Anti-Red Tape Act (ARA)

The design and implementation and objectives of company controls are not adequate to meet the control objectives. The control environment control objective is ineffective. This control objective lacks a written policy on ethical conduct, is lacking oversight from the board of directors and audit committee, lacks a consistent style and philosophy from management, and lacks a strong commitment to competence. The risk assessment control objective is effective but lacks any antifraud program and controls. The information and communication control is ineffective. A virus has been detected and is affecting the files of the company. This control is lacking a strong IT department. The general controls financial reporting control objective is effective but is weak in detecting or preventing material misstatement. The monitoring control objective is ineffective; this control has need of an internal auditor.

Overall Strength: in general, the article provides structure to a concept that is very intangible by: (a) describing the nature and the functions of control; (b) segregating the MCS into categories: core control system, organizational structure, and organizational culture; (c) illustrating how to apply the control model (satisfied my approach) (d) provides a basis for designing and evaluating the system. The manner, in which the model is presented, with its use of figures, further emphasizes the structure of the model. See below on further emphasis on parts (a) -(c).

1. To have a strong internal control system, a business must have good administrative controls. Administrative controls include: A. B. C. D. the reconciliation of the bank statement. the accuracy of the recording procedures. assessing compliance with company policies. maintenance of accurate inventory records.

The Paperwork Reduction Act is a federal law of the United States of America that was designed to help reduce the burden of the amount of paperwork given to businesses and private individuals by the federal government. “The Paperwork Reduction Act of 1980, Pub. L. No. 96-511, 94 Stat. 2812 (Dec. 11, 1980), codified in part at Subchapter I of Chapter 35 of Title 44 of the United States Code, 44 U.S.C. § 3501 through 44 U.S.C. § 3521, is a United States federal law enacted in 1980 that gave authority over the collection of certain information to the Office of Management and Budget (OMB). Within the OMB, the Office of Information and Regulatory Affairs (OIRA) was established with specific authority to regulate matters regarding federal information and to establish information policies. These information policies were intended to reduce the total amount of paperwork handled by the United States government and the general public.” This act established the Office of Information and Regulatory Affairs within the Office of Management and Budget. It also creates procedural requirements for federal agencies that intend to give the public a recordkeeping or reporting requirement. For example, a federal agency would be required to inform the public on the value or importance of each field on a form. This act also states that all federal agencies must receive approval form the Office of Management and Budget before release any media or forms to be used in the collection of information

Thoughtfulness regarding the points of interest of the Medicare Prescription Drug, Improvement and Modernization Act of 2003 (MMA) has generally centered around the new medication advantage and, to a lesser degree, to new installments and principles for private arrangement investment in Medicare. Less saw is a procurement in the law that made another measure of budgetary strength of the Medicare project to be incorporated in the yearly report of the Boards of Trustees of the Medicare Trust Funds. The new monetary measure built up by the MMA evaluates how a lot of Medicare spending is financed by broad incomes (basically made up of pay duties). At the point when general incomes surpass 45 percent of aggregate Medicare spending, general incomes

President George H.W. Bush on July 26, 1990 signed into law the Americans with Disabilities Act. A civil rights law that prohibits discrimination and guarantees that people with disabilities have the same opportunities as everyone else in all areas of public life. The act guaranteed equal opportunity for individuals with disabilities in public accommodations, employment, transportation, state and local government services and telecommunication. The act has benefits millions of people who are disabled whom receive equal opportunity and benefits as Americans with the ADA. The Americans with Disabilities Act was upgraded in 2008 to add the amendment act, making it the ADAAA. This allows with the evolving time the definition of “disability” to change with the time to benefit the people. The ADA currently defines a disabled person as having a physical or mental impairment that majorly limits life activities. Overall the Americans with Disability Act was designed to provide equal opportunity for the disabled while respecting the individuality as Americans.

