Public Opinion; Opinion Research ; Professional Associations; Professionalism; Professional Standards Y019075 4 0337416 IAU85D0024 International Operations And the Internal Auditor. Maier, G.J. Bow Valley Industries Ltd., Calgary, Alberta Internal Auditor Vol.42, No.2, April 1985, P. 24-27, 4 Pages. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ITAUAB ISSN: 0020-5745 Doc. Type: Jrnl Art. Type: Feature The internal auditor functioning within the context of international operations must accept both the likenesses and differences in the business environment. Problems occur when American auditors try to impose American business practices upon another country's business culture. It is far more advantageous to simply accept the differences. Once a company has decided to expand to international operations, it must be aware of the following four things: 1) people that can be relied upon to run things well; 2) establishment of a complete and clear set of principles defining relationships between parent companies and divisions or subsidiaries and establishment of consistent corporate policies; 3) establishment of requirements for performance that cover both personal and professional conduct; and 4) cultivation of a type of pragmatism that allows for realistic flexibility. International auditors should be involved in reviewing any new policies and procedures. They should allow time and energy for familiarity with the specific country's political and business cultures in order to be able to function effectively within them. Desc.: Internal Audit; Auditing; Auditors; Auditing Policies; Auditing Standards; Business Administration; Management; Social Conditions Culture; Acculturation; International Corporation; International Finance; International Economic Conditions; International Relations; Foreign-Based Employee; Overseas Employees; Foreign-Based Managers Y019075 5 0337415 IAU85D0028 A Riskier World Tomorrow. Thornhill, W.T. Arthur Andersen & Co., St. Charles, IL Internal Auditor Vol.42, No.2, April 1985, P. 28-31. 3 Pages. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ITAUAB ISSN: 0020-5745 Doc. Type: Jrnl Art. Type: Feature SPECIAL FEATURES: Bibliography: 1 references; In the business world of today, within which the auditor must function, there is higher risk than ever before. This is due, in part, to the following: 1) an ever expanding and more complex business and governmental environment; 2) more diversity of products and services; 3) constant changes and new developments in the economic climate; and 4) decreasing social stability. The auditor can help control the risks in the following areas: 1) white collar crime; 2) employee theft; 3) computer fraud; 4) fraudulent audits; 5) increased systems safeguards; 5) stealing; and 6) contract audits and investigations. Four ways to improve auditing are: 1) coordination of auditing procedures with external auditors to avoid duplication of effort; 2) active participation in management planning; 3) expanding auditors' cope to include high risk areas; and 4) increased involvement in management. Auditors can realistically control risks through the following: 1) department organization; 2) adoption of the disciplines utilized in public accounting; 3) increased training; 4) summarization of policies and practices; and 5) active involvement in budgeting and Planning. These practices can help establish a relatively low risk environment within the context of rapidly changing technology. Desc.: Auditing; Auditors; Auditing Policies; Auditing Standards; Business Planning; Economic Evaluation; Financial Accounting; Documentation ; Fraud; White Collar Crime; Industrial Dynamics; Risk Management; Controls Y019075 6 0337413 IAU85D0032 Auditing For Project Management. Krishnaswami, O.R. Bangalare University, Bangalore, India Internal Auditor Vol.42, No.2, April 1985, P. 32-33. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ITAUAB ISSN: 0020-5745 Doc. Type: Jrnl Art. Type: Feature In order for a project to succeed, time, schedules and activities must be coordinated in such a way that goals can be obtained. This means interdependence in areas of time, cost, and operation. Planning in terms of management techniques can help prevent problems that delay project completion and increase costs. These techniques include: 1) network analysis that includes either critical path or program evaluation review techniques. 2) estimates of costs; and 3) use of internal auditing techniques such as pre-emptive auditing and concurrent auditing, which allow checking as the procedure occurs. Use of these internal audit techniques can help reduce costs and assist in timely project completion. Desc.: Audits; Auditing; Auditing Policies; Auditing Standards; Financial Statements; Financial Planning; Internal Audit; Industrial Dynamics; Cost Benefit Analysis; Cost; Costing; Project Management; Management Strategy Y019075 7 0337411 IAU85D0034 Are We Actually Practicing the Standards Chapman, W.C. East Central Oklahoma State University, Ada, OK Internal Auditor Vol.42, No.2, April 1985, P. 3?-35. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ITAUAB ISSN: 0020-5745 Doc. Type: Jrnl Art. Type: Feature SPECIAL FEATURES: includes Tables; In addressing the issue of how auditors spend their time, a questionnaire was sent out which elicited 157 usable responses, of which 82 were from private corporations and 75 were from nonprofit organizations. It was found that 78.7 percent of an auditor's time is spent on General Standard 300 functions. It was shown that audit information was disseminated among the following: 1) boards of directors; 2) governing boards; 3) chief executives; 4) vice presidents; and 5) external auditors. The most prevalent certification among auditors is the certified public accountancy, and the most common level of education is the bachelor's degree. Tables explaining percentage distribution are included Desc.: Auditors; Education; Time Management; Scheduling; Time Utilization; Questionnaire; Survey; Information Management; Accounting Standards Y019075 8 0337404 IAU85D0042 Statistical Trends In Auditing. White, K.R.; Xander, J.A. Central Florida, Univ. of (Orlando), Orlando, FL Internal Auditor Vol.42, No.2 April 1985, P. 42-44. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ITAUAB ISSN: 0020-5745 Doc. Type: Jrnl Art. Type: Feature; Research Findings SPECIAL FEATURES: includes Tables; There have been many changes in the internal auditing function, as identified by the 1983 Survey of Internal Auditors. The survey included 1, 687 respondents. Results indicate fewer auditing departments with comprehensive audit services to 68 percent. It was reported that auditors are being asked to extend their departmental coverage of functions. Some 83 percent are adhering more closely to verified standards. The internal auditing function is being centrally located for most large corporations. Firms are increasingly offering auditors human relations training, and ethics training in order to allow for more smoothly functioning departments. Significantly, 93 percent of reports are departmentally routed to management. There is increasing availability of software support for auditing departments. The overall sense is that internal audit departments are not growing as fast as is the scope of the auditors' responsibilities. Tables with survey results are included. Desc.: Internal Audit; Auditing; Audits; Auditors; Survey; Growth Auditing Standards; Auditing Policies; Departmentalization Y019075 9 0337402 IAU850?046 Reporting Audit Results. DeBerry, L.B. Kaiser Aluminum & Chemical Inc., Oakland, CA Internal Auditor Vol.42, No.2, April 1985, P. 46-48. 3 Pages. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ITAUAB ISSN: 0020-5745 Doc. Type: Jrnl Art. Type: Feature It is imperative that those in decision making positions receive, understand, and utilize the results of auditing procedures. In order to accomplish this, these results should be timely, clear, and brief. The detailed parts of audit reports should include information on the following: 1) criteria; 2) what is actually going on financially; 3) the possible consequences of the variance between condition and idea; 4) why things are the way they are; 5) recommendations; and 6) room for response. A report summary should include the scope and timing of the audit, the timing of the exit conference, an overall opinion, and any observations made. Organizational communication must be effective for an organization to function effectively. Desc.: Audits; Auditing; Auditing Policies; Auditing Standards; Communication in Organizations; Organizational Communications; Reporting System; Report Writing; Auditors Y019075 10 0337397 IAU85D?057 Auditing For Faculty Management. TKach, V.W. U.S. Air Force, St. Paul, MN Internal Auditor Vol.42, No.2, April 1985, P. 57-60. 4 Pages. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ITAUAB ISSN: 0020-5745 Doc. Type: Jrnl Art. Type: Applications Faculty accountability is necessary in order to measure the performance of faculty members in an educational facility. It is the auditors' responsibility to review faculty management using standards acceptable to the U.S. General Accounting Office. Any reports submitted should include the views of those in positions of responsibility on the findings, as well as their recommendations when necessary. Measurements of accountability should include examination of faculty use, selection, training, and evaluation. The object is to determine if faculty members are being utilized effectively and efficiently. The use of auditors who abide by acceptable standards can facilitate measurement of faculty performance. Charts are included which exemplify a questionnaire used and faculty work week distribution. Desc.: Audits; Auditing; Auditing Standards; Auditing Policies; Education; Human Resource Management; Performance Appraisal; Employee Evaluation Y019075 11 0337395 IAU85D0061 Operational-Auditing Indicators For Cost Savings Reeve, J.T. Internal Auditor Vol.42, No.2, April 1985, P. 61-65. 4 Pages. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ITAUAB ISSN: 0020-5745 Doc. Type: Jrnl Art. Type: Applications It is the responsibility of the internal auditor to analyze what is being done within an organization and how, with an eye to ways to increase efficiency. Cost reductions can occur in three ways: 1) reduction of waste; 2) increase in efficiency; and 3) increase in productivity. In order to discover the problems, the auditor should study the procedures in question, looking for: 1) payroll fraud; 2) purchasing favoritism, such as no competitive bidding, small purchases, emergency procurement, plush items, restrictive specifications, unmet schedules, and excessive returns; 3) personnel problems; 4) inefficient use of, or obsolete, plant and equipment; and 5) inventory problems. Auditors should be careful not to be too demanding in areas of control, so as to allow for flexibility. Desc.: Auditors; Internal Audit; Audits; Auditing Policies; Auditing; Cost; Cost Standards; cost Saving; Cost Benefit Analysis; Productivity; Performance Y019075 12 0336977 ACT85C0026 Keeping Local Authority In Check. Chandler, R. University College, Cardiff, Wales The Accountant Vol.192, No.5734, March 21, 1985, P. 26-27. Co. of Pub.: England Lang.: Eng. ISSN: 0001-4710 Doc. Type: Jrnl Auditors of local government units in the United Kingdom are guided by procedures and standards issued by the Chartered Institute of Public Finance and Accountancy. Auditors are to maintain independence from the unit under audit and are to look for any illegal or irregular acts or fraud. Also, the economy, efficiency and effectiveness of the local government's operations should be evaluated. The auditors' opinion generally follows the same format used for other clients, with additional disclosures or qualifications as needed. Desc.: United kingdom; Accounting; Public Accounting; Auditing; Accounting Audit; Audits; Accounting Firms; Accounting Standards; Auditing Policies; Auditing Standards; Government; Governments; Local Government; Municipalities; Municipal Government Y019075 13 0335275 ZIP84K0043-3 MSMA To Set-Up Councils. Anon ZIP/Target Marketing Vol.7, No.11, No. 1984, P. 43. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ZIPPDE ISSN: 0160-4090 Doc. Type: Jrnl Art. Type: Industry News The Mail Systems Management Association (MSMA) is a new professional organization whose purpose is to help mail managers increase their professionalism. MSMA's board of directors voted to set up special interest groups within each of the organization's chapters. Each of the special interest groups will have a committee appointed for it. The purpose of the committee will be to gather files of articles, case histories and other information that pertain to mail problems of the particular industry. Desc.: Marketing; Direct Marketing; Professional Associations; Management; Professional Standards; Professionals Committee; Information Y019075 14 0334944 BUR84P0052 Local Government Professionalism. Ammons, D.N.; King, J.C. North Texas State University, Bureaucrat Vol.13, No.2, Summer 1984, P. 52-57. 6 Pages. Co. of Pub.: U.S.A. Lang.: Eng. ISSN: 0045-3544 Doc. Type: Jrnl Art. Type: Current Issues; Editorial; Feature; Research Findings SPECIAL FEATURES: Bibliography: 4 references; Definitions for professionalism encompass lengthy lists of standards self imposed by members of the designated group, including education requirements, conduct, and licensing. It is suggested that the development of a professional aura for public administrators may not ultimately be in the public interest in a democracy. The public is not convinced that a set of professional standards will improve performance, or is needed. Desc.: Public Administration; Public Interest; Professionals; Professional Conduct; Professional Standards; Democracy; Local Government; Standards Y019075 15 334129 MED85A0057 Advertisers Flock To Ad-Supported Syndication. Paskowski, M. Marketing and Media Decisions Vol.20, No.1, Jan. 1985, P. 57-59, 62+. 5 Pages. Co. of Pub.: U.S.A. Lang.: Eng. ISSN: 0025-6900 Doc. Type: Jrnl Art. Type: Feature; Industry News SPECIAL FEATURES: includes Photographs, Tables; The 1984 Network Television advertising volume was nine billion dollars compared to 1984 syndication advertising volume of 500 million dollars. Even with this discrepancy, ninety-six of the nation's top 100 advertisers participated in syndication media. Most advertisers allocated from five to ten percent of their network television budgets to syndicated programming. A newly formed Advertising Syndicated Television Association (ASTA), created in 1983, is determined to maintain a professionalism among the syndicating ranks. Dennis Gillespie, the 1985 president of the ASTA, believes the syndicating industry has one problem. It is research. ASTA and A.C. Nielsen are working to provide the figures advertisers require as assurance of the credibility of syndicated programming. The 1985 National Association of Television Program Executives (NATPE) meeting is hoped by any advertisers and agencies to provide stable contracts on first run syndication many believe will hold down network rates. Other Ad executives merely hope for guaranteed prices and ratings. Independent stations are fighting to preserve some control over their inventory time. Gillespie says the independents should not fear that the ad sponsored programming is taking away from their spot budgets. Rather, that it is decreasing network advertising and increasing the strength of the syndication and independent television industry. Tables of ad supported programming and a photograph of ASTA president, Dennis Gillespie are included. NAMED PERSON: Gillespie, Dennis - President, Advertiser Syndicated Television Association - Spokesman Desc.: Television; Television Advertising; Syndication; Sponsor; Program Sponsor; ?arter; Advertising Medium; Television Industry; Advertising; Professional Standards Y019075 16 327226 DIR8?K0006 A Revolution Within Five Years. Kennedy, C. The Director Vol.38, No.4, Nov. 1984, P. 6, 11. Co. of Pub.: England Lang.: Eng. ISSN: 0012-3242 Doc. Type: Jrnl Art. Type: Brief Note; Theory Sir Charles Villiers, author of Start Again, Britain, feels a total change in attitude toward business is necessary in British society with the establishment of a business culture which values professionalism, quality and performance. Villier's message is directed mainly to middle management. The accomplishments of Japanese business since 1945 are used as models. Similar changes in British society should take five years. NAMED PERSON: Villiers, Charles - Author - Desc.: Attitude Change; Public Opinion; Professional Conduct; Quality of Work; Performance; Business; Great Britain; Professional Standards; Job Performance; Work Ethic Y019075 17 324926 ACI84D11P0-P Professional Organization For Financial Counselors. Mason, J. Brigham Young University, Provo, UT, 84602 CONFERENCE: Consumer Responsibility/Corporate Responsibility, Atlanta, GA, April 11-4, 1984 American Council on Consumer Interest Proceedings Vol.30, April 11, 1984, P. 260-261. Co. of Pub.: U.S.A. Lang.: Eng. ISSN: 0098-9258 Doc. Type: Proceedings Art. Type: Industry News A meeting will be held in October 1984 to attempt to organize a professional association for financial counselors. The organization could be important in improving the professionalism of the financial counselor. Financial counseling as a profession would be clarified. The proposed organization would focus on six major areas. These are research, education, internships, placement, certification and the establishment of a professional Jrnl. Desc.: Financial Service Industry; Counseling; Professional Associations; Organization; Goals and Objectives; Financial Planning; Financial Management; Professional Standards; Certification Y019075 18 323145 VIT84J0755 The 'Principal' Background Of Education: Is Teaching Today a Professions Brown, T.R. Vital Speeches of the Day Vol.50, No.24, Oct. 1, 1984, P. 755-757. