Hardware Controls, Proper Risk Assessment, And Management Policies

The control structure is the means used to ensure that organization members are doing what they are supposed to do; it describes the nature of and methods for communication in an organization. Due to lack of a structural job design and absence of coordination within departments and lack of autonomy employees are irresponsible and do not perform the task to

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.

| “Security controls are the management, operational, and technical safeguards or countermeasures employed within an organizational information system to protect the confidentiality, integrity, and availability of the system and its information” (NIST SP 800, 2009). The control allows the organization to efficiently mitigate the risk coming from the use of information System (IS) to conduct business operations and processes.

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).

Technical controls involves the use of technology and expertise to mitigate risk. An administrator who installs and configures a firewall and IDS to prevent attacks on the network is implementing a technical security control. Management controls use planning and assessment ways to reduce risk. Conducing risk assessment, vulnerability assessment and penetration testing. Lastly. Operational controls are implement by people. Having awareness training and having a contingency plan is a way of implementing operation controls (Darril

p. 10). Other controls include: Asset Classification and Control maintains an appropriate level of protection for all critical or sensitive assets. Communications and Operations Management reduces the risk of failure and its consequences by ensuring the proper and secure use of information processing facilities and by developing incident response procedures. Systems Development and Maintenance prevents the loss, modification, or misuse of information in operating systems and application software. Business Continuity Management develops the organization’s capacity to react rapidly to the interruption of critical activities resulting from failures, incidents, natural disasters, or catastrophes. Compliance ensures that all laws and regulations

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.

Operational controls focus on techniques and procedures put in place by Information Technology staff or systems managers. The purpose is to increase security and provide deterrence via system controls.

One of the non-technical control that I would endorse is user awareness & training. User awareness and initial/refresher training should be an obligatory yearly requirement for all staff members; since 86% of the incident come from human error, alertness should be a prime control for mitigation actions. Employees must be made aware of emerging threats and the policy & practices to eradicate

Internal controls prevent errors and irregularities from happening. If errors or irregularities do happen to occur internal controls will help ensure that they are detected in a timely manner. Internal controls also encourage adherence to prescribe policies and procedures. Internal control are also put into place in order to protect employees by outlining tasks and responsibilities, providing checks and balances, and also from being accused of misappropriations, errors and irregularities.

Controlling is monitoring the performance of the organization, identifying deviations between planned and actual results, and taking corrective action when necessary. With all these four functions that are involved in the process of management, if all are followed correctly the organization will be properly ran and will have few complications.

Is the last process of management operations, which depends on the imposition of control and control of the workflow through control and ensure its implementation.

ABSTRACT: Information Technology General Controls (ITGCs), a fundamental category of internal controls, provide an overall foundation for reliance on any information produced by a system. Since the relation between ITGCs and the information produced by an organization’s various application programs is indirect, understanding how ITGCs interact and affect an auditor’s risk assessment is often challenging for students. This case helps students assess overall ITGC risk within an organization’s information systems. Students identify

Controls are measuring sticks to see if the desired goals are being met. Successful managers create parameters for their employees and implement controls within a criteria to confirm if the job is being done to standard. Case in point, I give quarterly performance counseling’s to each subordinate in my department on performance, being efficient at the job and using problem solving techniques. Controls to an extent border along the lines of micromanaging, but it can also be used to emphasize how well the subordinate is doing too. All quarterly counseling’s are not corrective in nature, but it is a great assessment tool for exceptional job performance as well. The usage of controls is part of my responsibility as a supervisor to ensure the goals are being achieved to standard.

A good control system provides timely information to the manager which is very much useful for taking various decisions. Control simplifies supervision by pointing out the significant deviations from the standards of performance. It keeps the subordinates under check and brings discipline among them.