...LIBERTY UNIVERSITY LIDERSHIP AUDIT ANALYSIS I SUBMITTED TO DR. RICHARD G. HALCOMBE IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE COMPLETION OF THE COURSE LEAD 510 — BIBLICAL FOUNDATIONS OF CHRISTIAN LEADERSHIP BY JOSE MIGUEL MERCEDES SAN PEDRO DE MACORIS, DOMINICAN REPUBLIC FEBRUARY 9th, 2014 TABLE OF CONTENTS INTRODUCTION 2 CHRISTIAN LEADER AUDIT 3 SERVANT LEADER AUDIT 4 CREDIBILITY AUDIT 5 SPIRITUAL GIFTS AUDIT 6 NATURAL GIFTS AUDIT 7 PASSION AUDIT 8 CHARACTER AUDIT 9 CONCLUSION 10 BIBLIOGRAPHY 11 INTRODUCTION When Jesus was on earth, He established by His own example that one of the characteristic that should be present in a good leader was this man or woman was a servant. As a servant, the leader is called to have a teachable spirit in order to become a good representative of his/her Master. In the case of Jesus, He is perfect. He didn’t have to improve any area of His life, but although He was perfect, chose to walk and live as a servant to set the parameters that anyone who holds a leadership position should look at. We, as Christian leaders, must improve different areas in our lives in order to become what God has called us to do in His work. A Christian leader also has a duty. “Christian leaders are servants with the credibility and capabilities to influence people in a particular context to pursue their God-given direction.” Credibility and capabilities do not grow on trees or can be purchased at the supermarket. They have to be developed. If we really...
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...CHAPTER 1 Multiple Choice 1-14 A) 3 B) 2 C) 2 D) 1 1-15 A) 2 B) 3 C) 4 D) 2 Simulation Questions 1-16 Audit services, attestation services, and assurance services are all intertwined. Audits are a type of attestation service, they communicate the audit findings to the users. Attestation services fall under assurance services, which the CPA firm issues a report about a subject matter or assertion that another party is responsible for. Lastly, an assurance service is an independent professional service that improves the quality of information for decision makers. 1. 1 2. 2 3. 2 4. 3 5. 3 6. 1 7. 2 8. 1 9. 3 10. 2 11. 2 1-21 A) 1. IRS 2. CPA 3. Internal 4. Internal 5. Internal 6. Internal 7. GAO 8. CPA 9. GAO 10. IRS 11. Internal 12. GAO B) 1. Compliance 7. Operational 2. Financial Statement Audit 8. Financial Statement Audit 3. Compliance 9. Financial Statement Audit 4. compliance 10. Compliance 5. Operational 11. Operational 6. Financial Statement Audit 12. Compliance CHAPTER 2 MC 2-15 A) 2 B) 1 2-16 A) 3 B) 2 C) 1 2-17 A) 2 B) 2 C) 3 Simulation Questions 2-19 A) engagement performance F) leadership responsibilities B) monitoring G) Monitoring C) Engagement Performance H) acceptance & continuation of clients D) Leadership Responsibilities I) Leadership Responsibilities E) Relevant and ethical requirements J) Human Resources ...
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...September 15, 2007 Mr. S. Robson Walton Chairman of the Board Mr. William S. Simon CEO, Wal-Mart U.S. Wal-Mart Stores, Inc. 702 S.W. 8th Street Bentonville, AR 72716 Dear Messers, Walton and Simon: Thank you for your interest in our firm and for meeting with us on September 8th to discuss how we can assist you in analyzing certain aspects of Wal-Mart U.S. based operations. This letter serves as confirmation of our discussions and the agreements made between us at the meeting. Background 1, 2, 6 Wal-Mart is considered one the largest global retailer with $419 billion in annual revenues and more than 2.2 million employees throughout the world. Wal-Mart is successful in its consumer commitment to offer “Every Day Low Prices” (EDLP) thanks to its aggressive cost management concepts. Wal-Mart also serves as a leader on social issues. Their focus on global responsibility has made worldwide changes in how products are procured, packaged and shipped. Wal-Mart’s U.S. business unit is the largest of the three reportable business segments and operates in a very unique environment, supporting the largest economy in the world, the United States of America. U.S. segment revenues and gross profit margin have been stagnant over the last year and the company has implemented a four-point plan to improve comparable store sales. The U.S. reporting unit has been working through several class action lawsuits that could have a tremendous impact against future financial...