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ISPAG ISSN: 0042-742X Doc. Type: Jrnl Art. Type: Speech In a speech given by Thomas R. Brown, President Emeritus of Glassboro State College given to the Summer Graduate Education Workshop at Lehigh University on July 25, 1984, he stated that the American system of public education is being severely criticized, and many of its critics demand and expect global changes. The criticism coincides with the weakening of traditional family values and many other problematic social issues: drugs, alcohol, gangs. There is also a crisis of sorts in the teaching profession, endangered by the rift between the teachers and education administrators. where teaching is identified with labor. Abrupt changes would, under the circumstances, create absolute chaos. The three issues to be dealt with are: to restore professionalism to teaching, in which teachers and administrators clearly realize their responsibilities and overlapping commitment; to introduce evolutionary, incremental educational ionizations and changes, as resolutions could be destructive; to achieve visible and influential leadership under which every school would pursue goals worked out by a principal representing above-average commitment to education as a profession, as a research field for improvements, to development and growth for both teachers and administrators. Desc.: U. S.; Education; Teaching; Schools; Professionals Professional Responsibility; Professional Standards; Training and Development; Administration; Unions; Certification; Improvements; Leadership; Supervision; Goals and Objectives Y019075 19 317781 PEW84G0057 Perspective on Investments - Professionalism Begets Professionalism. Burroughs, E.B. International Brotherhood of Teamsters, Washington, DC Pension Worlds Vol.20, No.7, July 1984, P. 57, 60. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: PEWODA ISSN: 0098-1753 AVAIL.: Avail. from Management Contents Doc. Type: Jrnl SPECIAL FEATURES: includes Photographs; How a fiduciary relates to the manager can inhibit or stimulate the investment process. A list of suggestions for fiduciaries that want to be good clients is provided. A plan for improving communication between a client and manager is discussed. A photograph of Eugene B. Burroughs, the author, is included. Desc.: Professionals; Professional Conduct; Professional Standards ; Benefits Management; Investor Behavior Y019075 20 317025 PAD84F0084 The Codification Project And Its Importance To Professionalism. Tornow, W.W. Personnel Administrator Vol.29, No.6, June 1984, P. 84-86, 88+. 8 Pages. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: PEADAY ISSN: 0031-5729 AVAIL.: Avail. from Management Contents Doc. Type: Jrnl SPECIAL FEATURES: Bibliography: 10 references; includes Diagrams, Table; Personnel Decisions Research Institute (PDRI) in Minneapolis, Minnesota, conducted research to enable codification and definition of the knowledge requirements for the human resource management profession. The history of the Codification Project is outlined in a sidebar. The study describes how the experts were chosen to define the required body of knowledge. A diagram shows the stages of expert nominations and the workings of the Diagnostic Delphi Questionnaires (DCQ). The distribution of the nominees by work role and type of organization, as well as a sampling of their responses, are shown in tables. The revised study guides that were published by Personnel Accreditation Institute (PAI) contained the information based on the results of the Codification Project. Accreditation tests have also been updated. PAI will continue as ongoing process such projects as: evaluation of standards; development of a curriculum guide for colleges and universities; designing reference sources for business executives; and its main project - a more comprehensive occupational handbook - a significant tool for professional accreditation, codification of standards, and other professional development measures, is expected to be available by the end of 1984. Desc.: Human Resource Management; Industrial Relations; Professionals; Professional Standards; Delphi Technique; Measurement Techniques; Survey Y019075 21 317020 PAD84F0103 Professionalism In Personnel. Haigley, C. Personnel Accreditation Institute, Alexandria, VA Personnel Administrator Vol.29, No.6, June 1984, P. 103-104, 106. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: PEADAY ISSN: 0031-5729 AVAIL.: Avail. from Management Contents Doc. Type: Jrnl A series of opinions are expressed by a group of personnel professionals currently in management positions at the American Society of Personnel Administration (ASPS), the Personnel Accreditation Institute (PAI), and their main study - the Codification Project, in bringing the human resource management practice to its current height of professionalism. Educational, training, and testing requirements of the professional practitioner are described. A sidebar gives information on accreditation tests. Growth of prestige and salaries in the profession are noted. Ways of getting into the profession are outlined, and main resource Pub.s are mentioned. Desc.: Human Resource Management; Professionals; Professional Standards; Professional Associations; Certification; Education Requirements Y019075 22 316975 JOC84K0014 Are You a Careerist or a Professionals Wilcox, D.L. San Jose State Univ., San Jose, CA Communication World Vol.1, No.13, Nov. 1984, P. 14-17. Co. of Pub.: U.S.A. Lang.: Eng. AVAIL.: Avail. from Management Contents Doc. Type: Jrnl Art. Type: Feature Professional communicators need to incorporate the hallmarks of what makes a profession into their daily work. Articles about concepts of professionalism need to be balanced with careerist topics in the Jrnls of the field. Licensing may not be the answer. It is more important that a set of professional values and norms exist and that the practitioner is more loyal to these standards than to the employer. Skilled communicators need to assume more responsibility for the public trust. Desc.: Public Relations; Professional Ethics; Professional Responsibility; Professional Standards; Professionals Y019075 23 312961 IAU84H0020 Peer Review: Friend or Foe Warner, H.C Power Corp., Lt. Petersburg, FL Internal Auditor Vol.41, No.4, Aug. 1984, P. 20-24. 5 Pages. Co. of Pub.: U.S.A. Language: English CODEN: ITAUAB ISSN: 0020-5745 AVAIL.: Avail. from Management Contents Doc. Type: Jrnl The American Institute of Certified Public Accountants (AICPA) established a practice review program which involved reviewing audit reports for possible reporting deficiencies and informing practitioners of any substandard practice. The purpose of an external review is to appraise the quality of an internal audit department's operations, particularly to assess compliance with the standards. The person performing such a review should be independent of the organization. Widespread use of peer review will depend on the professional's ability to institutionalize the process. The profession needs constructive reviews. Under some peer review mentality, the more review findings the more the organization is in danger of failure and punishment. Desc.: Audits; Auditing Policies; Peer; Peer Group; Review; AICPA Internal Audit Y019075 24 312960 IAU84H0016 Excellence Demands Commitment. Marsh, H.L. Institute of Internal Auditors, Internal Auditor Vol.41, No.4, Aug 1984, P. 16-19. 3 Pages. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ITAUAB ISSN: 0020-57?5 AVAIL.: Avail. from Management Contents Doc. Type: Jrnl Art. Type: Feature A professional association's strongest asset is the commitment and dedication of its members. Personal commitment in the right direction is the only way to attain excellence. No enterprise of any importance succeeds without commitment. The Institute of Internal Auditors has a firmly based educational delivery system for members of all experience levels. Internal auditors must be committed to support management's effort. Internal auditors are an important adjunct to the top management team. Desc.: Challenge; Professional Associations; Professionals; Internal Audit; Management Y019075 25 312948 CPA84J0052 The Audit as a Scientific Investigation. Oliverio, M.E. Pace Univ., CPA Jrnl Vol.54, No.10, Oct. 1984, P. 52-60. 19 Pages. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: CPAABS ISSN: 0732-8435 AVAIL.: Avail. from Management Contents Doc. Type: Jrnl Art. Type: Feature SPECIAL FEATURES: Bibliography: 15 references; Based on the prior years' experience the audit partners, manager and senior establish the design for the audit and the time budget. The professional staffs are introduced to the audit tasks generally after the overall planning is done. The planning phase must include a specification of the procedures. The final phase of planning is the careful communication to the audit staff of what needs to be done. In scientific methods there is a carefully designed plan for audit. Descriptors: Audits; Investigation; Science; Planning; Manager; Budget; Staff Organization; Auditors; Standards Y019075 26 311796 JAC84E0077 GAAS: Reconsidering the Ten Commandments. Jacobson, P.D.; Elliott, R.K. Peat Marwick Mitchell & Co., NY Jrnl of Accountancy Vol.157, No.5, May 1984, P. 77-88. 8 Pages. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: JACYAD ISSN: 0021-8448 AVAIL.: Avail. from Management Contents Doc. Type: Jrnl Art. Type: Feature The ten Generally Accepted Accounting Standards (GAAS) focus on a single service that is the ordinary examination of historical cost financial statements. A variety of services performed by independent accountants are not included in the ten standards. There is a need to reconsider the standards. The purpose of standards should be to establish requirements that help protect the public from inadequate attest work. Market forces are nevertheless relevant to considering which standards are needed. The scope and applicability of the standards should be governed by a definition of the attest function instead of a list of types of engagements. Reconsideration of the ten standards is close to inevitable but few members of the profession will not follow the deliberations closely. Desc.: GAAS; Auditing; Standards; Financial Statements; historical Cost; Accountants; Public; Market; Reform; CPA Y019075 27 309504 CPA84I0034 Selecting an External auditor For Government Organizations - Part 1. Harrell, R.D.; Haas, R.J. Touche Ross & Co., CPA Jrnl Vol.54, No.9, Sept. 1984, P. 34-44. 6 Pages. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: CPAABS ISSN: 0732-8435 AVAIL.: Avail. from Management Contents Doc. Type: Jrnl SPECIAL Features: Bibliography: 2 references; Government officials use a variety of techniques to select external auditors. Auditor selection techniques tend to vary with government official's attitudes toward the importance of external audits. When choosing an external auditor government officials should look for auditors who possess qualifications appropriate to the type of audit to be conducted. Most government officials employ some request for proposed process (RFP) to select external auditors. Government officials should verify auditors within the RFP. They should specify clearly the audit requirements and technical standards which the selected auditors are required to follow. Most states require the competitive bid RFP process for auditors selection. Desc.: Auditors; Auditing; Qualifications; Government; Competition ; Bidding; Eligibility; Proposal Y019075 28 309502 CPA84I0011 Problems of the Small Business Audit. Beryan, E.L.; Rouse, R.W. CPA Jrnl Vol.54, No.9, Sept. 1984, P. 11-16. 15 Pages. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: CPAABS ISSN: 07328435 AVAIL.: Avail. from Management Contents Doc. Type: Jrnl Art. Type: Feature Auditing of small business is essential to their operation. But it presents unique challenges to practitioners in relation to the standards of independence and the study and evaluation of internal accounting control. The standard of independence is often difficult to apply in the small business audit because of the extensive close involvement of the practitioners with the client. In the audit of a small business the practitioner frequently serves as an advisor or consultant. Independence is essential to the auditability of any entity. Internal control is more limited in small business. If the manager is willing to become involved and informed internal accounting controls can be introduced. Desc.: Small-Scale Industry; Auditing; Solutions; Auditors; Accounting; Independent; Client Relationship; Challenge; Consultant; Controls; Small Businesses Y019075 29 305929 IAU83D0046 An Attack on Financial Fraud. Goecks, R.L. Internal Auditor Vol.40, No.2, April 1983, P. 46-48. 3 Pages. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ITAUAB ISSN: 0020-5745 AVAIL.: Avail. from Management Contents Doc. Type: Jrnl Art. Type: Column An auditing approach emphasizes identification of fraud indicators and investigation when an indicator is detected. Acts of fraud are events. Fraud is complicated and must be proven. Indicators of fraud can be detected and depended on to trigger investigation. These indicators must be highly reliable. The 1943 case, Spies versus U.S. defined several indicators of fraud, calling them affirmative acts of fraud. The concept of event analysis places the internal auditor and management in a position that can be defended in the event that lawsuits are filed by the investigated party. Internal auditors are advised to study the Federal Rules of Evidence for United States Courts and magistrates and shift to these standards in relying on evidence. When fraud is suspected, indirect auditing strategies should be used. Desc.: Fraud; Internal Audit; Analysis; Auditing; Standards; Evidence; Indicators; Auditors Y019075 30 305925 IAU83D0028 Foreign Corrupt Practices Act: Where Do We Go from Here Root, S.J. Internal Auditor Vol.40, No.2, April 1983, P. 28-30. 3 Pages. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ITAUAB ISSN: 0020-5745 AVAIL.: Avail. from Management Contents Doc. Type: Jrnl Corporate accountability, the Foreign Corrupt Practices Act (FCPA), and their effect on the value of internal auditors' services to management are analyzed. Areas emphasized include: Securities and Exchange Commission (SEC) requirements; General Accounting Office (GAO) survey results; audit standards of the American Institute of Certified Public Accountants (AICPA); changing attitudes; and examples of a multirole resource. Increased automation of systems requires changes in internal audit control. Increased use of computer-assisted audit techniques is recommends. Internal auditors should become more creative in aiding in fraud prevention and detection. Desc.: SIC; AICPA; Internal Audit; Management; Accountability; Fraud Y019075 31 305132 MSI83K0250 Evaluating 'Value for Money'. Sharp, K.J. Management in Government Vol.38, No.4, Nov. 1983, P. 250-260. 11 Pages. Co. of Pub.: England Lang.: Eng. ISSN: 0263-4678 AVAIL.: Avail. from Management Contents Doc. Type: Jrnl The pursuit of value-for-money stems, largely, from the prevalence of two factors in the public sector. First is that many of the activities of the public sector have outputs which are not capable of measurement in financial terms. Second is that even where the outputs are capable of such measurement, the public sector entity is frequently a monopoly supplier. That part of the auditing profession which has been involved with the public sector has itself formalized auditing responsibilities under two main headings: 1) Financial Propriety and Regularity and 2) Economy, Efficiency, and Effectiveness (the three E's). The achievement of economic administration is dependent on management information and financial control systems being so organized that managers are aware of the full cost of the resources which they consume and the purposes for which all expenditure is made. Desc.: Public Sector; Great Britain; Money; Financial Planning; Auditing; Auditing Standards; Analysis Y019075 32 304040 GAO840036-1 AICPA Approves Interpretations of SAS No. 30. Anon GAO Review Vol.19, No.2, Spring 1984, P. 36. Co. of Pub.: U.S.A. Lang.: Eng. ISSN: 0016-3414 AVAIL.: Avail. from Management Contents Doc. Type: Jrnl Art. Type: Current Issues The American Institute of Certified Public Accountants (AICPA) issued interpretations of SAS No.30. This auditing standard involves reporting on internal accounting control. One interpretation allows modification of the wording of the reports as illustrated in SAS No.30, provided that the modification still meets the requirements. Another interpretation notes that the auditor can modify the illustrative report to describe more fully a minimum study and evaluation as required by SAS No.1. Two other interpretations illustrate reports that are appropriate to meet certain requirements set forth by the General Accounting Office. Desc.: Accounting Standards; Auditing Standards; AICPA; Accounting ; government; Control; Internal Audit; Interpretation Y019075 33 304037 GAO84N0028 Training at GAO: A Progress Report. Cowie, H.R. General Accounting Office, GAO Review Vol.19, No.2, Spring 1984, P. 28-29, 40. Co. of Pub.: U.S.A. Lang.: Eng. ISSN: 0016-3414 AVAIL.: Avail. from Management Contents Doc. Type: Jrnl The General Accounting Office's (GAO's) Office of Organization and Human Development (OOHD) consolidates resources which involve the training and human development functions into one organization. Training is necessary and valuable in carrying out the GAO's varied activities. Increased computer usage, audit computerization, and other office automation techniques also require additional training. The effect of changes in the OOHD can be analyzed in two major ares: training development and training