Summary of Contributions: This website supplies the means through which the United States Department of Justice Civil Division can channel its legislative resources. This Department has contributed to the enactment of the

The first component mentions, control environment sets the tone of an organization, influencing the control consciousness of its people, (Cleverly, Song, & Cleverly, 2011). The authors mention of this rule being the foundation for all the components providing discipline and structure for all other internal control components. The next interrelated internal control is risk assessment is the entity’s identification and analysis of relevant risks to achievement of its objectives, forming a basis for determining how the risks should be managed, (Cleverly, Song, & Cleverly, 2011). Then, there is the information and communication are the identification, capture, and exchange of information in a form and time frame that enable people to carry out their responsibilities, (Cleverly, Song, & Cleverly, 2011). This is very helpful for health care organizations to implement and follow through carefully in their departments and especially billing and coding. The last internal control rule states, monitoring is a process that assesses the quality of internal control performance overtime, (Cleverly, Song, & Cleverly, 2011). These internal controls related to the corporate compliance program are all impertinent to health care

Various benefits will be realized through the implementation of the SOA in the organization (Ross, Curran, and Chapman). First, on accurate implantation, SOA does not need use of new codes. Previously used codes can be reassembled and reused, saving time and other resources in the IT department. This would allow the department a chance to use familiar codes rather than design, test, and implement new ones that may take more time and require a new learning process. Moreover, SOA comes with the benefits of cost saving and increase in business agility. Implementation of SOA will also bring together all the IT workers to work close with relevant partners and other departments on organizational redesign strategies that will ensure an increase in the level of functionality of the departments. Eventually, there will be a suitable coordination between the IT department and other units available at the FBI. Reuse of the existing codes will promote quick adjustment of the workers to the new system. Minimal training will be required and hence, much time will be saved during the implantation

Finally, controlling involves solving performance problems and streamlining employee productivity as well as controlling costs and taking preventative measures when necessary. This is an area Brian’s limiting style of approval could be a problem. The area of controlling is often not popular and involves some confrontation and situations where employees and colleagues will disagree. While controlling does tap into Brian’s strengths in achievement and perfectionistic styles, it will require

Naught but 14 years on the day the English parliament passed the Althorp’s Act in the Palace of Westminster as a part of the Child Labor Laws of 1833 in an effort to finally aid the oppressed and abused child laborers.

In an internal control standards system, there are five components that is known to be effective which has gained world acceptance. These five components were initially presented by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). They believe that these standards could effectually and capably develop and uphold internal control systems. This could be an enrichment of getting engage with the entity’s objectives and adaptation to business and operating environments successfully (Everson, et al., 2013). There are five integrated components that are used accordingly which is starting from control environment. This becomes the initial component in which it provides the foundation for implementing internal control across

The Administrative Procedure Act (APA), was enacted by Congress in June of 1946 which established the way administrative agencies within the federal government are governed. APA was born out of a political environment that followed the New Deal plan and World War II. Members of Congress wanted to establish a system that would govern the way appointed officials would manage a growing administrative government. Since agencies are unique government bodies each agency has within them their own judicial, legislative, and executive areas. APA allows for a distinctive separation of power in processes which the agencies of the federal government operate.

What is internal control? Why do we need internal control? The Committee of Sponsoring Organizations of the Treadway Commission (COSO) defines internal control as a process, effected by an entity’s board of directors, management and other personnel, designed to provide “reasonable assurance” regarding the achievement of objectives in these three categories: effectiveness and efficiency of operations, reliability of financial reporting, and compliance with applicable laws and regulations (Reding et al., 2013). Internal control encourage sound management practices and to provide accountability. It neither is one person’s responsibility nor a job that can be done by one person. Internal control is everyone’s responsibility in the organization.

COSO cites the control environment of the organization as the foundation of any internal control structure. The control environment reflects the overall attitude or actions of the board of directors, management, and others concerning the importance of internal controls in the organization. This overall attitude of upper management sends a message to the rest of the organization referred to as the “tone at the top.”For example, if upper management stresses high-quality products, a strong positive message is sent to the organization. This would create a strong internal control environment. On the other hand, if upper management has a reputation of looking the other way regarding policy violations, a negative message is