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...MBA CHANGE MANAGEMENT The reorganization of the Group Internal Audit Department FINAL assignment: Carlo Giorgis Change Management 1 HULT International Business School EMBA Carlo Giorgis EXECUTIVE SUMMARY UniCredit is one of the largest European financial groups, operating in 22 European countries with around 160.000 employees worldwide and 9.500 branches. In 2005, following the merger with HVB and the appointment of a new Head of Department, the Internal Audit Department (IAD) was reorganized. The expected results were obtained later than planned, with large resistances, process and relationships disruptions and bureaucracy increase. Main reasons were due to a simplistic approach to change, an inadequate leadership style, lack of compelling vision and insufficient communication. The IAD restructure could have been managed more effectively with a different approach in terms of: Organization metaphor: IAD has aspects of both Machine and Organism (Morgan, 1986); Model of change: William Bridges’s Model (Managing the transition, 1991) and Kotter Eight Steps (1995); People’s management, keeping into account the Behavioral (Pavlov, 1928 – Skinner, 1953) and Psychodynamic (Kubler-Ross, 1969 – Satir et al, 1991) approaches; Team’s management, building a project team taking into account the personal traits of team members (Belbin, 1981), involving external consultants and HR; Leadership Style, moving from Coercive towards a mixed use of Authoritative, Affiliative...
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...Capitalizing on Capabilities By Dave Ulrich and Norm Smallwood Assets like leadership, talent, and speed are what produce superior market value. A capabilities audit can show you how you measure up—and how to build on your intangible strengths. 1 [bio] Dave Ulrich, on leave from the University of Michigan, is currently mission president of the Canada Montreal Mission for the Church of Jesus Christ of Latter-day Saints; he can be reached at dou@umich.edu. Norm Smallwood is a cofounder of Results-Based Leadership; he can be reached at nsmallwood@rbl.net. Ulrich and Smallwood are coauthors of Why the Bottom Line Isn’t! How to Build Value Through People and Organization. When asked which companies they admire, people quickly point to organizations like General Electric, Starbucks, Nordstrom, or Microsoft. Ask how many layers of management these companies have, though, or how they set strategy, and you’ll discover that few know or care. What people respect about these companies is not how they are structured or their specific approaches to management, but their capabilities— an ability to innovate, for example, or to respond to changing customer needs. Such “organizational capabilities,” as we call them, are key intangible assets. You can’t see or touch them, yet they can make all the difference in the world when it comes to market value. The collective skills, abilities, and expertise of an organization, these capabilities are the outcome of investments in human resources—staffing...
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... March 2012 Introduction In writing this second leadership analysis I will examine the Relational Skills Audit, the Task Skills Audit, the Leadership Style Audit, Church Structure, the Leader’s/ Church’s Core Values Audit, the Ministry Circumstances Audit, and the Pastor-Organization Fit. Leadership is a challenge that must be approached with much preparation, skill, and care. If the leader takes a half hearted attitude of the deep responsibilities that come with all facets of Christian leadership, people can be wounded and Christ’s church diminished in it’s ability to reach the world. It has been said that every assignment in Christian leadership is a divine calling. If indeed this is true then we must ask ourselves the following questions: 1. What difference will I make? 2. Why am I here? 3. Who sent me? 4. Is this assignment sacred because God placed me here? 5. What does God want me to accomplish here? [1] As we work through the different audits found in Aubrey Malphurs,” Being Leaders,” we will look at the outcomes of each audit and how each one relates to myself personally. My objective will be to expound on each characteristic and how I fit or perform in the context of the information listed. James D. Whitehead wrote,” Whatever responsibilities, we...
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...Global Technology Audit Guide Auditing IT Governance Global Technology Audit Guide (GTAG®) 17 Auditing IT Governance July 2012 GTAG — Table of Contents Executive Summary......................................................................................................................................... 1 1. Introduction................................................................................................................................................ 2 2. IT Governance Risks................................................................................................................................... 7 3. Aligning the Organization and IT — Key Considerations................................................................ 12 4. The Role of Internal Audit in IT Governance............................................................................ 15 Conclusion....................................................................................................................................................... 18 Authors and Reviewers.............................................................................................................................. 18 Appendix — IT Governance Risk Assessment/Engagement Planning Considerations............................................. 19 iv GTAG — Executive Summary Executive Summary To support the heightened importance of IT governance and the mandatory nature of the International Standards...