delivery. A broader-based curriculum approach, rather than a task-oriented approach is now being employed in the design of training courses. the Full Performance Audit Group is the first review group to be formed. Its development techniques can be used in designing audit training in all branches. Unique programs have been developed for the Information Management and Technology Division (IMTEC) and the National Security and International Affairs Division (NSIAD), due to specialized learning needs. In training delivery, operations have been streamlined. The registration system has been computerized. A large investment in a quality assurance/quality control program is another new venture. Standards have been developed for manuals, instructors, cost and return-on-investments. The increased volume of training required identification of training facilities. Training is not the only solution. Job restructuring, supervisory control or recruitment efforts may provide better solutions. Desc.: Federal Government; Government; Training and Development; Human Resource Development; Job Training; Training Method; Instruction; Government Employee; Public employee Y019075 34 299362 CAM84E0092 The External/Internal Auditor Relationship - Part 2. Peters, R.D. CA Magazine Vol.117, No.5, May 1984, P. 92, 94-95. Co. of Pub.: Canada Lang.: Eng. CODEN: CCHAA5 ISSN: 0317-6878 AVAIL.: Avail. from Management Contents. Doc. Type: Jrnl Art. Type: Column The internal auditor can be of significant assistance to the external auditor. The internal auditor's organizational responsibilities need to be documented and to include the degree of involvement in the external audit. A planning session between the two auditors should cover issues of timing, staffing, test procedures, responsibility for the review of working papers and use of new techniques and standards, after which a memorandum should be prepared. Contact, in the form of reports from the Internal auditor, need to be maintained throughout the year. Evaluation of performance can improve the quality of the relationship. Internal audit involvement is especially increasing in computer auditing and comprehensive audits as the internal auditor is so intimately involved with these events. Nearly all sources on the subject predict expansion of the role and responsibility of the Internal auditor; many even mention excluding the external auditor. Many organizations recognize the benefits of this increased self-regulation. Desc.: Auditing; Internal Audit; Independent; Auditing Policies; Cooperation; Accounting; Client Relationship Y019075 35 299346 CAM84E0014-1 Canada a Leader in Worldwide Financial Reporting. Anon CA Magazine Vol.117, No.5, May 1984, P. 14. Co. of Pub.: Canada Lang.: Eng. CODEN: CHAA5 ISSN: 0317-6878 AVAIL.: Avail. from Management Contents. Doc. Type: Jrnl ARTICLE Type: Research Findings SPECIAL FEATURES: Bibliography: 1 references; According to a survey entitled 'survey of Accounts and Accountants 1983-84' recently published by London, England based International Accounting Bulletin, Canadian companies' financial statements are among the best in the world. The United States had the highest overall standards. Two of the top twenty-five out of 250 surveyed were Canadian corporations, Imperial Oil and Norancla Mines. One of the major differences in reporting cited by the survey was the method of reporting to the press. Standardized reporting practices would be helpful. Some companies use unusual or inappropriate accounting policies, but the auditors expressed no disagreement. The question of auditor independence is raised due to the proliferation of advisory services offered to audit clients. The views of users, especially on accounting for inflation, are inadequately represented by the audit firms. The price is 120 U.S. Dollars. The survey is 270 pages. The address to obtain it is included. Desc.: Canada; Survey; Financial Report; Accounting Standards; Standards; Corporations; Comparison; International Y019075 36 298681 AFC84M0012 Phase Five in an Era of Change for Financial Managers. Shelby, W.L. Armed Forces Comptroller Vol.29, No.1, Winter 1984, P. 12-14. 3 Pages. Co. of Pub.: U.S.A. Lang.: Eng. ISSN: 0004-2188 AVAIL.: Avail. from Management Contents. Doc. Type: Jrnl Financial management has passed through several phases in its historical development. Phase One (pre-1900 to 1941) was the time of the bookkeeper as the need for formal financial record-keeping became evident. Phase Two (1935-1962) the needs grew and required the accountant, who added analysis and advice on financial matters to the record-keeping skills. The comptroller is the financial manager in Phase Three (1985 to 1980) as the need for specialties of programming, budgeting, and accounting, developed. The new manager, the resources manager, has been developing since approximately 1973. This manager manages money and manpower under one umbrella in the armed forces. A time line, illustrates this development. In financial management, change is accelerating and the scope is expanding. The Fifth Phase resources manager fills an even larger spectrum of programs under her responsibility. Already the list includes 1) accounting, 2) program and budgeting, 3) management review and analysis, 4) methods and standards, 5) force development and manpower management, 6) auditing and internal review, 7) economic analysis, 8) industrial engineering, and 9) productivity improvement and management. New, expanding areas include: 1) commercial activities, 2) organization effectiveness, 3) equipment and facilities modernization, and (4) integration of automated equipment. The dynamic role is essential for the resources manager. Desc.: Financial Management; Manager; History; Accounting; Resource Management; Professionals; Professional Responsibility; Forecasting Y019075 37 298281 COA84M0047 The Critical Need for Educational Standards in Management Accounting. DeMaris, E.J.; Copeland, B.R. North Texas State Univ. Corporate Accounting Vol.2, No.1, Winter 1984, P. 47-53. 7 Pages. Co. of Pub.: U.S.A. Lang.: Eng. ISSN: 0745-5119 Avail.: Avail. from Management Contents. Doc. Type: Jrnl SPECIAL FEATURES: Bibliography: 6 reassurances; includes Chart; Professionalization of accounting education can be evidenced by the development of five year degree programs, accountancy schools separated from other academic areas within business administration, and the emphasis on professional practice. Public accountants have been very involved, but the management accountants have been silent. If management accountants, including internal auditors, cost accountants and data processors, are to be considered professionals, they need to be involved in establishing standards. Three events by the American Institute of Certified Public Accountants (AICPA) have worked to determine standards for public accountants including: 1) Pub. of Horizons for a Profession, 2) co-sponsorship of seminars to discuss the study, and 3) establishment of the Task Force on the Report of the Committee on Education and Experiences Requirements for Certified Public Accountants (CPAs). Much in the Albers Committee (Item No. 3 above) report is of vague to management accounting curriculum. Charts list a sample program, and curriculum recommendations by two sources. Accreditation of schools is described. Contributions to curriculum design by the Federation of School of Accountancy and the National Association of Accountants are discussed. The Certification in Management Accounting (CMA) examination is the only criterion by which to measure expectations, but it is inadequate. Desc.: Education; Management Accounting; Public Accounting; Standards; Professional Standards; Training and Development Y019075 38 298276 COA84M0003 Eye on the SEC: Complying with Reporting Requirements. Robertson, J.C. Securities and Exchange Commission, Washington, DC Corporate Accounting Vol.2, No.1, Winter 1984, P. 3-14. 12 Pages. Co. of Pub.: U.S.A. Lang.: Eng. ISSN: 0745-5119 AVAIL.: Avail. from Management Contents. Doc. Type: Jrnl Art. Type: Research Findings SPECIAL FEATURES: includes Organization Charts; Small companies have taken advantage of less confusing registration of securities offerings, but have found themselves in a position of filing periodic reporting that is required. Reports prepared for the Securities and Exchange Commission (SEC) are generally reviewed by the division of corporate finance. Organization charts for the SEC and the SEC Division of Corporate Finance are diagrammed. Issues that are not resolved in the division are sent to the chief accountant's office. 'Accounting Court' can be avoided if the company holds a prefiling conference with SEC personnel to seek solutions to particular problems they encounter. Reviews after a filing are exhaustive. SEC productivity goals are to review more than half of the Form 10-Ks. Financial problems involving substance versus form issues have evolved during hard financial times. Issues brought to court are discussed. The topics they involve are: 1) financial institutions and goodwill amortization, 2) goodwill which becomes a loss, 3) a thrift's sales of properties and losses, 4) research and development partnerships, 5) the inequitable equity method, 6) materiality with reference to quarterly results. The SEC often informs the Financial Accounting Standards Board (FASB) of areas needing action. The SEC can also make its own rules. Situations requiring changes are listed. Using a corporate audit committee and maintaining objectivity are crucial to avoiding court. Desc.: SEC; SEC Accounting Policies; Accounting Policies; Financial Report; SEC Filings; Small Businesses; Report Writing Y019075 39 298137 IAU84F0066 Internal Auditing - Past, Present, and Future. Dittenhofer, M.A. Internal Auditor Vol.41, No.3, June 1984, P. 66-74. 5 Pages. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ITAUAB ISSN: 0020-5745 AVAIL.: Avail. from Management Contents. Doc. Type: Jrnl Art. Type: Research Findings SPECIAL FEATURES: Bibliography: 4 references; Auditing is based upon accountability. Audit standards declare three kinds of public accountabilities: 1) financial, 2) management and 3) program. Topic areas discussed include: early audits in China and England, auditing in the middle ages in Greece and Rome, twelfth century English internal auditing, early municipal internal auditing, internal auditing since 1800, government audit standards, standards of the Chartered Institute of Public Finance and Accountancy and internal auditing in government today. It is deemed likely that in the near future all governments for a population of over 50, 000 will employ a staff of internal auditors. Audits will be expanded from management-type to efficiency and effectiveness auditing. Internal auditors will need to use microcomputers, financial-analysis methodology and operations-research techniques. Desc.: Internal Audit; Management; Computer; Standards; Training and Development; Government; Accountability Y019075 40 298135 IAU84F0055 Effective Training for Audit-Staff Development. Bell, R.L. Internal Auditor Vol.41, No.3, June 1984, P. 55-57. 3 Pages. Co. of Pub.: U.S.A. Language: English CODEN: ITAUAB ISSN: 0020-5745 AVAIL.: Avail. from Management Contents. Doc. Type: Jrnl A comprehensive training program for internal auditors is needed to face the challenge of increased responsibilities. Relevant topics include: history of Institute of Internal Auditors (IIA) involvement, the changing environment, chapter meetings, seminars, international and regional conferences, Pub.s, other resources and management's challenge. Customized training programs are recommended. Chapter meetings should offer well- constructed and well-delivered lectures on relevant topics. IIA seminars should be re-evaluated and revitalized. Conferences should utilize technologically advanced media to improve presentations. Staff-development programs should include Univ. courses, educational offerings of firms and consultants, Pub.s and in-house training. Desc.: Training and Development; Internal Audit; Education; Goals and Objectives Y019075 41 298131 IAU84F0042 The Essence of Management-Oriented Internal Auditing. Sawyer, L.B. Internal Auditor Vol.41, No.3, June 1984, P. 42-47. 6 Pages. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ITAUAB ISSN: 0020-5745 AVAIL.: Avail. from Management Contents. Doc. Type: Jrnl Art. Type: How-To The purpose of internal auditing and its essence are explored. Emphasis is placed on the aims of the profession as to assistance, consisting and teaching. Its appraisal methods have become management-oriented rather than accounting-oriented. Internal auditors are staff members, not managers or executives. The job is to make managers look good, identify weaknesses and correct them. Internal auditors should be educated and prepared to plan, organize, direct and control. Examples of deficiencies auditors encounter include: (1) failure to register all assignments, (2) inability to design effective reports, (3) incompletion of long- term projects, (4) hiring personnel without careful review of former employment records and (5) permitting unsupervised access to assets. Internal auditors are advised to make a list of all risks to management adequacy and check each area to prevent trouble. A discussion of how internal auditors can help boards of directors is included. Desc.: Management; Internal Audit; Standards; Management Training Y019075 42 298130 IAU84F0036 Reflections on Directions and Opportunities. Mautz, R.K.; Tiessen, P.; Colson, R.H. Internal Auditor Vol.41, No.3, June 1984, P. 36-41. 6 Pages. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ITAUAB ISSN: 0020-5745 AVAIL.: Avail. from Management Contents. Doc. Type: Jrnl Art. Type: Research Findings There is a bright future ahead for internal auditing. Discipline, direction and innovation will be required. Brave leadership of the profession can develop it to reach its optimum potential. The following features are discussed: (1) the breadth and scope of internal audit activities, (2) the relative proportions of career and non-career internal auditors at staff and director level (3) the absence of any recognized center of interest to identify internal auditing, (4) the high esteem of the profession, (5) internal auditing's great potential for added service, (6) the vital significance of an understanding management control and (7) the opportunity for continuing progress in the development of standards. The scope of internal auditing includes testing, evaluation and initiation of new internal control features. The diversity of the profession is emphasized. Desc.: Research and Development; Internal Audit; Career Development; Standards Y019075 43 298129 IAU84F0035 Toward Unlimited Horizons. Geanopulos, L.N. Internal Auditor Vol.41, No.3, June 1984, P. 35. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ITAUAB ISSN: 00205745 AVAIL.: Avail. from Management Contents. Doc. Type: Jrnl Art. Type: Column; Biography Victor Z. Brink is an academician an educator. He is author, accountant and finance man. He is author, of Internal Auditing published by Ronald Press Company, 1941, New York. At the age of seventy-eight he is coauthoring an auditing casebook. He believes there are unlimited horizons for the Institute of Internal Auditors (IIA) NAMED PERSON: Brink, Victor Z.- Educator, Columbia Univ.- Achievements and Awards Desc.: Education; Internal Audit; Growth; Accounting Y019075 44 298128 IAU84F0029-2 One Man's View of the Key Issues. Brink, V. Internal Auditor Vol.41, No.3, June 1984, P. 29-34. 6 Pages. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ITAUAB ISSN: 0020-5745 AVAIL.: Avail. from Management Contents. Doc. Type: Jrnl Chief issues challenging internal auditors are complex. Solutions to problems must be tentative as concepts are still evolving and subject to change. Specific areas discussed include: the future environment, the product, the customers, achieving independence, relating to the external auditor, charting the course and preparation and training methods. The internal auditor has two significant responsibilities: maintenance of efficiency and integrity of the system and improvement of productivity. There are limitless opportunities for the internal auditors of the present and future. The full potential for building a good future of service must not be wasted. Desc.: Auditing; Internal Audit; Auditing Standards; Professional Responsibility; Education Y019075 45 298127 IAU4F0029-1 The Professional Internal Auditor - What Why and How Brink, V. Internal Auditor Vol.41, No.3, June 1984, P. 29-35. 7 Pages. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ITAUAB ISSN: 0020-5745 AVAIL.: Avail. from Management Contents. Doc. Type: Jrnl Victor Brin discusses the elements essential to a view of internal auditing as an established profession. Internal auditing is a profession because it has: an identifiable service role to society, a recognized body of knowledge, respected standards, acceptance of responsibility for disiciplining members and motivation toward improvement through development of research and education. The Institute of Internal Auditors (IIA) developed standards in 1976 and works to expand them. There is a certification program to recognize those with adequate education and skills. Obstacles to being an individual professional are analyzed. Some of the problems include: procrastination, lack of objectivity, laziness and distorted values. A practical guide for becoming more professional concludes the analysis. Desc.: Analysis; Internal Audit; Education; Research; Standards Y019075 46 298126 IAU84F0024 From the Editor's Desk. Mints, F.E. Internal Auditor Vol.41, No.3, June 1984, P. 24-28. 5 Pages. Co. of Pub.: U.S.A. Lang.: Eng. CODEN: ITAUAB ISSN: 0020-5745 AVAIL.: Avail. from Management Contents. Doc. Type: Jrnl Art. Type: Column Frederick E. Mints, former editor of the Internal Auditor (IA), reminisces on changes in the publishing of IA and the history and development of auditing. He was the author of the first article in IA that used the term operational auditing. His personal comments focus on educational program development, the growth of the Institute of Internal Auditors (IIA and influential IIA leaders. The key contributions of five men are reviewed. In 1952 the IIA had 2550 members. Today it has 26, 800 with 171 chapters in the United States, Canada and around the world. Professor Mints recommends meetings, seminars and Pub. readings to all auditors and students who wish to succeed. NAMED PERSON: Mints, Frederick, E.- Educator- Spokesperson Desc.: Internal Audit; Education; Organization Planning; Growth Y019075 47 298119 GOF84C0003 Selecting an External Auditor. Harrell, R.D.; Haas, R.J. May Jima & C., Tallahassee, FL Governmental Finance Vol.13, No.1, March 1984, P. 3-11. 5 Pages. Co. of Pub.: U.S.A. Lang.: Eng. ISSN: 0091-4835 AVAIL.: Avail. from Management Contents. Doc. Type: Jrnl SPECIAL FEATURES: includes Tables; The article aims to aid government officials in development of request for proposals (RFPs) and evaluation of external audits. When establishing an audit RFP the guidelines offered in Exhibit 1, Table 1 and Table 2 should be helpful. Relevant topics discussed include: balance of external audits, requirements, technical standards, balance of price and quality, multiple-year audit contracts, type and size of audit organization, RFP content, application of evaluation criteria and monitoring performance. The RFP should request data on the technical qualifications of the auditors, especially experience, years on the job, education and other specialized training. Areas to be closely monitored include: persons assigned to the audit, on-site involvement of a senior accountant, manager, or supervisor and audit deadlines. It is deemed advisable for more government officials to use RFP processes when selecting external auditors. The result will be lower audit prices and better audit quality. Desc.: Auditing; Government; Guidelines; Benefits Y019075 48 297072 CRJ84M0056 Audit Committees: A Checklist Review of Documents, Procedures, and Events. Braiotta, L.Jr. Corporation Law Review, Vol.7, No.1, Winter 1984, P. 56-63, Bibliog. 1, Jrnl. SPECIAL FEATURES: Bibliog Audit committees assist the board of directors on corporate financial statements. Members of the committee may be subject to liability. Suggestions are made for a thorough exam of the corporation's independent auditors, its internal auditors, and the management representatives. JURISDICTION: U. S. CASE: Escott v. Bar Chris Constr. Corp., 283 F Supp. 643 (S.D.N.Y. 1968) Desc.: Auditing; Auditing Standards; Corporations; 0059; 0625; 0675 Y019075 49 296643 PAR84C0143 Citizenship and Professionalism in Public Administration. Cooper, T. Public Administration Review, Vol.44, March 1984, P. 143-151, Bibliog. 32, Jrnl. SPECIAL FEATURES: Bibliog The legitimization source of public administration in a democracy will be found in the role of a citizen. A public administration in a democracy will be found in the role of a citizen. A public administrator is essentially a fiduciary working for the citizenry. The ethical constructs for administrators may be derived accordingly; they include the promotion of horizontal relationships with the regular citizenry and establishing power with, rather than power over, that group. Definitional boundaries of citizenship and citizen are featured. A table shows the results of linking four poles of two dimensions of citizenship. Various academic approaches to the issue are reviewed. Professionalism values on public administration are enclusive of technical proficiency, rational problem solving, and special knowledge. The idea of the citizenry as consumers of the services of public administration is contra-indicated. Response fellows the article. Desc.: Public Administration; Government Agency; Professional Standards; Fiduciary; Education; Citizenship; Tables; Problem Solving; Employee; 0005; 0976; 2013; 1048; 0034; 1236; 2256; 1021; 0958 Y019075 50 296521 MRP82M0402 Professional Values of Public Servants in the United States. Yeager, S.J.; Rabin, J.; Vocino, T. American Review of Public Administration, Vol.16, No.4, Winter 1982, P. 402-412, Bibliog. 23, Jrnl. SPECIAL FEATURES: Bibliog The professionalization of the United States Government has been slow generally. The values which distinguish professionals from other employee groups include use of the professional group as a major referent and belief in self-regulation and public service. There is also a value in calling to the field. Organizational rank has been positively associated with professionalism. Negative effects of tenure on professionalism may be somewhat offset by rank; age has a positive correlation with professionalism due to organizational effects. No findings of sex or gender effects highly correlated to professionalism were evidenced in this study, which involves a huge national sample and characteristics such as education and organizational ranking. Desc.: Public Administration; Tables; Government Employee; Organization Structure; Professional Standards; Hierarchy; Sampling; Education; Age; 0005; 2256; 1006; 0453; 2013; 0196; 0727; 0034; 0831 Y019075 51 296516 MRP2M0319 Professionals in Public Organizations: Organizational Environments and Incentives. Rainey, H.G.; Bickoff, R.W. American Review of Public Administration, Vol.16, No.4, Winter 1982, P. 319-336, Bibliog. 42, Jrnl. SPECIAL FEATURES: Bibliog Professionals' roles in huge organizations have long been researched. Of particular interest to the field of public administration is the phenomenon whereby certain professions have come to dominate public agencies. Three particular notions of professionalism are analyzed as to their meaning for the individual worker in the public bureaucracy. These are notions of the professional, public service professionalism and general public administration professionalism. A table of values related to these professionalism concepts is featured. Many professions continue to be dominated by white males, including civil service management. The principles of equality and professionalism are not theoretically opposed, but seem to be in practice. A schema of links between environmental aspects, organizational factors and individual level impacts for public bureaucracy professionals is featured. Resource constraints, taxpayer support and cutbacks are considered in this schematic. Desc.: Professional Standards; Organization Structure; Professionals; Public Administration; Civil Service; Environmental Constraints; Incentives; Attitude; Government Employee; 2013; 04?3; 2014; 0005; 0808; 0160; 0203; 0966; 1006 Y019075 52 296515 MRP82M0305 Rise and Fall of a Professional Ideal: Particulars Concerning Public Administration. Jones, G.N. American Review of Public Administration, Vol.16, No.4, Winter 1982, P. 305-319, Bibliog. 28, Jrnl. SPECIAL FEATURES: Bibliog Since the founding of the American Society for Public Administration in 1939, the professional ideal of public administrators has grown. The historical development of professionalism in public administration is traced; the future of administrative sciences is seen as essential to social welfare. The failure of management in public administration to recognize changing trends has contributed to the demise of the ideals held in 1939. Performance problems in all phases of public management have been severe. An analysis of idealism is included. Merit must be held as the single criterion of government position assignments. This may engender some conflict with affirmative action groups, but modern public administration needs the best of minds. Desc.: Public Administration; Research; Employee; Job Satisfaction ; Human Resource Development; Professional Associations; Affirmative Action ; Goals and Objectives; Professional Standards; 0005; 0446; 0958; 0221; 0007; 1109; 0631; 0251; 2013 Y019075 53 296514 MRP82M0303 Professionalism in Public Administration: Definition, Character and Values. Rabin, J. American Review of Public Administration, Vol.16, No.4, Winter 1982, P. 303-305, Bibliog. 1, Jrnl. SPECIAL FEATURES: Bibliog Consensus as to the meaning of terms frequently used in public administration research has not been strong. Definitional theories as to profession and professionalism in public administration are developed, as are concepts for the future of professionalism in public administration, concepts of professional values and the character of those values. The efforts of the Working Group on Professionalism in Public Administration are reviewed. To date, the group has not taken a definitive stance on whether public administration is or is not a profession. Emotions related to the issue of professional status for public administration may well underlie many abuses of job situations, particularly in medical and legal fields. A more complete exposition of the constellation of characteristics for a sociological model of profession may be found in the author's former work, which is referenced. Desc.: Public administration; Research; Professional Responsibility; Attitude; Job Motivation; Legal; Medical; Professional Standards; Government Employee; 0005; 0446; 0750; 0966; 0930; 1752; 0849; 2013; 1006 Y019075 54 293016 JAC84D0094 Single Audit Evidence: Are CPAs and Federal Auditors on the Same Track Forrester, R. Jrnl of Accountancy, Vol.157, No.4, April 1984, P. 94-96, 98., Jrnl. Each organization receiving federal funds will only be required to receive a single independent audit. There are different approaches to this by Certified Public Accountants (CPAs) and federal auditors. Questions regarding systems adequacy, audit evidence and limit of systems evaluation point out their differences. With single audits, the coverage will be expanded, but the depth will be limited. Greater sample size is generally called for in a federal audit. Inconsistency is evident in the government's experience with projections of questioned costs. The judgment of independent auditors and government reviewers may differ due to their different environments. The limits at which to reject a system are unclear. To improve this single audit procedure, several steps are summarized. Extensive training programs should be undertaken to prepare and use audit reports. Difference in auditing standards need to be acknowledged. Guidelines on materiality need to be developed to supplement professional judgment. A statistical sample with a confidence level below the ninety five percent level should be acknowledged. The benefit of the CPA in the resolution process should be recognized by federal agencies. Single audits have great potential, but these problems need to be discussed. Desc.: Auditing; Federal Funds; CPA; Federal Government; Government Programs; Professional Responsibility; Systems; Evidence; Internal Audit; Accountability; Certified Public Accountant; 0059; 1533; 0732; 0785; 0304; 0750; 0031; 1500; 0468; 1035; 0732 Y019075 55 292581 IAU84B0041 Writing the Operational Audit Report. Flesher, D.L. Internal Auditor, Vol.41, No.1, Feb. 1984, P. 41-43., Jrnl. The uses of the final report of an audit include persuading, informing and instructing others on techniques needed to improve performance. Often, when instructions have not been followed, it is due to the audit report done previously. Occasionally the report is to be done orally. This should also be done with professional quality. To prepare an audit report, seven steps must be followed: 1) defining the purpose of the report, 2) planning the report format, 3) gathering data, 4) sifting through data, 5) writing the first draft, 6) reviewing and editing the draft, and 7) creating the final report. In a written report, objectives should be clearly stated. The procedures used during the audit need to be outlined as well as the results. Then, recommendations should be clearly described. For good salesmanship, careful attention should be paid to emphasize the positive, using only constructive criticism. Timeliness and quality are other key factors. Desc.: Auditing; Report Writing; Accounting; Internal Audit; Professional Responsibility; 0059; 2087; 0556; 0468; 0750 Y019075 56 292578 IAU84B0029 Internal Auditing Simulation. Clay, R.J.Jr.; Krogstad, J.L.; Smith, G. Internal Auditor, Vol.41, No.1, Feb. 1984, P. 29-33., Jrnl. An audit simulation involving students from Creighton Univ., the Univ. of Nebraska-Lincoln and the Univ. of Nebraska at Omaha and executives from Union Pacific Corporation was designed to provide students with a realistic experience in internal audit. The design was very detailed including company history, description of the officers and its operating procedures which were drawn from authentic data. The simulation involves all aspects of internal auditing ranging from internal control and system flow-charts to petty cash counts using actual coin and currency to Board of Directors' minutes. When a student encounters a deficiency or a dishonest employee, evidence must be documented before it is presented to the 'manager'. A questionnaire was circulated prior to the simulation experience, and again, following it to determine the students' changes in perception. The students believed that human relations skills were more important relative to technical knowledge after the experience. Creativity, imagination and skepticism were more regularly cited as necessary for the professional after the experience. A shift from belief in the relevance of accounting standards to the relevance of accounting principles occurred after the simulation. The number of students interested in internal audit doubled after the experience. Both participant and company benefit by participating. Desc.: Internal Audit; Student; Simulation; Accounting; Education Training and Development; Auditing; Comparison; Survey; CPA; Certified Public Accountant; 0468; 0954; 0264; 0556; 0034; 0273; 0059; 1286; 03?8; 0732; 0732 Y019075 57 288184 AFC83R0043 Research: Another Challenging Opportunity for Professional Military Managers. Lynch, R.; McHugh, J. Armed Forces Comptroller, Vol.28, No.4, Fall 1983, P. 43-45, Bibliog. 1, Jrnl. SPECIAL FEATURES: Bibliog Financial management research was a highlighted topic at a recent military workshop. The workshop was aimed at highlighting the advantages which might accrue to a professional organization with an efficient research program. Writers with experience in other professional organizations' research projects headed the discussion. It is only recently that the professional military comptroller organization has concerned itself with research. In the past several years, the link between professionalism and productive research has grown. The development of research by organizations belonging to the Co. of Accounting Research Directors (CARD) is reviewed. The program of the Association of Government Accountants (AGA) is emphasized. A handbook is available for such program planning. Desc.: Financial Management; Military; Organization Structure; Research; Professional Standards; Auditing; Government Regulation; Productivity; Handbook; 0166; 0820; 0453; 0446; 2013; 0059; 0188; 0662; 1596 Y019075 58 285827 IAU83L0035 Establishing an EDP Training Program. Brown, N.Jr. Internal Auditor, Vol.40, No.6, Dec. 1983, P. 35-39., Jrnl. Objectives for a training program for the auditor on EDP broadly relate to understanding the computer and its function, learning to use one for auditing support and to evaluating its use in an organization. A chart containing nine overall requirements and several training objectives is included. The objectives and performance requirements for general and advance level training according to the Canadian Institute of Chartered Accountants are listed. Needs of the organization in an audit should be evaluated. Level of training should be based on those needs. A graph relates years of EDP audit experience to annual training days needed. An outline of training to achieve the objectives includes classroom work, seminars, on-the-job training and then practical applications. An individual accountant's long-term career plans should be considered when developing his EDP training. Evaluation of the training received is an important part of the program. Desc.: Automation; Computer System; EDP; Accounting; Training and Development; Internal Audit; Control Techniques; Auditing; Auditing Standards; Data Processing; Charts; Information Systems; Graph; 0073; 1299 0495; 0556; 0273; 0468; 0126; 0059; 0625; 0495; 1227; 0213; 0191 Y019075 59 285823 IAU83L0020 Controlling Microcomputers - Don't Overreact. Timko, R.J. Internal Auditor, Vol.40, No.6, Dec. 1983, P. 20-22., Jrnl. Internal auditors tend to panic with the implementation of a computer system which includes microcomputers because they are not easily controlled and are often casually used. Company-wide standards and policies should be drawn up to provide guidelines for their purchase and use. Strong central control should not be relinquished but should not be in an adversarial relationship as it has been used in the past. Central control can be seen as a team approach to allow affordable components that are easily integrated in the company as a whole. Three applications of computers exist and each would require different controls. Forecasting and informational organizations require minimal changes in control. Transactional systems require the higher degree of control. Desc.: Microcomputer; Internal Audit; Control and Planning; Computer System; Information Systems; Implementation; Procedures; Policy; Integrated Approach; Centralization; 0497; 0468; 0313; 1299; 0213; 1641; 2001; 0251; 1685; 0499 Y019075 60 284475 CCJ83K0065 The PR Circus. Meyer, G.J. Communicator' Jrnl, Vol.1, No.4, Nov./Dec. 1983, P. 65-67., Jrnl. The era of publicity brokers is upon us. The aspects of change in the profession are highlighted. Problems of professionalism continue. Issues of status, accreditation, education and power may engender insecurity amongst those in the profession. Desc.: Public Relations; Communication in Organizations; Professional Standards; Analysis; Education; Attitude; Professionals; 0255 00?1; 2013; 0779; 0034; 0966; 2014 Y019075 61 282408 PTM83J0046 Auditing to Better Purpose. Brodie, M.B. Practising Manager, Vol.4, No.1, Oct. 1983, P. 46-51, Bibliog. 3, Jrnl. SPECIAL FEATURES: Bibliog The function of the internal audit is growing. It is being used beyond the traditional image of auditing. By its use management services can be extended. Corporate performance assessment can be enhanced. Managerial performance and effectiveness can also be improved. Desc.: Auditing; Auditing Policies; Auditing Standards; Internal Audit; Management; 0059; 0059; 0625; 0468; 0605 Y019075 62 282005 NUP84A13041 Zeltin Sees ICP's Influence Growing. Lyons, L. National Underwriter - Property & Casualty Insurance, Vol.88, No.2, Jan. 13, 1984, P. 4., Tabloid. Insurance Conference Planners (ICP) is an informal information and communication network. The high degree of professionalism makes the insurance industry unique. The chairman of ICP, John D. Zeltin plans improvements for the organization. Desc.: Meetings; Communication; Communication Systems; Planning; Insurance Industry; Professional Standards; Communication Industry; 1808; 0011; 0403; 0251; 0728; 2013; 0012 Y019075 63 281941 NUH84A14041 Zeltin Sees ICP's Influence Growing. Lyons, L.J. National Underwriter - Life & Health Insurance, Vol.88, No.2, Jan. 14, 1984, P. 4., Tabloid. Insurance Conference Planners (ICP) is an informal information and communication network. The high degree of professionalism makes the insurance industry unique. The chairman of ICP, John D. Zeltin plans improvements for the organization. Desc.: Meetings; Communication; Communication Systems; Planning; Insurance Industry; Professional Standards; Communication Industry; 1808; 0011; 0403; 0251; 0728; 2013; 0012 Y019075 64 281293 LAS84A0138 There Is Hope if You Can Cope with Change. Koenig, J. Life Association News, Vol.79, No.1, Jan. 1984, P. 138, 140+., Jrnl. A positive attitude toward change is important to survival. Many aspects of recent changes can be used as an advantage. Three categories of opportunities are analyzed. Education and professionalism are important in life insurance. Review and product update are critical priorities. Desc.: Life Insurance; Analysis; Salesmen and Salesmanship; Attitude; Education; Professional Standards; Product Development; 0784; 0779; 0323; 0966; 0034; 2013; 0455 Y019075 65 2759?2 JYM83K0008 Excellence Through Professionalism. Evans, M. Jrnl of Property Management, Vol.48, No., Nov./Dec. 1983, P. 8-15, 66+., Jrnl. The Institute of Real Estate Management was founded in 1933. A history of the past fifty years reflects the same professional standards of knowledge and integrity to be found in the field of property management today. In later years education became specialized and long range planning emphasized professional competence. Desc.: Charts; Real Estate; Management; History; Professionals Conduct; Professional Associations; Education; Property; 1227; 0449; 0605; 1604; 2012; 1109; 0034; 0943 Y019075 66 27113 INS83I0022 Managing with Professionals. Tegner, B. Industrial Society, Vol.65, Sept. 1983, P. 22-23, 38., Jrnl. The definition of a professional is examined. The dangers that accompany professionalism are presented. Guidelines are presented for helping employers to better manage their professional employee. Desc.: Professionals; Professional Standards; Management; Professional Ethics; Guidelines; 2014; 2013; 0605; 2011; 1593 Y019075 67 269633 ACP81X00016 Establishing and Managing a Modern Internal Audit Function. Atkinson, R.M.; Perry, W.E. American Institute of Certified Public Accountants, Inc., Continuing Education Audio Cassette Course, 1981, P. 1-162, $75.00 (subject to change)., Course. It appears that the modern internal auditor will become far more management oriented and the scope of his work will expand from the traditional emphasis on accounting and the financial audit. This course recognizes that role expansion in teaching the necessary steps in developing an effective audit function. Internal auditing is defined and procedures for establishing an internal audit are taught via case studies. Internal audit planning and the internal audit program are also presented by case studies. Other areas covered include field work, internal audit communications, internal audit in an EDP environment, the audit committee, and reporting on internal control. The appendix includes appropriate reprints of professional standards. The entire course may be ordered from Management Contents on-line or at our toll-free number at a cost of $75.00. Prices subject to change without notice. Desc.: AICPA; Auditing; Auditing Policies; Auditing Standards; Internal Audit; Case Study; 0625; 0059; 0059; 0625; 0468; 0096 Y019075 68 269611 ACC83J0100 Draft Auditing Guideline: Reliance on Internal Audit. Anon Accountancy, Vol.94, No.1082, Oct. 1983, P. 100, 102., Jrnl. The guideline examines the procedures of external auditors when relying on the work of internal auditors. The background of the internal audit function and the relationship of the auditors is examined. Planning criteria are outlined. Control criteria are examined along with their recording and evidence. The review of financial statements should follow guidelines. Desc.: Guidelines Internal Audit; Auditing; Auditing Standards; England; Criteria; 1593; 0468; 0059; 0625; 0155; 1361 Y019075 69 269172 PFA83H0027 New CIPFA course on Internal Audit. Bell, J. Public Finance and Accountancy, Vol.10, No.7, Aug. 1983, P. 27-28., Jrnl. There is now a provision for certificate and diploma in Public Sector Internal Audit and Accounting. It was developed in response to internal audit basic training standards. The program is designed primarily for new entrants to executive levels of the internal auditing profession. A table of course and test data is included. Desc.: Accounting; Tables; Public Finance; Training and Development; 0556; 2256; 0667; 0273 Y019075 70 268956 NUH83J1728 Professionalism Today Means Keeping Current. Czepukaitis, V.J. National Underwriter - Life & Health Insurance, Vol.87, No.42a, Oct. 17, 1983, P. 28-29., Tabloid. Insurance education is being affected by three trends. These are the content to be learned, the educational process and accountability for learning. Persons will need to specialize in certain types of financial products. Insurers must be selective in continuing education activities. Both cassette tapes and computer software packages are useful for keeping up with new industry developments. There is also a trend toward government regulation of education. Desc.: Professional Conduct; Insurance Industry; Education; Trends ; Professional Standards; Continuing Education; 2012; 0728; 0034; 2326; 2013; 0034 Y019075 71 264479 IMO83F0010 Professionalism in Third World Insurance Markets Irukwu, J.O. International Insurance Monitor, Vol.37, No.4, June/July/Aug. 1983, P. 10-13., Jrnl. Strengths and weaknesses in the professionalism of Third World insurers are identified. Nigerian standards are used as an example. Most all Third World markets have some form of professional insurance institute. Insurance is a business rather than a service. Professionalism is strong at company managerial levels. It is not strong at the lower levels. More computer sophistication is needed. Insurance personnel are dedicated and have contributed to industry growth and professionalism. Desc.: Insurance Industry; Third World; Nigeria; History; Professional Standards; Professional Conduct; 0728; 0224; 0352; 1604; 2013 2012 Y019075 72 264326 IAU83H0028 Control Flowcharting for Internal Control. Li, D.H. Internal Auditor, Vol.40, No.4, Aug. 1983, P. 28-33, Bibliog. 4, Jrnl. SPECIAL FEATURES: Bibliog A flowchart can be used to evaluate internal control systems. Independence of operations, authorization and work checks need to be looked over. Flowcharts can also be used to gauge the efficiency of processing transactions. A document flowchart shows the flow of information among organizational units. A control flowchart is better for manual operations, but lacks standard symbols. Diagrams are included. Desc.: Internal Audit; Control and Planning; Flow Chart; Information Management; Diagrams; 0468; 0313; 1559; 1672; 1408 Y019075 73 264325 IAU83H0025 Implementing External Reviews Six Years Later. Campbell, T.L.; Narvaez, C.R.; Savage, L.J. Internal Auditor, Vol.40, No.4, Aug. 1983, P. 25-27., Jrnl. An outside auditing study in 1977 found the internal auditing department of a large holding company to be efficient in many respects. Over six years, changes were implemented to rectify this problem. The quality of the staff was improved through an emphasis on education and the hiring of qualified, experienced professionals. Management accepted and learned its responsibilities for maintaining adequate internal control. Training was done to teach auditors to audit for the organization and not just by the book. Peer reviews can help with more specific suggestions. Desc.: Internal Audit; Evaluation; Peer Group; Education; Professional Standards; 0468; 0249; 1945; 0034; 2013 Y019075 74 264323 IAU83H0016 Internal Auditing: Professionals on the Move. Hooper, J.A. Internal Auditor, Vol.40, No.4, Aug. 1983, P. 16-19., Jrnl. Internal auditors have reached a position of greater prominence in business. As information processing grows so does the depth and breadth of internal auditing. The future of the profession lies with its participation with management. Independence is still needed and capability with management needs to be developed. The Institute of Internal Auditors is an international organization to support and promote the future of internal auditing. Desc.: Internal Audit; Professional Associations; Growth; Management Consultant; 0468; 1109; 0311; 0048 Y019075 75 263395 CPA83H0038 SAS 43 - Explanation and Analysis. Kneer, D.C.; Pany, K. CPA Jrnl, Vol.53, No.8, Aug. 1983, P. 38-40, 42+., Jrnl. Statement of Auditing Standard Number Forty-three has major internal control changes. Internal control modifications deal with documentation and concept clarification. Application of consistency standards is the main reporting change. Flexibility in the statement of changes is recognized. The authority of various pronouncements is also clarified. Inventors of warehouses and statistical sampling is touched on. Desc.: Standards; Auditing; Internal Audit; Control Techniques; 2205; 0059; 0468; 0126 Y019075 76 260662 CAM83H0121 Where We Are and Where We're Going. Brown, D.A. CA Magazine, Vol.116, No.8, Aug. 1983, P. 121-123., Jrnl. Accountants must adapt to new changes in electronic data processing (EDP). Manufacturers have identified users and target software to their needs. Large systems are growing in use and shrinking in size. The storage of data on tape is making accountants reconsider standards of internal control. The vulnerability to fraud of an EDP system makes security a major problem. Desc.: Accounting; EDP; Internal Audit; Computer; 0556; 0495; 0468 ; 0497 Y019075 77 252643 TDJ83D0016 Ethical Problems in the Practice of Organization Development. Wooten, K.C.; White, L.P. Training & development Jrnl, Vol.37, No.4, April 1983, P. 16, 18+, Bibliog. 9, Jrnl. Professional ethics in organization development is an increasingly popular area of interest. This interest stems from the questionable professionalism of its practitioners. Professional ethics dynamics in organization development combines driving forces with restraining forces. The variety of forces creates dilemmas for practitioners. Some of these dilemmas are misrepresentation and ineptness. The current focus on ethics in organization development is a positive trend which should be continued and applied in practice. Desc.: Diagrammatic Models; Analysis; Organizational Development; Professional Ethics; Professional Conduct; Professional Standards; Ethics; 1408; 0779; 0686; 2011; 2012; 2013; 2118 Y019075 78 251189 GAF83N0001 Vulnerability Assessment and Internal Control Studies: What Are They and How Do You Do Them Weisenbach, P.E. Government Accountants Jrnl, Vol.33, No.1, Spring 1983, P. 1-12. Jrnl. This study highlights a three stage review strategy for internal control systems, and focuses on vulnerability assessments. A comparison of directives mandating appraisals and controls is included. A history of internal control beginning with the 'Tentative Statement of Accounting Standards' in 1947 is included. A sample worksheet is included. Desc.: Accounting; Historical; Government Agency; Internal Audit; Study; 055?; 1604; 0976; 0468; 2232 Y019075 79 250141 BUR83N0044 P.A. Professionalism in the 80s. Rabin, J. Bureaucrat, Vol.12, No.1, Spring 1983, P. 44-47, Bibliog. 5, Jrnl. Public administration is not a profession, according to the usual definitions of who comprises groups of professionals. These various definitions are reviewed. Yet, according to many, public administration should not be made into a profession even if it could be. Certain professions are associated with a lack of equal opportunity. Several subfields in public administration could theoretically become professionalized. Desc.: Public Administration; Professionals; Professional Standards; 0005; 2014; 2013 Y019075 80 249603 SEM83D0098 Can Professionalism Survive the Recession Carter, R. Security Management, Vol.27, No.4, April 1983, P. 98., Jrnl. Contrary to popular opinion the security industry suffers with everyone else in a recession. Security management has the professional responsibility of maintaining professional standards and ethics in spite of the economic implication. Underselling services in difficult economic times is not good professional conduct. Companies are often quick to cut back on security to boost the bottom line, but security professionals maintain high standards no matter what happens. Desc.: Professional Conduct; Professional Ethics; Professional Responsibility; Professional Standards; Professionals; Security; Security Management; Recession; Economic Implication; 2012; 2011; 0750; 2013; 2014; 0814; 0814; 0448; 1460 Y019075 81 249464 PFA83C0037 The Role of the External Auditor in Monitoring Internal Audit Work. Layton, T. Public Finance and Accountancy, Vol.10, No.2, March 1983, P. 37-39., Jrnl. Monitoring of internal audits by external auditors often brings criticism and resentment. Early stages of the audit require the auditor to opine as to general efficiency, in accordance with recently promulgated standards. Reliance questions are analyzed, as are value for money and motivation issues which include the standard of working papers, the choice of test data and reactions to known errors. Desc.: Public Finance; Accounting; England; Auditing; 0667; 0556; 0155; 0059 Y019075 82 242918 PFA82L0012 Aspects of Internal Audit in a Central Government Department. Jones, D. Public Finance and Accountancy, Dec. 1982, P. 12-14., Jrnl. Internal auditing in the department of Education and Science (DES) is necessarily related to grant-funding. The DES is not a consumer of funds itself, but a purveyor. The DES internal auditing system is fifteen years old. Tables of services and relative accountabilities are included in this discussion of auditing policies. The main objective of auditing standards should be to further the effective monitoring of public funds. Desc.: Tables; Accounting; England; Public Finance; 2256; 0556; 0155; 0667 Y019075 83 235233 MAA81B0028 NAA Executive Director Targets Goals. Shultis, R.L. Management Accounting, Vol.62, No.8, Feb. 1981, P. 28-35., Jrnl. Robert L. Shultis is the executive director of the NAA as of August, 1980. He intends to concentrate on increasing the professionalism of the organization. The NAA will now have strong representation on the Financial Accounting Standards Advisory Council. Desc.: Accounting; Management; Management Policy; Executive; 0556 0605; 0933; 0157 Y019075 84 233986 CNM82L0016 The Need for Professionalism. Long, R.S. Canadian Manager, Vol.7, No.6, Dec. 1982, P. 16., Jrnl. Managers are considered to have superior education or expertise in their area. To keep abreast of current events managers should avail themselves of books, seminars, and the interacting with other professionals in their fields. It is important to managers to stay informed by continuing their education and enhancing their professional knowledge. Desc.: Education; Professional Responsibility; Professionals; Manager; Professional Standards; Evaluation; Manager; Management Development; Field Study; 0034; 0750; 2014; 0157; 2013; 0249; 0157; 0588; 1544 Y019075 85 229963 VIE8010034 Internal Auditing: A New Look at an Old Function. Anon Viewpoint, No.1, 1980, P. 34-37., Jrnl. The Foundation of Audability Research and Education of the Institute of Internal Auditors has recently established guidelines for evaluating audit functions. That study was headed by H.R. Jaenicke. Jaenicke believes the increasing responsibility for accountability required by legislation has given rise to the meaning of internal auditing. The Foreign Corrupt Practices Act (FCPA) has also increased demands of internal auditing. Desc.: Auditing; Accounting; Accounting Policies; Internal Audit; Legislation; Analysis; 0059; 0556; 0625; 0468; 0188; 0779 Y019075 86 226570 NPA81E0014 Reporting on Internal Auditing Control. Munter, P.; Ratcliffe, T.A. National Public Accountant, Vol.26, No.5, May 1981, P. 14-21, Bibliog. 3, Jrnl. There is a growing move toward the requirements of auditors' reports on internal accounting control. The Auditing Standards Board of the American Institute of Certified Public Accountants has promulgated standards for the same, called: 'Reporting on Internal Accounting Control'. Independent accountants should focus on whether or not a system involves controls for estimates and judgments when preparing financial statements. Desc.: Accounting; Accounting Policies; Internal Audit; Control Techniques; AICPA; 0556; 0625; 0468; 0126; 0625 Y019075 87 223531 PFA82F0067 Ensuring Adequate Audit Cover. Williams, G. Public Finance and Accountancy, Vol.9, No.5, June 1982, P. 67-69., Jrnl The problems of the provision of adequate cover in audit tasks of progressively larger sizes from district council through the audit department are addressed. Emphasis is focused on the district council audit cover. In this case Woking District Council, a relatively small authority but a rapidly expanding town, is reviewed Efforts to meet the standards of the Chartered Institute of Public Finance and Accountancy statements on internal audit practice are addressed. Initial steps, identity workload, audit manual documentation, plans and reports are outlined. Desc.: United Kingdom; Auditing; Internal Audit; Public Finance; 0047; 0059; 0468; 0667 Y019075 88 221120 ZCT77X0079 Auditing the EDP Function (Chapter 7). Trotman, E. The Role of the Internal Auditor, American Management Associations Extension Institute Self Study Course, 1977, P. 79-91, Bibliog. 37, Course. This is the seventh chapter in the course. The relationship of the internal auditor and the electronic data processing (EDP) function is discussed. The internal auditor must be involved in all phases of the EDP design effort to assure that the EDP people understand management's policies and standards. The auditor should participate in the steering committee and should be a project member. Specific techniques used in organizational, administrative, and procedural controls with the EDP function are reviewed. A basic principle of internal control in a data-based computerized system is the segregation of functions so that each function provides an efficient crosscheck for the others. In auditing procedures, the three primary areas of concern are: source- data controls, processing controls, and output controls. The entire course (ch.1-7) may be ordered on line or toll- free at 800-323-5354 at a cost of $85, subject to change. Desc.: Internal Audit; Auditing; EDP; Departments Systems Design Feasibility; Programming; Testing; Computer; Security; Control Techniques; Organization; Administration; Procedures; Operations Control System; 0468; 0059; 0495; 1397;2255; 0786; 0875; 0956; 0497; 0814; 0126; 0576; 0605; 2001; 0243 Y019075 89 21118 ZCT77X0043 Internal Control and the Deterrence of Fraud (Chapter 5). Trotman, E. The Role of the Internal Auditor, American Management Associations Extension Institute Self Study Course, 1977, P. 43-54, Bibliog. 3, Course. This is the fifth chapter in the course. Elements of the internal control system are covered. Internal control encompasses both administrative and accounting controls. There are four basic elements in an effective system of internal controls. The first is to have a plan of organization that provides appropriate segregation of functional responsibilities. The second is to provide a system of authorization and record procedures adequate to provide reasonable accounting control. The third is to provide sound practices to be followed in function and performance of each department. The fourth is to insure a degree of quality of personnel commensurate with responsibilities. Fraud may involve forgery, collusion, or concealment by such means as unrecorded transactions. It also can involve larceny and embeZlement. It is most likely to occur when the internal control system is inadequate. A checklist of controls to deter fraud is given. The entire course (ch.1-7) may be ordered on line or toll-free at 800-323-5354 at a cost of $85, subject to change. Desc.: Internal Audit; Auditing; Fraud; Control Techniques; Internal Organization Environment; Guidelines; Organization Structure; Procedures; Performance; Standards; Review; EmbeZlement; White Collar Crime; Management; Employee; 0468; 0059; 0668; 0126; 0127; 1593; 0453; 2001 ; 0249; 2205; 2110; 0914; 2397; 0605; 0958 Y019075 90 221117 ZCT77X0033 Recruiting and Training the Internal Auditing Staff (Chapter 4). Trotman, E. The Role of the Internal Auditor, American Management Associations Extension Institute Self Study Course, 1977, P. 33-39, Bibliog. 37, Course. This is the fourth chapter in the course. The staffing of the internal auditing department is discussed. The internal auditor must have a thorough knowledge of the principles of business administration. Additional qualities of in effective auditor include ability to get along well and work with others, imagination, practicality, objectivity, perspective, and the ability to communicate. Personnel may be obtained through undergraduate programs, recruiting within the company, and outside recruitment. On-the-job training, supplemented by seminars and workshops, is the prevailing training practice for internal auditors. A professional certification program has been developed which will create more interest in internal auditing careers by Univ. students. The entire course (ch.1-7) may be ordered on line or toll-free at 800-323-5354 at a cost of $85, subject to change. Desc.: Internal Audit; Auditing; Recruitment; Training and Development; Staffing; Personality; Communication; Universities; Professional Standards; Certification; 0468; 0059; 0266; 0273; 0266; 0198; 0011; 0034; 2013; 1223 Y019075 91 220854 PFA82D0031 Priorities for Internal Audit. Audit Panel Standards Working Party Public Finance and Accountancy, April 1982, P. 31, 33+., Jrnl. An internal audit is a control which measures, evaluates and reports upon the effectiveness of internal controls of resources within an organization. It is done as a service to all levels of management. Controls that are connected with income, banking procedures, payroll procedures and payments for goods and services should be examined. Guidelines for audit priorities are provided. Desc.: Public Finance; Auditing; Auditing Standards; Internal Audit; Guidelines; 0667; 0059; 0625; 0468; 1593 Y019075 92 219153 ZCH8X0071 Operations Auditing and Marketing (Chapter 5). McGhee, A. Performing the Operations Audit, Second Edition, American Management Associations Extension Institute Self Study Course, 1978, P. 71-86, Bibliog. 25, Course. This is the fifth chapter in the course. Considerations in the operations audit of the marketing function are discussed. General questions the auditor may pursue in making a marketing analysis are included. Throughout the audit of the marketing function, the auditor should keep in mind the concept of profitability. The auditor must ascertain how much the company is making on each of the products in its line. Sales forecasts should be used to set goals for sales personnel and to plan overall operations. Dollar sales growth is not a valid measurement criterion unless it is measured against some standard. The auditor must examine company use of marketing research and the use of its field force. The functions of the sales services department must be reviewed. The entire course (ch.1-9) may be ordered on line or toll-free at 800-323-5354 at a cost of $85, subject to change. Desc.: Auditing; Performance; Management; Internal Audit; Operations Analysis; Marketing; Profit; Product Line; Salesmen; Sales Forecast; Sales; Marketing Research; Promotion; Training and Development; Communication in Organizations; Documentation; Supervision; Distribution; Service Department; 0059; 0249; 0605; 0468; 0247; 0601; 0462; 0570; 0323; 0443; 0557; 0587; 0454; 0273; 0011; 1430; 0427; 0680; 0316 Y019075 93 219152 ZCH78X0053 Operations Auditing in the Management Areas (Chapter 4). McGhee, A. Performing the Operations Audit, Second Edition, American Management Associations Extension Institute Self Study Course, 1978, P. 53-66, Bibliog. 5, Course. This is the fourth chapter in the course. Considerations in the operations audit of the management areas are discussed. The functions of management are planning, organizing, developing, communicating, coordinating and controlling. The operational auditor is mainly concerned with controlling. Profitability must be considered first because it is the one element that insures continuity of operation. The three basic steps in the control process are setting standards at strategic points, checking and reporting on performance and taking corrective action. In examining the planning function, the auditor must first learn whether the company's goals and objectives have been documented. Organizing involves the gathering and use of resources. Developing is concerned with the effective use of resources and the motivation of human resources. Coordinating fits all operations smoothly together. The entire course (ch.1-9) may be ordered on line or toll-free at 800-323-5354 at a cost of $85, subject to change. Desc.: Auditing; Performance; Management; Internal Audit; Operations Analysis; Profitability; Analysis; Control Techniques; Administration; Standards; Reporting System; Planning; Organization; Communication in Organizations; Coordination; 0059; 0249; 0605; 0468; 0247 0972; 0779; 0126; 0605; 2205; 0553; 0251; 0576; 0011; 1330 Y019075 94 219149 ZCH78X0001 Nature and Scope (Chapter 1). McGhee, A. Performing the Operations Audit, Second Edition, American Management Associations Extension Institute Self Study Course, 1978, P. 1-9, Bibliog. 25, Course. This is the first chapter in the course. Operations auditing is defined and discussed. Operational auditing is also known as performance auditing, management auditing, management services and internal auditing. Operational auditing is a constructive, profit-oriented advisory service performed from a management viewpoint to evaluate the effectiveness, economy and efficiency of any and all operations. Operational auditing looks ahead. Its standards often lack precision. Its assignments are less traditional. It constantly seeks improvements. Its success is contingent upon the adoption of constructive recommendations for improvement. It provides a basis for measuring managerial effectiveness and provides data for evaluation of proposed changes. The entire course (ch.1-9) may be ordered on line or toll-free at 800-323-5354 at a cost of $85, subject to change. Desc.: Auditing; Conceptual Framework; History; Performance; Management; Internal Audit; Benefits; Qualifications; Auditing Standards; Operations Analysis; 0059; 0990; 1604; 0249; 0605; 0468; 1057; 2052; 0625; 0247 Y019075 95 215816 EXS81H0001 Making Use of Operational Auditing. Anon Executive Skills, Vol.4, No.81-8, Aug. 1981, P. 1-11, Bibliog. 2, Jrnl. Operational Auditing (OA) differs from traditional accounting in terms of its definition of 'profit-oriented' and its overall scope. An operational audit has four basic elements: preparation, verification, evaluation and reporting. Operational auditors may be asked to survey key areas on a preliminary basis Such key areas include: operations, market position, productivity, service leadership, public relations, employee and government relations. Operational Auditors should provide rough flowcharts of relevant issues. Internal Auditors should determine the degree and effectiveness of whatever internal control is being used. Auditors should avoid the use of directed words in their reports. Desc.: Operations Management; Auditing Standards; Auditing; Internal Audit; 0247; 0625; 0059; 0468 Y019075 96 205178 IGA82A0016 Computer-Based System for the Control of Audits. Mann, J.F. International Jrnl of Government Auditing, Vol.9, No.1, Jan. 1982, P. 16, 18., Jrnl. Great Britain has developed a computerized system to control resources used on audits of health authorities. To develop this system it was presumed that, because of the large number of expenditures to audit, it was important to define the universe and record the parts that had been covered. Guidelines on objectives and standards must be formed. To improve reporting capabilities, the system was computerized. Internal control questionnaires are being developed to supplement the control system. Better coordination between external and internal audit efforts is very important. Desc.: Auditing; Computer System; Control Techniques; Great Britain; 0059; 1299; 0126; 0047 Y019075 97 201805 ACT81L0728 Insurance Broking Takes Steps to Professionalism. Anon The Accountant, Vol.185, No.5572, Dec. 10, 1981, P. 728., Jrnl. In Great Britain, insurance brokers are required to apply to the Insurance Brokers Registration Council in order to be granted full professional status. Ninety per cent of the applications received by the council have had to be challenged. The principal matters covered by the council's rules are examined. Desc.: Great Britain; Insurance; Broker; Brokerage; Brokerage Industry; Application Controls; Professional Standards; 0047; 0214; 1166; 0775; 1098; 2013 Y019075 98 201387 PAD81K0029 The Personnel Audit. Kuraitis, V.P. Personnel Administrator, Vol.26, No.11, Nov. 1981, P. 29-34, Bibliog. 6, Jrnl. A large part of the cost and effectiveness of the management of every organization is attributed to its personnel functions. Despite this, only a small (albeit growing) number of organizations currently audit their personnel functions. Much of the hesitancy is attributed to the feeling that personnel auditors necessarily have an awkward double allegiance, to the audited personnel and to management. The problem of the dichotomized allegiances can often be alleviated by hiring an outside auditor, yet such action has the disadvantages of appearing potentially threatening to insiders, and outsiders may not be efficient in locating ongoing intrinsic problem areas. Nevertheless, an efficient organization must audit personnel to ensure continuing compliance with the growing number of government industry regulations, to ensure that personnel's goals remain compatible with the oft-changing goals of the organization, and to ensure simply that personnel is functioning efficiently and effectively. Views toward auditing must expand with the times and the auditing function must be applied to areas, like personnel, which were not previously traditionally audited. Desc.: Personnel Management; Industrial Relations; Manpower Planning; Auditing; Auditing Standards; Auditing Policies; Government Regulation; Internal Audit; Management policy; 0458; 0036; 0618; 0059; 0625 ; 0059; 0188; 0468; 0933 Y019075 99 198090 BUR81R0039 GAO and Management Improvement. Sperry, R. Bureaucrat, Vol.10, No.3, Fall 1981, P. 39-45, Bibliog. 5, Jrnl. The General Accounting Office (GAO) has been increasingly concerned with the accountability of government, a managerial type function. GAO generally looks for programs which have clear objectives, detailed plans, adequate resources, efficient management, and adequate feedback for managers. A recent GAO assessment of Peace Corps training programs concentrated on the preparation of volunteers in service. Management was found lacking in its formal criteria for placing volunteers into staging processes, as well as inconsistency of feedback and evaluation. GAO strives to strengthen both its auditing and managerial capabilities, and is currently engaged in a revision of federal accounting standardize, which will be beneficial to management decisions. Internal control weaknesses are so wide-spread that GAO's determination to institute accounting standards is well-conceived. Desc.: Accounting; Accountability; Federal Government; Management 0556; 1035; 0785; 0605 Y019075 100 197569 ROB81N0005 Professionalization of Internal Auditing. Savage, L.J. Review of Business, Vol.2, No.4, Spring 1981, P. 5-6, 22, Bibliog. 7, Jrnl. Internal auditors are striving to achieve professional status. The development of the internal auditing function in business since the early 1900's is described. The establishment of the Institute of Internal Auditors, the professional organization of internal auditors, is discussed. Activities favored by the organization to enhance professionalization are listed and described. These include a certification program and code of ethics. The activities of the ITA are seen as an existing framework for the professionalization of internal auditing awaiting recognition by outsiders. Desc.: Internal Audit; Auditing; Professional Responsibility; Business; Organization; 0468; 0059; 0750; 0971; 0576 Y019075 101 192359 CPA81G0010 HOW CPAS EVALUATE INTERNAL AUDITORS. CLARK, R.W.; GIBBS, T.E.; SHCROEDER, R.G. THE CPA JRNL, VOL.51, NO.7, JULY 1981, P. 10, 12-14., JRNL. THE FOREIGN CORRUPT PRACTICES ACT HAS PUT INCREASED PRESSURE ON BUSINESSES TO MAINTAIN EFFECTIVE INTERNAL CONTROL SYSTEMS. THE INTERNAL AUDIT FUNCTION IS A BASIC PART OF THE INTERNAL CONTROL SYSTEM, AND RESPONSIBLE FOR THE ONGOING EVALUATION OF INTERNAL CONTROLS. UNDER THE CORRUPT PRACTICES ACT, INTERNAL AUDITORS ARE EXPECTED TO ASSESS COMPANY COMPLIANCE WITH THE ACT. INTERNAL AUDIT EVALUATIONS AND ASSESSMENTS COMPRISE AN IMPORTANT PART OF THE OUTSIDE AUDITOR'S ATTEST RESPONSIBILITIES. ACCOUNTING STANDARDS DO SPECIFICALLY REQUIRE THAT CPAS REVIEW THE ADEQUACY OF INTERNAL AUDITORS IN FULFILLING COMPLIANCE AND EVALUATION RESPONSIBILITIES. Desc.: AUDITING; CPA; INTERNAL AUDIT; CONTROL TECHNIQUES; 0059; 0732; 0468; 0126 Y019075 102 183219 IAU81B0056 PERFORMING COST/BENEFIT ANALYSES OF INTERNAL CONTROL. RITTENBERG, L.E.; MINER, D.L. INTERNAL AUDITOR, FEB. 1981, P. 56-64., JRNL. The EVALUATION OF INTERNAL CONTROL SYSTEMS IS AN INCREASINGLY IMPORTANT FUNCTION OF INTERNAL AUDITORS. A KEY PART OF THAT EVALUATION IS THE ANALYSIS OF CONTROL COSTS AND BENEFITS. UNFORTUNATELY, INTERNAL AUDITORS HAVE NO STANDARDIZED GUIDELINES FOR THE ASSESSMENT OF CONTROL SYSTEM COSTS AND BENEFITS. AN EFFECTIVE CONTROL COST/ BENEFIT ANALYSIS SHOULD INCLUDE CONTROL OBJECTIVES, TRANSACTIONS, EXPOSURE PROBABILITIES, CONTROL RELIABILITY, COSTS, AND NATURE OF CONTROLS. THE EXPOSURE FOR EACH PROCESS MUST BE AGGREGATED TO DETERMINE TOTAL EXPOSURE POTENTIAL. THE FRAMEWORK FOR THE COST/BENEFIT ANAL Desc.: INTERNAL AUDIT; COST BENEFIT ANALYSIS; CONTROL TECHNIQUES; SYSTEMS ANALYSIS; 0468; 0278; 0126; 0909 Y019075 103 183217 IAU81B0040 THE TWO-EDGED SWORD OF INTERNAL AUDIT PROFESSIONALISM. WOLBERT, R.H. INTERNAL AUDITOR, FEB. 1981, P. 40-44., JRNL. INTERNAL AUDITING IS NOT A RECOGNIZED PROFESSION LIKE ACCOUNTING, MEDICINE, OR LAW. A TRADITIONAL PROFESSION IS CHARACTERIZED BY COMMON STANDARDS OF KNOWLEDGE, PROFESSIONAL ASSOCIATIONS, AND RECOGNIZED STANDARDS OF EDUCATION, QUALIFICATIONS, AND CONDUCT. SOCIETY RECOGNIZES THE STATUS AND RESPONSIBILITY OF AN ESTABLISHED PROFESSION. TO DATE, INTERNAL AUDITING IS NOT SUPPORTED BY A COMMON BODY OF KNOWLEDGE OF STANDARDIZED TRAINING AND DEVELOPMENT. THE INSTITUTE OF INTERNAL AUDITORS DOES PROVIDE UNIFORM STANDARDS OF PROFESSIONAL QUALIFICATION AND CONDUCT FOR INTERNAL AUDITORS. TO BECOME MORE PR Desc.: INTERNAL AUDIT; PROFESSIONAL RESPONSIBILITY; ACCOUNTING STANDARDS; TRAINING AND DEVELOPMENT; 0468; 0750; 0625; 0273 Y019075 104 182999 CPA81B0023 THE AUDITOR'S RESPONSIBILITY TO DETECT FRAUD-III. JOHNSON, K.P. CPA JRNL, VOL.51, NO.2, FEB. 1981, P. 23-24., JRNL. CLARIFYING AN AUDITOR'S RESPONSIBILITY TO DETECT FRAUD HAS BEEN A MAJOR PROFESSIONAL ACCOUNTING CONCERN. AN AUDITOR UNDER PRESENT ACCOUNTING StANDARDS MUST ACTIVELY SEARCH FOR ERRORS OR IRREGULARITIES WHICH INDICATE FRAUD. PLANNING SUCH AN AUDIT EXAMINATION REQUIRES RISK ASSESSMENT, CONTROLS EVALUATION, AND VALIDATION. VALIDATION PROCEDURES INCLUDE TRANSACTION CYCLES, CONTROL OBJECTIVES, AND LINKAGE WITH INTERNAL ACCOUNTING CONTROL. AUDITORS ALSO MUST MAINTAIN DUE CARE IN MEETING AUDIT RESPONSIBILITIES. DUE CARE ENCOMPASSES COMMUNICATION, SUPERVISION, SECURITY, AND PROFESSIONALISM. Desc.: AUDITING; CPA; FRAUD; LEGAL LIABILITY; PROFESSIONAL RESPONSIBILITY; 0059; 0732; 0668; 1025; 0750 Y019075 105 181863 CPA81A0033 INTERNAL CONTROL REPORTING - 950 NEGATIVE RESPONSES. WALLACE, A. CPA JRNL, VOL.51, NO.1, JAN. 1981, P. 33-38., JRNL. MOST ACCOUNTANTS ARE CRITICAL OF RECENT PROPOSALS CONCERNING INTERNAL ACCOUNTING CONTROL REPORTS. THE KEY ISSUE IS CORPORATE DISCLOSURE OF SUCH REPORTS TO INVESTORS. CRITICS BELIEVE THE SEC HAS OVERESTIMATED THE VALUE OF SUCH DISCLOSURES TO INVESTORS. OUTSIDE AUDITORS SUPPORT THE PREMISE THAT INTERNAL ACCOUNTING CONTROLS ARE NOT VITAL IN PRODUCING RELIABLE FINANCIAL REPORTS. PROHIBITIVE COSTS HAVE ALSO CONTRIBUTED TO AUDITOR CRITICISMS. IF SUCH INTERNAL CONTROL DISCLOSURES ARE REQUIRED, AUDITORS SUPPORT MATERIALITY LIMITATIONS AS PART OF THAT REQUIREMENT. Desc.: AUDITING; ACCOUNTING STANDARDS; INTERNAL AUDIT; FINANCIAL REPORT; DISCLOSURE; SEC; 0059; 0625; 0468; 0168; 0761; 0676 Y019075 106 181407 PTA81A033 PREPARING REPORTS ON INTERNAL ACCOUNTING CONTROL. KOLLINS, W.A. PRACTICAL ACCOUNTANT, VOL.14, NO.1, JAN. 1981, P. 33-36., JRNL. A RECENTLY ISSUED ACCOUNTING STANDARD IS CONCERNED PRIMARILY WITH THE PREPARATION OF INTERNAL ACCOUNTING REPORTS. THE PREPARATION OF INTERNAL ACCOUNTING REPORTS IS ESSENTIAL IN MAINTAINING INTERNAL ACCOUNTING CONTROL. OUTSIDE AUDITORS WILL BE INVOLVED IN THE PLANNING, REVIEWING, COMPLIANCE TESTS, AND ACTUAL REPORT PREPARATION. TYPES OF INTERNAL ACCOUNTING CONTROL ENGAGEMENTS ARE SYSTEM REPORTS, AUDIT SUPPORT REPORTS, REGULATORY REPORTS, AND SPECIAL PURPOSE REPORTS. MANAGEMENT LETTER REQUIREMENTS ARE NOT AFFECTED BY THE NEW ACCOUNTING STANDARD SAS 30. Desc.: ACCOUNTING; ACCOUNTING STANDARDS; INTERNAL AUDIT; REPORTING SYSTEM; CONTROL TECHNIQUES; AUDITING; 0556; 0625; 0468; 0553; 0126; 0059 Y019075 107 180989 JAA81M0144 COMPARATIVE AUDITING STANDARDS. ROBERTSON, C.; ALDERMAN, C.W. JRNL OF ACCOUNTING AUDITING & FINANCE, VOL.4, NO.2, WINTER 1981, P. 144-161., JRNL. A TABULAR COMPARISON OF THE THREE SETS OF AUDITING STANDARDS IS LISTED FOR REFERENCE. EXTERNAL AUDITORS' STANDARDS WERE DEVELOPED UNDER THE AMERICAN INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS, (AICPA). STANDARDS FOR AUDITORS OF GOVERNMENTAL ORGANIZATIONS WERE ESTABLISHED UNDER GENERAL ACCOUNTING OFFICE (GAO). INTERNAL AUDITORS' STANDARDS WERE SET BY THE INSTITUTE OF INTERNAL AUDITORS (IIA). Desc.: STANDARDIZATION; AUDITING; INTERNAL AUDIT; GOVERNMENT REGULATION; AICPA; 0984; 0059; 0468; 0188; 0625 Y019075 108 180827 GAF80R0003 AGA TASK FORCE ON FEDERAL EXECUTIVE REPORTING ON INTERNAL CONTROL. ANON GOVERNMENT ACCOUNTANTS JRNL, VOL, 29, NO.3, FALL 1980, P. 3-24, BIBLIOG. 41, JRNL. SPECIAL FEATURES: BIBLIOG THE ASSOCIATION OF GOVERNMENT ACCOUNTANTS HAS ISSUED A TASK FORCE REPORT ON INTERNAL CONTROLS IN GOVERNMENT, WHICH IS THE CULMINATION OF EXTENSIVE RESEARCH AND PROBLEM ANALYSIS. THE REPORT PROVIDES RECOMMENDED STANDARDS AND PROCEDURES FOR AN EFFECTIVE INTERNAL CONTROL SYSTEM. THE RECOMMENDED CONTROL SYSTEM STRESSES THE REPORTING FUNCTION. RECOMMENDED CONTROL TECHIQUES ARE DOCUMENTATION, SEGREGATION OF DUTIES, RECORDS SECURITY, SUPERVISION, AND INTERNAL AUDIT. THE OBJECTIVES OF A CONTROL SYSTEM ARE ACCOUNTING AND REPORTING, AUTOMATIC DATA PROCESSING, PAYROLL, CONTRACTS, LOANS, PAYABLES COLLEC Desc.: ACCOUNTING; FEDERAL GOVERNMENT; GOVERNMENT REGULATION; CONTROL TECHNIQUES; INTERNAL ORGANIZATION ENVIRONMENT; INTERNAL AUDIT; REPORTING SYSTEM; 0556; 0785; 0188; 0126; 0127; 0468; 0553 Y019075 109 180571 COM80K0029 THE EFFECT OF INTERNAL AUDIT STANDARDS ON OPERATIONAL AUDITING. SAYERS, J.G. COST AND MANAGEMENT, VOL.54, NO.6, NOV.-DEC. 1980, P. 29-32, BIBLIOG. 7, JRNL. SPECIAL FEATURES: BIBLIOG NO SPECIFIC STANDARDS FOR OPERATIONAL AUDITING HAVE BEEN AVAILABLE ALTHOUGH THE PRACTICE OF OPERATIONAL AUDITING IS WIDESPREAD. BACKGROUND TO OPERATIONAL AUDITING STANDARDS IS GIVEN. WITH THE ADVENT OF THE STANDARDS FOR THE PROFESSIONAL PRACTICE OF INTERNAL AUDITING IN 1978, THE INSTITUTE OF INTERNAL AUDITORS HAD THE TASK OF COMMUNICATING AND REFINING THE STANDARDS. ALTHOUGH IT IS NOT LIKELY THAT ANY INSTITUTE STANDARDS ON OPERATIONAL AUDITING ARE SOON FORTHCOMING, THERE MUST BE STANDARDS FOR OPERATIONAL AUDITORS AND MANAGEMENT TO MEASURE PERFORMANCE. THE FOUNDATION FOR THESE STANDARDS IS PR Desc.: AUDITING; ACCOUNTING; INTERNAL AUDIT; MANAGEMENT; STANDARDIZATION; 0059; 0556; 0468; 0605; 0984 Y019075 110 179651 MMA80L0040 THE NATURE AND IDENTITY OF MANAGEMENT ACCOUNTING. QURESHI, M. MANAGEMENT ACCOUNTING (BRITISH), VOL.58, NO.11, DEC. 1980, P. 40-43, BIBLIOG. 26, JRNL. SPECIAL FEATURES: BIBLIOG MANAGEMENT ACCOUNTING IS NOT A RECOGNIZED PROFESSIONAL DISCIPLINE WITH A SEPARATE THEORETICAL FRAMEWORK. MANAGEMENT ACCOUNTING IS ESSENTIALLY A CONTROL FUNCTION WHICH ALSO GENERATES INFORMATION FOR DECISION MAKING. CONTROL IS DEPENDENT ON EFFECTIVE COST ACCOUNTING AND INTERNAL AUDIT PROCEDURES. A REPORTING SYSTEM IS NECESSARY TO PROVIDE INFORMATION FOR MANAGEMENT DECISION- MAKING. A THEORETICAL STRUCTURE WOULD AUGMENT THE IMPORTANT ROLES OF MANAGEMENT ACCOUNTING AND INCREASE THE PROFESSIONALISM OF MANAGEMENT ACCOUNTANTS. Desc.: ACCOUNTING; MANAGEMENT; PROFESSIONAL RESPONSIBILITY; INTERNAL AUDIT; COST ACCOUNTING; REPORTING SYSTEM; 0556; 0605; 0750; 0468; 0502; 0553 Y019075 111 179238 IAU80L0028 CRITICAL ROLES FOR THE 1980S. ONG, J.D. INTERNAL AUDITOR, VOL.37, NO.6, DEC. 1980, P. 28-33., JRNL. THE TEXT IS AN ADDRESS TO THE THIRTY-NINTH INTERNATIONAL CONFERENCE OF THE INSTITUTE OF INTERNAL AUDITORS (IIA). THE THEME OF THE MEETING IS NEW HEIGHTS OF PROFESSIONALISM; THE NEW ERA FOR INTERNAL AUDITORS IN THE 1980S IS COVERED. AS INTERNAL AUDITORS INCREASE IN VISIBILITY WITHIN THE ORGANIZATION, THE ROLES OF THE AUDITOR BECOME MORE CRITICAL. BEING THE PROTECTOR OF ASSETS IS THE FIRST MAJOR ROLE OF THE INTERNAL AUDITOR. THIS TRADITIONAL FUNCTION HAS UNDERGONE THE MOST CHANGE. OTHER CRITICAL ROLES FOR THE 1980S INCLUDE: OPERATIONAL CONSULTANT, MANAGEMENT ADVISOR AND COUNSELOR, AND HUMAN RE Desc.: INTERNAL AUDIT; ANNUAL MEETINGS; ANNUAL REPORT; AUDITING; CORPORATIONS; HUMAN RESOURCE DEVELOPMENT; UnTED STATES; 0468; 0763; 0327; 0059; 0675; 0007; 0528 Y019075 112 178694 ABR80P0273 DEVELOPMENTS IN INTERNAL AUDITING. CHAMBERS, A.D. ACCOUNTING & BUSINESS RESEARCH, VOL.10, NO.39, SUMMER 1980, P. 273-283., JRNL. INTERNAL AUDITING IS STILL FREQUENTLY CONSIDERED TO BE SYNONYMOUS WITH PUBLIC ACCOUNTING FUNCTIONS, AND NOT A UNIQUE PROFESSION. INTERNAL AUDITS HAVE IN ACTUALITY BECOME CRITICAL MANAGEMENT FUNCTIONS FOR MAINTAINING INTERNAL CONTROL AND ACCURATE FINANCIAL REPORTING. PROFESSIONALISM BASED ON AUTONOMOUS EXPERTISE AND THE SERVICE IDEAL IN THE ULTIMATE OBJECTIVE OF INTERNAL AUDITORS. OTHER PROFESSIONAL REQUIREMENTS ARE STANDARDS BASED ON A SYSTEMATIC BODY OF KNOWLEDGE AND LEGAL SANCTIONS. INTERNAL AUDIT RESPONSIBILITIES INCLUDE THE THOROUGH AND ONGOING REVIEW OF CORPORATE ACCOUNTING CONTROLS AND Desc.: INTERNAL AUDIT; AUDITING; ACCOUNTING STANDARDS PROFESSIONAL RESPONSIBILITY; FINANCIAL REPORT; CONTROL TECHNIQUES; 0468; 0059; 0625; 0750; 0168; 0126 Y019075 113 176982 MAA80H0041 ACCOUNTING FOR CONTRACT COSTS AND VALUE IN THE FOREST PRODUCTS INDUSTRY. ASHBY, R.W.; FUNK, G.D. MANAGEMENT ACCOUNTING, VOL.62, NO.2, AUG. 1980, P. 41-44., JRNL. CURRENTLY, THERE IS NO SET ACCOUNTING POLICY FOR RECOGNITION OF TIMBER CUTTING CONTRACT COSTS. FREQUENTLY, PROVISIONS FOR CONTRACT LOSSES ARE NOT INCLUDED IN FINANCIAL STATEMENTS. ACCOUNTING PRINCIPLES THAT REQUIRE ESTIMATED FUTURE LOSSES ON INVENTORY SHOULD BE USED IN THE CASES. ECONOMIC IMPACT SHOULD BE GAUGED TO DETERMINE WHETHER A TIMBER CUTTING CONTRACT SHOULD BE INCLUDED IN FINANCIAL STATEMENTS. A LOSS ESTIMATION SHOULD BE MADE AND PRESENTED IN FINANCIAL STATEMENTS. INCLUSION OF THIS INFORMATION SHOULD MAKE FINANCIAL STATEMENTS MORE COMPLETE. Desc.: ACCOUNTING; ACCOUNTING STANDARDS; FINANCIAL ACCOUNTING; INTERNAL AUDIT; 0556; 0625; 0693; 0468 Y019075 114 176981 MAA80H0036 TOWARD A CODE OF PROFESSIONAL ETHICS FOR MANAGEMENT ACCOUNTANTS. SHELDAHL, T.K. MANAGEMENT ACCOUNTING, VOL.62, NO.2, AUG. 1980, P. 36-40., JRNL. A CODE OF ETHICS FOR MANAGEMENT ACCOUNTANTS SHOULD GUIDE THEM IN JOB PERFORMANCE, WHILE PROTECTING SERVICE USERS. STANDARDS FOR MANAGERIAL ACCOUNTING SHOULD APPLY TO MORAL AND ETHICAL PROFESSIONAL BEHAVIOR. GUIDELINES SHOULD BE SET UP TO HELP THE ACCOUNTANT APPLY THE STANDARDS. RULES OF CONDUCT SHOULD BE ESTABLISHED TO GIVE THE LICENSING AUTHORITY CREDIBILITY. SETS OF PROPOSED GUIDELINES, STANDARDS AND ETHICS ARE DETAILED. ENFORCEMENT SHOULD COME FROM AN INDEPENDENT PRIVATE PARTY. THE NEXT STEP IS ESTABLISHMENT OF MANDATORY RULES. Desc.: ACCOUNTING; INTERNAL AUDIT; ACCOUNTING STANDARDS; PROFESSIONAL RESPONSIBILITY; 0556; 0468; 0625; 0750 Y019075 115 176761 IAU80J0037 CHANGING PRICES AND THE INTERNAL AUDITOR. NORTON, C.B.; SIMON, JR. INTERNAL AUDITOR, VOL.37, NO.4, OCT. 1980, P. 37-41, BIBLIOG. 2, JRNL. SPECIAL FEATURES: BIBLIOG THE FINANCIAL ACCOUNTING STANDARDS BOARD HAS ISSUED A STATEMENT REQUIRING FIRMS TO IMPLEMENT AN INFLATION ACCOUNTING SYSTEM. IT INVOLVES REPORTING CONSTANT-DOLLAR AND CURRENT-COST INFORMATION. THE EXTERNAL AUDITOR WILL BE RESPONSIBLE FOR REVIEWING THE REPORTS AND MAKING SURE THE COMPANIES ARE IN COMPLIANCE WITH THE REGULATIONS. THE INTERNAL AUDITORS, HOWEVER, ARE RESPONSIBLE FOR DEVELOPING THE CURRENT-COST AND CONSTANT-DOLLAR INFORMATION AND COMMUNICATING THIS INFORMATION. THE INTERNAL AUDITORS SHOULD SEE THAT THEIR FIRMS HAVE DEVELOPED THE MOST EFFICIENT AND COST SAVING SYSTEMS. THE INFLATI Desc.: INFLATION ACCOUNTING; INFLATION; FINANCIAL ACCOUNTING; FINANCIAL ACCOUNTING STANDARDS BOARD; INTERNAL AUDIT; MANAGEMENT; EFFICIENCY; FASB; 0211; 0211; 0693; 0625; 0468; 0605; 0662; 0625 Y019075 116 176757 IAU80J0019 PROFESSIONALISM REQUIRES PLANNING, COMMUNICATION, AND COMMITMENT. DUNBAR, D.V. INTERNAL AUDITOR, VOL.37, NO.4, OCT. 1980, P. 19-20., JRNL. THE INSTITUTE OF INTERNAL AUDITORS, INC. IS A PROFESSIONAL ORGANIZATION FOR INTERNAL AUDITORS. THEY HAVE ESTABLISHED PROFESSIONAL STATUS FOR THEIR MEMBERS THROUGH A COMMITMENT TO PROFESSIONALISM AND PLANNING. PLANNING AND BETTER COMMUNICATION INTERNATIONALLY WILL BE THE GOAL OF THE INSTITUTE IN THE 1980'S. Desc.: INTERNAL AUDIT; AUDITING; PLANNING; COMMUNICATION; 0468; 0059; 0251; 0011 Y019075 117 176746 GAO80P0081 PERSPECTIVES ON CHANGES IN INTERNAL AUDITING. ZUCKERT, E.M. GAO REVIEW, VOL.15, NO.3, SUMMER 1980, P. 81-83., JRNL. AN EXCERPT FROM ZUCKERT'S NOVEMBER 19, 1979 SPEECH TO THE WASHINGTON CHAPTER OF THE INSTITUTE OF INTERNAL AUDITORS NOTED CHANGES IN THE FUNCTIONS OF INTERNAL AUDITORS IN BOTH GOVERNMENT AND BUSINESS. THE INSPECTOR GENERAL ACT OF 1978 GIVES THE INSPECTORS GENERAL TOO MUCH JOB INSULATION IN GOVERNMENT. THEY DO NOT REPORT TO THE AGENCY HEADS WITH WHOM THEY WORK AND AS A RESULT HAVE THE POTENTIAL TO BECOME POLITICALLY EXPLOITATIVE. IN BUSINESS, THE NEW DEMANDS FOR HIGHER STANDARDS OF ETHICS AND GREATER SOCIAL RESPONSIBILITY HAVE CHANGED THE ROLE OF TOP MANAGEMENT. THE ROLE OF THE INTERNAL AUDITO Desc.: AUDITING; BUSINESS; INTERNAL AUDIT; GOVERNMENT AGENCY; 0059 ; 0971; 0468; 0976 Y019075 118 176604 CPA80I0041 IDENTIFYING CRITICAL INTERNAL CONTROLS. MARTIN, W. CPA JRNL, VOL.50, NO.9, SEPT. 1980, P. 41-45., JRNL. A PROCESS FOR DETERMINING WHICH INTERNAL CONTROLS SHOULD BE TESTED FOR COMPLIANCE IS PRESENTED. THE FIRST STEP IN EVALUATING INTERNAL CONTROLS IS AN ASSESSMENT OF THE CLIENT'S OVERALL CONTROLS. THE CLIENT'S CONTROL OBJECTIVES MUST BE EVALUATED. CONTROLS THAT ARE RELATED TO AUDIT OBJECTIVES SHOULD BE TESTED. AN INTERNAL CONTROL SHOULD BE TESTED FOR EFFECTIVENESS, COST-BENEFIT RELATIONSHIP AND REDUNDANCY. Desc.: ACCOUNTING; ACCOUNTING AUDIT; ACCOUNTING STANDARDS; INTERNAL AUDIT; CONTROL AND PLANNING; CONTROL TECHNIQUES; 0556; 0059; 0625 0468; 0313; 0126 Y019075 119 174682 ACT80F0868 'AND NOW, MR. AUDITOR, IT'S YOUR TURN--'. HARRISON, A. THE ACCOUNTANT, VOL.182, NO.5496, JUNE 12, 1980, P. 868-869., JRNL. WORKING MEN'S CLUBS IN GREAT BRITAIN ARE SOCIAL ORGANIZATIONS WHICH REQUIRE A YEARLY AUDIT. THEY ARE COMMERCIAL ORGANIZATIONS, MAKING MONEY FOR NON-COMMERCIAL PROJECTS. THERE IS NO ACCOUNTING STANDARD, AND THE AUDITING CAN BE A TEST OF PATIENCE FOR AN AUDITOR. Desc.: GREAT BRITAIN; AUDITING; ACCOUNTING AUDIT; FINANCIAL ACCOUNTING; FINANCIAL REPORT; INTERNAL AUDIT; 0047; 0059; 0059; 0693; 0168 0468 Y019075 120 174677 ACT80F0829 THE NEW DYNAMIC OF FRENCH ACCOUNTING. COLLINS, L. THE ACCOUNTANT, VOL.182, NO.5495, JUNE 5, 1980, P. 829-831., JRNL. FRENCH ACCOUNTANTS AND THEIR ACCOUNTING PROFESSION ARE AMONG THE MOST SUCCESSFUL INTERNATIONALLY. THEY MAINTAIN A HIGH DEGREE OF PROFESSIONALISM AND EDUCATION. AUDITORS CANNOT PRACTICE AS ACCOUNTANTS, THEREFORE AUDITORS WILL LIKELY BECOME ACCOUNTANTS IN THE FUTURE. MEMBERSHIP IN THE PROFESSIONAL ORGANIZATION REQUIRES PASSING AN EXAMINATION AND PRESENTING A WRITTEN THESIS. Desc.: ACCOUNTING; FRANCE; GREAT BRITAIN; ACCOUNTING STANDARDS; 0?56; 0415; 0047; 0625 Y019075 121 173659 IAU80H0065 IMPROVING PRODUCTIVITY IN YOUR INTERNAL AUDIT FUNCTION. GLOTZBACH, P.C. INTERNAL AUDITOR, VOL.37, NO.4, AUG. 1980, P. 65-71., JRNL. MEASURING PRODUCTIVITY OF AN INTERNAL AUDIT DEPARTMENT IS THE MOST EFFECTIVE TOOL IN MAINTAINING GOOD PERFORMANCE. SPECIFIC STANDARDS AND AN ADEQUATE FEEDBACK SYSTEM ARE ESSENTIAL FOR PRODUCTIVITY MEASUREMENT. REALISTIC MEASUREMENTS CAN BE ESTABLISHED FOR THE PERFORMANCE OF AUDITS, THE PROFICIENCY OF THE STAFF AND THE OVERALL MANAGEMENT OF THE DEPARTMENT. Desc.: ACCOUNTING; INTERNAL AUDIT; PRODUCTIVITY; TRAINING AND DEVELOPMENT; PERFORMANCE; 0556; 0468; 0662; 0273; 0249 Y019075 122 172569 MSU80N0057 ILLEGAL PAYMENTS, DECEPTION OF AUDITORS, AND REPORTS ON INTERNAL CONTROL. RICCHIUTE, D.N. MSU BUSINESS TOPICS, VOL.28, NO.2, SPRING 1980, P. 57-62, BIBLIOG. 4, JRNL. SPECIAL FEATURES: BIBLIOG IN 1977 THE FOREIGN CORRUPT PRACTICES ACT WAS PASSED INTO LAW. THE OFFICE OF THE WATERGATE PROSECUTOR AND REVELATIONS FROM CORPORATIONS OF FOREIGN BRIBERY AND POLITICAL CONTRIBUTIONS INFLUENCED THE CREATION OF THE ACT. THE SEC HAS SINCE ADDED SOME PRONOUNCEMENTS INCLUDING PROHIBITING FALSIFICATION OF ACCOUNTING RECORDS, DECEPTION OF AUDITORS AND PUBLIC REPORTING OF ACCOUNTING CONTROLS BY MANAGEMENT OF CORPORATIONS. A CONTINUING REVIEW OF ACCOUNTING PROCEDURES BY CORPORATIONS WILL ASSURE COMPLIANCE WITH THE SEC AND THE FOREIGN CORRUPT PRACTICES ACT. Desc.: ACCOUNTING; ACCOUNTING AUDIT; ACCOUNTING STANDARDS; SEC; SECURITIES AND EXCHANGE COMMISSION; MANAGEMENT; INTERNAL AUDIT; BRIBE; CORPORATIONS; FINANCIAL ACCOUNTING; BUSINESS ETHICS; CORRUPTION; 0556; 0059 ; 0625; 0676; 0676; 0605; 0468; 0190; 0675; 0693; 0100; 0190 Y019075 123 172258 IA80F0019 TAKING THE CLOSE LOOK AT YOUR INTERNAL CONTROLS. NOXON, L.A. INTERNAL AUDITOR, VOL.37, NO.3, JUNE 1980, P. 19-25., JRNL. IN ORDER TO COMPLY WITH THE FOREIGN CORRUPT PRACTICES ACT OF 1977 (FCPA) AND THE SECURITIES AND EXCHANGE COMMISSION'S (SEC) SUBSEQUENT RELEASE TITLED 'STATEMENT ON MANAGEMENT OF INTERNAL AUDIT CONTROL', BUSINESSES ARE REEVALUATING THEIR INTERNAL CONTROLS IN TERMS OF THE RELATIVE RISK ASSOCIATED WITH EACH. COMPLIANCE ALSO INVOLVES SOME CHANGE IN AUDIT TECHNIQUES. THE RESULT CAN BE SUBSTANTIAL SAVINGS FOR BUSINESS. Desc.: ACCOUNTING; ACCOUNTING AUDIT; ACCOUNTING STANDARDS; AUDITING; INTERNAL AUDIT; SEC; 055?; 0059; 0625; 0059; 0468; 0676 Y019075 124 169854 MFI7920113 INTERNAL AUDIT - AN ESSENTIAL ELEMENT OF GOOD MANAGEMENT. SHAW, J.C. MANAGERIAL FINANCE, VOL.5, NO.2, 1979, P. 113-126., JRNL. GREATER ACCOUNTABILITY IS BEING DEMANDED OF BUSINESS FIRMS IN THE UNITED KINGDOM, AS IN MOST INDUSTRIALIZED SOCIETIES. BUSINESS DECISIONS IN BOTH THE PUBLIC AND PRIVATE SECTOR INFLUENCE SOCIETY'S QUALITY OF LIFE AND THE STANDARD OF LIVING. THE ROLE OF INTERNAL AUDITING HAS BECOME CENTRAL TO ACCOUNTABILITY AND MANAGEMENT CONTROL. THE ESTABLISHMENT AND ORGANIZATION OF AN EFFECTIVE INTERNAL AUDITING FUNCTION ARE EXAMINED. Desc.: INTERNAL AUDIT; MANAGEMENT; PUBLIC SECTOR; PRIVATE SECTOR; UNITED KINGDOM; RESOURCE ALLOCATION; PERSONNEL MANAGEMENT; ACCOUNTABILITY; MANAGEMENT CONTROL; 0468; 0605; 0460; 0940; 0047; 0641; 0458; 1035; 0591 Y019075 125 169538 IAU80D0073 EXPANDING OPPORTUNITIES FOR INTERNAL AUDIT SERVICE. RITTENBERG, L.E. INTERNAL AUDITOR, VOL.37, NO.2, APRIL 1980, P. 73-80., JRNL. NEW LEGISLATION AND RECOGNIZED PROFESSIONALISM HAVE PROVIDED EXPANDING OPPORTUNITIES FOR INTERNAL AUDITORS. INTERNAL CONTROL, FRAUD DETECTION, AND SECURITY HAVE ALSO INCREASED INTERNAL AUDIT SERVICE OPPORTUNITIES. INTERNAL AUDITORS MUST CONTINUALLY COMMUNICATE THEIR SKILLS AND POTENTIAL CONTRIBUTIONS TO TOP MANAGEMENT. Desc.: AUDITING; INTERNAL AUDIT; PROFESSIONAL RESPONSIBILITY; ACCOUNTING STANDARDS; 0059; 0468; 0750; 0625 Y019075 126 169535 IAU80D0036 THE CRUCIALITY AND MYSTIQUE OF INTERNAL AUDITING: LAST PREREQUISITES FOR PROFESSIONALISM DIERKS, P.A.; DAVIS, E.A. INTERNAL AUDITOR, VOL.37, NO.2, APRIL 1980, P. 36-46., JRNL. ADOPTION OF THE STANDARDS FOR THE PROFESSIONAL PRACTICE OF INTERNAL AUDITING WAS THE FINAL STEP IN THE EVOLUTION OF INTERNAL AUDITING AS A PROFESSION. A RECOGNIZED PROFESSION REQUIRES SELF-REGULATION, ESTABLISHED TRAINING PROCEDURES, AND RESEARCH. THE MEMEBERS OF A PROFESSION MUST BE DEDICATED TO PROFESSIONAL RESPONSIBILITY AND CERTAIN STANDARDS OF SERVICE. Desc.: AUDITING; INTERNAL AUDIT; TRAINING AND DEVELOPMENT; PROFESSIONAL RESPONSIBILITY; 0059; 0468; 0273; 0750 Y019075 127 16?740 ACC80C0109 THE AUDITOR'S ACCOUNTABILITY. WOOLF, E. ACCOUNTANCY, VOL.91, NO.1039, MARCH 1980, P. 109-110., JRNL. SHAREHOLDER AND CLIENT DEMANDS FOR ACCOUNTABILITY HAVE PLACED INCREASING PRESSURE ON AUDITORS. aUDITORS MUST MEET THE NEEDS OF FINANCIAL REPORT USERS WITHOUT OFFENDING CORPORATE CLIENTS. A THIRD COMPLICATING ACTOR IS THE AUDITOR'S COMMITMENT TO PROFESSIONALISM AND PROFESSIONAL ACCOUNTING STANDARDS. Desc.: FINANCIAL REPORT; ACCOUNTABILITY; AUDITING; ACCOUNTING STANDARDS; PROFESSIONAL RESPONSIBILITY; 0168; 1035; 0059; 0625; 0750 Y019075 128 165648 MAB79L0049 THE CHANGING ROLE OF THE AUDITOR AND INTERNAL CONTROLS. HUDSON, E.F. MAGAZINE OF BANK ADMINISTRATION, VOL.55, NO.12, DEC. 1979, P. 49-50. THE ISSUANCE OF THE STATEMENT OF PRINCIPLE AND STANDARDS FOR INTERNAL AUDITING IN THE BANKING INDUSTRY CAN BE CREDITED WITH ESTABLISHING AN INTERNAL AUDITING PROFESSION THAT WILL HAVE A SIGNIFICANT IMPACT ON BANKING IN THE 1980S. THE EMPHASIS ON EXPENSE CONTROL IN THE FUTURE MEANS THAT AUDITORS MAY BE OPERATING WITH REDUCED BUDGETS COMBINED WITH INCREASED EXPECTATION OF THEIR PERFORMANCE BY THE BOARD OF DIRECTORS. THE INTERNAL AUDITOR HAS THE POTENTIAL TO IDENTIFY COST-CUTTING AND COST-AVOIDANCE AS WELL AS INCOME-IMPROVING OPPORTUNITIES. Desc.: ACCOUNTING; AUDITING; BANKS AND BANKING; INTERNAL AUDIT; 0556; 0059; 0001; 0468 Y019075 129 164984 IAU80B0053 RECRUITING AND DEVELOPING INTERNAL AUDITORS. DE MARCO, V.F. INTERNAL AUDITOR, VOL.37, NO.1, FEB. 1980, P. 53-57. INCREASED GOVERNMENT REGULATION AND SURVEILLANCE HAS SUBSEQUENTLY INCREASED THE NEED FOR AND IMPORTANCE OF INTERNAL AUDITORS. RECRUITMENT OF QUALIFIED INTERNAL AUDITORS, AND EFFECTIVE PROFESSIONAL DEVELOPMENT ARE CRITICAL MANAGEMENT PRIORITIES. EQUALLY CRITICAL IS THE COORDINATION OF A PROFESSIONAL INTERNAL AUDIT PROGRAM WITH OTHER BUSINESS FUNCTIONS. Desc.: ACCOUNTABILITY; ACCOUNTING; GOVERNMENT REGULATION; HUMAN RESOURCE DEVELOPMENT; INTERNAL AUDIT; PROFESSIONAL RESPONSIBILITY; RECRUITMENT; TRAINING AND DEVELOPMENT; 1035; 0556; 0188; 0007; 0468; 0750; 0266; 0273 Y019075 130 164983 IAU80B0036 BEHAVIORALLY BASED PERFORMANCE APPRAISALS. BARDEN, R.S. INTERNAL AUDITOR, VOL.37, NO.1, FEB. 1980, P. 36-43. INTERNAL AUDIT PERSONNEL MANAGEMENT IS OFTEN INADEQUATE BECAUSE OF OVERLY GENERAL PERFORMANCE APPRAISAL STANDARDS. A MORE ACCURATE EVALUATION TECHNIQUE IS BEHAVIORALLY BASED PERFORMANCE APPRAISAL. THE BEHAVIOR APPROACH PROVIDES AN EMPLOYEE WITH OBJECTIVE, SPECIFIC GUIDANCE FOR PERFORMANCE IMPROVEMENT. Desc.: ACCOUNTING; EMPLOYEE BEHAVIOR; HUMAN RESOURCE DEVELOPMENT; INTERNAL AUDIT; MANAGEMENT; PERFORMANCE APPRAISAL; PERSONNEL MANAGEMENT; 0556; 0958; 0007; 0468; 0605; 0527; 0458 Y019075 131 164982 IAU80B0029 QUARTERLY FINANCIAL INFORMATION: A NEW RESPONSIBILITY FOR THE INTERNAL AUDITOR. RECKERS, P.M.J.; PANY, K. INTERNAL AUDITOR, VOL.37, NO.1, FEB. 1980, P. 29-35, BIBLIOG. 9 THE INTERNAL AUDITOR CAN HAVE A SIGNIFICANT INFLUENCE ON EFFECTIVE AUDITS BY OUTSIDE CPAS. NEW ACCOUNTING STANDARDS REGARDING QUARTERLY FINANCIAL INFORMATION WILL FURTHER INCREASE OPPORTUNITIES FOR INTERNAL AUDITORS TO ASSIST CPAS. THE INTERNAL AUDITOR MUST ESTABLISH INDEPENDENCE AND OBJECTIVITY FOR MAXIMUM EFFECTIVENESS. Desc.: ACCOUNTING; ACCOUNTING STANDARDS; AUDITING; CPA; DISCLOSURE ; FINANCIAL REPORT; INTERNAL AUDIT; 0556; 0625; 0059; 0732; 0761; 0168; 0468 Y019075 132 164981 IAU80B003 THE CHANGING ROLE OF THE INTERNAL AUDITOR. BRISTON, R.J. INTERNAL AUDITOR, VOL.37, NO.1, FEB. 1980, P. 23-28. EFFECTIVE INTERNAL AUDITORS HAVE CONTROL/PLANNING RESPONSIBILITIES AS WELL AS FINANCIAL DUTIES. THE REMENT EMPHASIS IS FOR INTERNAL AUDITORS TO PARTICIPATE ACTIVELY IN MANAGEMENT DECISION MAKING. BUSINESS ORGANIZATIONS SHOULD STRIVE TO MAKE THE INTERNAL AUDIT AN INTEGRAL PART OF ORGANIZATIONAL CONTROL AND PLANNING. Desc.: ACCOUNTING; AUDITING; CONTROL AND PLANNING; DECISION MAKING ; INTERNAL AUDIT; MANAGEMENT; PROFESSIONAL RESPONSIBILITY; 0556; 0059; 0313 ; 0494; 0468; 0605; 0750 Y019075 133 164980 IAU80B0020 PROFESSIONAL INTERNAL AUDITOR WANTED - NO ACCOUNTING EXPERIENCE NECESSARY. MORRIS, N. INTERNAL AUDITOR, VOL.37, NO.1, FEB. 1980, P. 20-22. SUCCESSFUL INTERNAL AUDITORS MUST HAVE SPECIFIC TRAINING AND PREPARATION AND CAREER DEVELOPMENT, BUT SPECIFIC STANDARDS OF PROFESSIONAL TRAINING AND PERFORMANCE ARE NON-EXISTENT. TOO OFTEN ANY ACCOUNTING TYPE BACKGROUND IS CONSIDERED PROPER PREPARATION FOR AN INTERNAL AUDITING CAREER. IDEALLY INTERNAL AUDITORS SHOULD HAVE PROFICIENT UNDERSTANDING OF MANAGEMENT, ECONOMICS, BUSINESS LAW, QUANTITATIVE METHODS, AND FINANCE/ACCOUNTING. Desc.: ACCOUNTING; AUDITING; CAREER DEVELOPMENT; FINANCE; HUMAN RESOURCE DEVELOPMENT; INTERNAL AUDIT; MANAGEMENT; PROFESSIONAL RESPONSIBILITY; QUANTITATIVE METHODS; TRAINING AND DEVELOPMENT; 0556; 0059 0110; 0164; 0007; 04?8; 0605; 0750; 0008; 0273 Y019075 134 163960 ACC79L0132 HAS AUDITING EVOLVED INTO A SEPARATE PROFESSION WORTH, B. ACCOUNTANCY, VOL.90, NO.1036, DEC. 1979, P. 132-133. WHILE ACCOUNTANCY ENCOMPASSES A NECESSARY VARIETY OF SKILLS, THE PROPOSITION IS PRESENTED THAT AUDITING IS UNIQUE WITHIN THE PROFESSION AND IF PERMITED TO REMAIN AN INTEGRAL PART OF IT WILL DESTROY ITS EFFECTIVENESS. THE EVOLUTION OF THE MEANING OF AUDITING IS TRACED. IN THE NAME OF PUBLIC INTEREST, IT IS RECOMMENDED THAT THE INSTITUTE OF CHARTERED ACCOUNTANTS CONSIDER THE ESTABLISHMENT OF AN INSTITUTE OF CHARTERED AUDITORS FOR THOSE WHO FUNCION PREDOMINANTLY AS EXTERNAL INDEPENDENT AUDITORS. Desc.: ACCOUNTING; ACCOUNTING AUDIT; AUDITING; GOVERNMENT REGULATION; INTERNAL AUDIT; PROFESSIONAL RESPONSIBILITY; 0556; 0059; 0059; 0188; 0468; 0750 Y019075 135 163665 MAA79K0039 HOW WE COMPLY WITH THE FOREIGN CORRUPT PRACTICES ACT. MCQUEARY, G.M.II; RISDON, M.P. MANAGEMENT ACCOUNTING, VOL.61 NO.5, NOV. 1979, P. 39-43. THE FOREIGN CORRUPT PRACTICES ACT OF 1977 HAS FORCED MANY CORPORATIONS TO REVSE OR IMPLEMENT BETTER INTERNAL SYSTEMS AND INTERNAL AUDIT PROCEDURES. OUTSIDE AUDITORS MUST ALSO BE COGNIZANT OF THE ACCOUNTING STANDARDS PROVISIONS OF THE ACT. CORPORATE RESPONSIBILITY FOR COMPLYING WITH THE ACT IS ABSOLUTELY DEPENDENT ON EFFECTIVE INTERNAL ACCOUNTING CONTROLS. Desc.: ACCOUNTING; ACCOUNTING STANDARDS; AUDITING; CONTROL TECHNIQUES; CORPORATE RESPONSIBILITY; INTERNAL AUDIT; 0556; 0625; 0059; 0126; 0128; 0468 Y019075 136 163492 IAU790017 A MICROSCOPIC VIEW OF THE 1979 CIA EXAMINATION. WHITE, R.A. INTERNAL AUDITOR, VOL.36, NO.6, DEC. 1979, P. 17-22. A DESCRIPTION OF THE FORMAT OF CIA (CERTIFIED INTERNAL AUDITOR) EXAMINATIONS AND HELPFUL HINTS FOR CANDIDATES PREPARING FOR THIS TEST ARE GIVEN. AN INSIGHT INTO THE INTERNAL AUDITING PROFESSION ASWELL AS THE KNOWLEDGE REQUIRED TO BE CERTIFIED ARE PROVIDED. QUANTITATIVE QUESTIONS AND STUDY MATERIALS ARE BRIEFLY DESCRIBED. Desc.: ACCOUNTING; ACCOUNTING STANDARDS; AUDITING; EDUCATION; HUMAN RESOURCE DEVELOPMENT; INTARNAL AUDIT; TEACHING; TESTING; 0556; 0625; 0059; 0034; 0007; 0468; 0906; 0956 Y019075 137 163487 IAU79J0049 INTERNAL AUDITING IN AN INTERNATIONAL ENVIRONMENT. MANN, R.W.; REDMAYNE, D.H. INTERNAL AUDITOR, VOL.36, NO.5, OCT. 1979, P. 49-54. THE BACKGROUND OF AUDITING IN EUROPE AND THE UNITED KINGDOM IS DESCRIBED. GENERAL GUIDELINES FOR AUDITING PRACTICE ARE GIVEN. DIFFERENCES IN SOCIAL PRACTICES, LOCAL LAWS, BANKING PRACTICES, LEGAL STRUCTURES, AND ACCOUNTING METHODS ARE EXPLAINED. Desc.: ACCOUNTING; ACCOUNTING STANDARDS; AUDITING EUROPE; INTERNAL AUDIT; INTERNATIONAL; LAW; UNITED KINGDOM; 0556; 0625; 0059; 0053 0468; 0009; 0223; 0047 Y019075 138 163484 IAU79J0028 THE INTERNAL AUDITING PROFESSION: CHALLENGES AND OPPORTUNITIES. SAMPSON, A.C. INTERNAL AUDITOR, VOL.36, NO.5, OCT. 1979, P. 28-34. THE INCREASING FOCUS ON CORPORATE ACCOUNTABILITY, ESPECIALLY THROUGH LEGISLATION SUCH AS THE FOREIGN CORRUPT PRACTICES ACT, WILL RESULT IN INCREASING RESPONSIBILITY, CHALLENGE, AND VISIBILITY FOR THE INTERNAL AUDITING PROFESSION. THE INSTITUTE OF INTERNAL AUDITORS MUST ASSUME A POSITION OF LEADERSHIP TO ENSURE THAT THE PROFESSION IS RESPONSIVE TO ITS CHANGING ROLE. INDIVIDUALS MUST ACT WITH COMPETENCE AND PROFESSIONALISM TO CONVERT THE CHALLENGES TO OPPORTUNITIES. Desc.: ACCOUNTABILITY ACCOUNTING; AUDITING; INTERNAL AUDIT; MANAGEMENT; PROFESSIONAL RESPONSIBILITY; STANDARDIZATION; 1035; 0556; 005; 0468; 0605; 0750; 0984 Y019075 139 163483 IAU79J0018 CREDIBILITY REQUIRES LEADERSHIP. BROWN, C.L. INTERNAL AUDITOR, VOL.36, NO.5, OCT. 1979, P. 18-27. THE FUTURE OF THE INTERNAL AUDITING PROFESSION IS EXAMINED. THE LONG-RANGE GOALS FOR THE INSTITUTE OF INTERNAL AUDITORS ARE EXPLAINED. LEADERSHIP WITHIN THE PROFESSION IS NECESSARY IF THE DESIRED LEVEL OF CREDIBILITY WITH COMPANIES, BOARD MEMBERS, THE GENERAL PUBLIC AND OTHER PROFESSIONAL GROUPS IS TO BE ATTAINED. Desc.: ACCOUNTING; AUDITING; CREDIBILITY; GOALS AND OBJECTIVES; INTERNAL AUDIT; LEADERSHIP; MANAGEMENT; PROFESSIONAL RESPONSIBILITY; 0556; 0059; 0740; 0251; 0468; 0608; 0605; 0750 Y019075 140 162046 IAU79H0015 THE FOREIGN CORRUPT PRACTICES ACT AND INTERNAL AUDITOR. BRADT, J.D. INTERNAL AUDITOR, VOL.36, NO.4, AUG. 1979, P. 15-20. A DISCUSSION IS PRESENTED OF PUBLIC REPORTING, INTERNAL ACCOUNTING CONTROL AND RECORD-KEEPING PROVISIONS OF THE FOREIGN CORRUPT PRACTICES ACT (FCPA). COMPLIANCE STANDARDS PRESCRIBED BY THE FCPA AND THE INTERNAL AUDITOR'S ROLE IN THIS PROCESS ARE ANALYZED. THE EVALUATION OF INTERNAL CONTROLS, THE ESTABLISHMENT OF GOALS AND OBJECTIVES IN ADDITION TO INTERNAL AUDIT RESPONSIBILITIES ARE EXAMINED IN THE FRAMEWORK OF THE ACT. Desc.: ACCOUNTING; AUDITING; BRIBE; DISCLOSURE; FINANCIAL REPORT; FOREIGN INVESTMENT; FOREIGN TRADE; GOALS AND OBJECTIVES; INTERNAL AUDIT; INTERNATIONAL; MANAGEMENT; SEC; 0556; 0059; 0190; 0761; 0168; 0715; 0176; 025; 0468; 0009; 0605; 0676 Y019075 141 162041 IAU79F0060 HAVE THE INTERNAL AUDITORS ARRIVED STETTLER, H.F INTERNAL AUDITOR, VOL.36, NO.3, JUNE 1979, P. 60-69. INTERNAL AUDITING CLEARLY LAGS BEHIND PUBLIC ACCOUNTING AS A RECOGNIZED PROFESSION WHICH REQUIRES SPECIALIZED TRAINING AND CERTIFICATION. SPECIFIC AREAS OF WEAKNESS IN PROFESSIONALISM ARE CAREER ENTRY POINT, EDUCATION AND CERTIFICATION, MORE EXPOSURE TO TOP MANAGEMENT, AND BETTER ADVANCEMENT OPPORTUNITIES. INTERNAL AUDITORS DO HAVE A CERTIFIED EXAM REQUIREMENT AND MUST ADHERE TO UNIFORM ACCOUNTING STANDARDS. Desc.: ACCOUNTING; ACCOUNTING STANDARDS; AUDITING; CPA; INTERNAL AUDIT; PROFESSIONAL RESPONSIBILITY; 0556; 0625; 0059; 0732; 0468; 0750 Y019075 142 162034 IAU78J0100 THE AUDITOR AND EDP DEVELOPMENT CONWAY, B. INTERNAL AUDITOR, VOL.35, NO.5, OCT. 1978, P. 100-105. WHILE MUCH HAS BEEN WRITTEN ABOUT INVOLVING AUDITORS IN DESIGNING CONTROLS INTO DATA PRECESSING SYSTEMS, THAT FUNCTION IS PROPERLY THE RESPONSIBILITY OF LINE FUNCTIONAL MANAGERS. THE ROLE OF THE AUDITOR IS IN EVALUATING THE ADEQUACY OF CONTROLS AND NOT IN CONTROL DESIGN. RATHER THAN ASSIGNING AUDITORS TO DEVELOPMENT TEAMS, IT IS MORE EFFICIENT TO HAVE THEM TEACH FUNCTIONAL USERS AND SYSTEMS DESIGNERS THE ACCEPTABLE STANDARDS FOR CONTROL, THEN EVALUATE WHAT THEY DEVELOP. Desc.: AUDITING; CONTROL AND PLANNING; CONTROL TECHNIQUES; DATA PROCESSING; EDUCATION; INTERNAL AUDIT; LINE FUNCTION; MANAGEMENT; MANAGEMENT FUNCTIONS; SYSTEMS ANALYSIS; 0059; 0313; 0126; 0495; 0034; 0468 0049; 0605; 06?0; 0909 Y019075 143 162029 IAU78J0060 THE CASE FOR THE INTERNAL AUDITOR IN LOCAL GOVERNMENT. ATKISSON, R.M.; CHAIT, E.P. INTERNAL AUDITOR, VOL.35, NO.5, OCT. 1978, P. 60-68. THE TWO-YEAR STUDY OF INTERNAL AUDITING IN LOCAL GOVERNMENT CONDUCTED BY A COMMITTEE COMPOSED OF REPRESENTATIVES FROM THE MUNICIPAL FINANCE OFFICERS ASSOCIATION, THE INSTITUTE OF INTERNAL AUDITORS, AND PRICE WATERHOUSE AND CO. IS DISCUSSED. RESULTS OF THE STUDY OF FORTY-SIX LOCAL GOVERNMENTS IN THE UNITED STATES AND CANADA REVEALED EIGHT DISTINCT SERVICES WHICH INTERNAL AUDITORS COULD PERFORM FOR LOCAL GOVERNMENT, POTENTIALLY RESULTING IN COST SAVINGS, IMPROVED OPERATIONS AND GREATER PUBLIC ACCOUNTABILITY. EXPANDED USE OF INTERNAL AUDITORS ON THE LOCAL LEVEL IS RECOMMENDED. Desc.: ACCOUNTABILITY; AUDITING; COST SAVING; EFFICIENCY; INTERNAL AUDIT; LOCAL GOVERNMENT; MANAGEMENT; MUNICIPAL GOVERNMENT; PUBLIC ADMINISTRATION; 1035; 0059; 0615; 0662; 0468; 0924; 0605; 0504; 0005 Y019075 144 162027 IAU78J0045 THE EMERGING RESPONSIBILITY OF THE INTERNAL AUDITOR. WILLIAMS, H.M. INTERNAL AUDITOR, VOL.35, NO.5, OCT. 1978, P. 45-52. IN HIS ADDRESS BEFORE THE THIRTY-SEVENTH INTERNATIONAL CONFERENCE OF THE INSTITUTE OF INTERNAL AUDITORS, HAROLD M. WILLIAMS, CHAIRMAN OF THE SEC, DISCUSSED THE ROLE OF THE INTERNAL AUDITOR IN ACHIEVING GREATER CORPORATE ACCOUNTABILITY AND CREDIBILITY. HE PRAISED THE ADOPTION OF THE INSTITUTE'S "STANDARDS FOR THE PROFESSIONAL PRACTICE OF INTERNAL AUDITING" AS AN IMPORTANT STEP IN THE GROWTH OF THE PROFESSION. THE UNIQUE INSIGHT OF INTERNAL AUDITORS WILL BE INVALUABLE FOR COMPANIES IN ESTABLISHING COMPLIANCE WITH THE FOREIGN CORRUPT PRACTICE ACT OF 1977 AND IN IMPLEMENTING PROPOSED AICPA RECOM Desc.: ACCOUNTING; AICPA; AUDITING; BUSINESS ETHICS; CREDIBILITY; GOVERNMENT REGULATION; GOVERNMENT REGULATION; INTERNAL AUDIT; LEGISLATION; PROFESSIONAL RESPONSIBILITY; SELF REGULATION; 0556; 0625; 0059; 0100; 0740 0188; 0188; 0468; 0188; 0750; 0401 Y019075 145 162026 IAU78J005 ACCEPTANCE DEMANDS CREDIBILITY. HARMEYER, W.J. INTERNAL AUDITOR, VOL.35, NO.5, OCT. 1978, P. 35-44. IN JUNE, 1978, W. JAMES HARMEYER, CIA, DIRECTOR OF INTERNAL AUDITING AT THE CALIFORNIA INSTITUTE OF TECHNOLOGY IN PASADENA, CALIFORNIA, WAS ELECTED PRESIDENT OF THE INSTITUTE OF INTERNAL AUDITORS AT ITS THIRTY-SEVENTH INTERNATIONAL CONFERENCE. THE THEME OF HIS ACCEPTANCE SPEECH WAS TO URGE INTERNAL AUDITORS TO IMPROVE THEIR CREDIBILITY IN TERMS OF TECHNOLOGICAL ADVANCES, PUBLIC IMAGE AND PROFESSIONAL ORIENTATION. THE CURRENT WAVE OF PUBLIC CONCERN OVER FINANCIAL INTEGRITY IN LL AREAS OF BUSINESS PROVIDES EXPANDED OPPORTUNITIES AND RESPONSIBILITIES FOR THE INTERNAL AUDITING PROFESSION Desc.: ACCOUNTING; ACCOUNTING AUDIT; AUDITING; COMPUTER; CREDIBILITY; INTERNAL AUDIT; MANAGEMENT; PROFESSIONAL RESPONSIBILITY; SELF REGULATION; SYSTEMS ANALYSIS; TECHNOLOGY; 0556; 0059; 0059; 0497; 0740; 0468; 0605; 0750; 0401; 0909; 0433 Y019075 146 162025 IAU78J0009 STANDARDS FOR THE PROFESSIONAL PRACTICE OF INTERNA AUDITINANON INTERNAL AUDITOR, VOL.35, NO.5, OCT. 1978, P. 9-30. AT THE THIRTY-SEVENTH INTERNATIONAL CONFERENCE IN SAN FRANCISCO, THE INSTITUTE OF INTERNAL AUDITORS' BOARD OF DIRECTORS ADOPTED ITS FIRST SET OF STANDARDS FOR THE PROFESSIONAL PRACTICE OF INTERNAL AUDITING. THE STANDARDS, THE RESULTS OF THREE YEARS OF RESEARCH, COVER SUCH AREAS AS THE INDEPENDENCE, PROFESSIONAL PROFICIENCY AND MANAGEMENT OF THE AUDIT DEPARTMENT AND THE SCOPE AND PERFORMANCE OF AUDIT WORK. ORGANIZATIONS ARE ENCOURAGED TO USE THE STANDARDS TO GUIDE AND EVALUATE THEIR INTERNAL AUDIT PROGRAMS. Desc.: AUDITING; INTERNAL AUDIT; MANAGEMENT; MANAGEMENT FUNCTIONS PERFORMANCE; PROFESSIONAL RESPONSIBILITY; 0059; 0468; 0605; 0620; 0249; 0750 Y019075 147 160460 ACC79I0095 THE BOUNDARIES OF INTERNAL AUDITING. HIBBERT, G.; GRAHAM, M. ACCOUNTANCY, VOL.90, NO.1033, SEPT. 1979, P. 95-100. INTERNAL AUDITS ARE IMPORTANT IN MAINTAINING ADEQUATE CORPORATE CONTROL AND PLANNING. AN EFFECTIVE AUDIT FUNCTION MUST HAVE CLEARLY DEFINED OBJECTIVES, STANDARDS, AND INFORMATION FLOW. INTERNAL AUDIT BOUNDARIES ARE DEPENDENT ON ORGANIZATION STRUCTURE, SIZE, AND CONTROL REQUIREMENTS. Desc.: ACCOUNTING; AUDITING; INTERNAL AUDIT; PLANNING; 0556; 0059 0468; 0251 Y019075 148 158050 ACC79H0110 HOW MUCH CAN YOU RELY ON THE INTERNAL AUDITOR HATHERLY, D. ACCOUNTANCY, VOL.90, NO.1032, AUG. 1979, P. 110-111. THE VED DRAFT STATEMENT, EFFECT OF AN INTERNAL AUDIT FUNCTION ON THE SCOPE OF THE INDEPENDENT AUDITOR'S EXAMINATION, ATTEMPTS TO FORMALIZE THE INTERNAL-EXTERNAL AUDITOR RELATIONSHIP. THE DRAFT STATEMENT DOES NOT ADEQUATELY DEFINE EXTERNAL AUDITOR RELIANCE ON INTERNAL AUDITS. Desc.: ACCOUNTING; ACCOUNTING STANDARDS; AUDITING; FINANCIAL REPORT; INTERNAL AUDIT; 0556; 0625; 0059; 0168; 0468 Y019075 149 157753 MAB79G0035 COMPLYING WITH THE ACCOUNTING PROVISIONS OF THE FCPA. BALASKOVITS, J.J. MAGAZINE OF BANK ADMINISTRATION, VOL.55, NO.7, JULY 1979, P. 35-37. THE FOREIGN CORRUPT PRACTICES ACT HAS MADE RECORD KEEPING AND INTERNAL AUDITS IMPORTANT BANK RESPONSIBILITIES. ONLY CERTAIN TYPES OF BANKS WILL BE INCLUDED UNDER THE ACT'S ACCOUNTING STANDARDS PROVISIONS. Desc.: ACCOUNTING; ACCOUNTING STANDARDS; BANKS AND BANKING; CORRUPTION; FINANCE; FRAUD; INTERNAL AUDIT; RECORD KEEPING; 0556; 0625; 0001; 0190; 0164; 0668; 0468; 0213 Y019075 150 157450 FEX79G0050 THE TOP-DOWN APPROACH. DEVOS, B.H. FINANCIAL EXECUTIVE, VOL.47, NO.7, JULY 1979, P. 50-56. AN EFFECTIVE INTERNAL AUDIT AND CONTROL SYSTEM THAT MEETS FOREIGN CORRUPT PRACTICES ACT ACCOUNTING STANDARDS SHOULD BEGIN WITH TOP MANAGEMENT DIRECTION. TOP MANAGEMENT MUST ASSESS AND MEET CONTROL SYSTEM NEEDS AND IMPLEMENT THE APPROPRIATE PROGRAMS. Desc.: ACCOUNTING; ACCOUNTING STANDARDS; CONTROL TECHNIQUES; INTERNAL AUDIT; MANAGEMENT; 0556; 0625; 0126; 0468; 0605