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...Global Technology Audit Guide Auditing IT Governance Global Technology Audit Guide (GTAG®) 17 Auditing IT Governance July 2012 GTAG — Table of Contents Executive Summary......................................................................................................................................... 1 1. Introduction................................................................................................................................................ 2 2. IT Governance Risks................................................................................................................................... 7 3. Aligning the Organization and IT — Key Considerations................................................................ 12 4. The Role of Internal Audit in IT Governance............................................................................ 15 Conclusion....................................................................................................................................................... 18 Authors and Reviewers.............................................................................................................................. 18 Appendix — IT Governance Risk Assessment/Engagement Planning Considerations............................................. 19 iv GTAG — Executive Summary Executive Summary To support the heightened importance of IT governance and the mandatory nature of the International Standards for the Professional...
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...Understanding Business Risk INTRODUCTION This section expands on the business analysis techniques explained in the chapter. The 1990s saw a trend toward developing new audit approaches that apply a technical knowledge of the theory of organizational strategy to evaluating a client’s competitive position and its effect on the client’s business risk. These developments have been referred to as the strategic systems auditing (SSA audits) approach to auditing. An SSA audit can be characterized as a top-down approach that starts with understanding the corporate strategy and the business as a whole to determine the effects on the financial statements. A key innovation in the SSA audit was that the auditor must try to understand the business as management runs it, but with an objective point of view. In contrast, the traditional financial statement audit tended to focus on a bottom-up approach, or gathering evidence on individual transactions and aggregating them to the financial statement level. The strategic systems approach is an application of systems thinking, as discussed in the chapter. The audit team obtains an understanding of management’s strategy by interviewing the senior managers and the managers of the various business units in the organization. The auditors learn about the business objectives (e.g., cost leadership, differentiation, market share) and strategies that management has in place to meet those objectives. The appendix provides an introduction to frameworks auditors...
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...| UCSI UNIVERSITYFACULTY OF BUSINESS AND INFORMATION SCIENCE (FoBIS) | Teaching Plan 1. | Unit Code &Unit Title: | BB219 Management Ethics | 2. | Course of Study: | Bachelor of Business (Hons) Business Administration | 3. | Year of Study: | Year 2, Semester 2 | 4. | Year and Semester: | Semester May, 2015 | 5. | Credit Hour & Contact Hours: | 3 credit hours Lecture: 21 Hours Tutorial: 21 Hours Practical: | 6. | Lecturer: | Associate Professor Dr Intan Osman Email: Intan@ucsiuniversity.edu.my | 7. | Tutor: | Associate Professor Dr Intan Osman | 8. | Mode of Delivery: | LectureTutorial | 9. | Objectives: | * To provide students with a valuable source of reference on issues surrounding corporate misconducts and ethical principles and theories * To provide an understanding of how ethical theories can be applied in everyday individual and corporate undertaking. * To develop students’ appreciation of how an ethical manager may influence or drive a company towards being a responsible corporate entity. | 10. | Learning Outcomes: | Knowledge * To gain the background information on ethical principles and theories * To link the day-to- day events and issues faced by corporate to ethical dilemmas * To develop a strong appreciation of a range of significant issues, and case studies which demonstrate ethical dilemmas faced by large and small corporations * To select and apply theories...
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...Accreditation Audit AFT Task 4 Regulatory Audit Organization Plans Compliance Facility Compliance The following represents the level of compliance in the pain assessment area of patient care that was audited for Nightingale Community Hospital: There were 3 departments audited for Pain Assessment compliance over a 12 month period, NIGHTINGALE COMMUNITY HOSPITAL averaged 86.94% compliance. Audit | Audit Period | Location | Compliance % | Pain Assessment | 12 Months | ED | 70.66% | Pain Assessment | 12 Months | 3E | 93.5% | Pain Assessment | 12 Months | PACU | 96.66% | There were 3 departments audited for Pain Reassessment compliance over a 12 month period, NIGHTINGALE COMMUNITY HOSPITAL averaged 80.415 % compliance. Audit | Audit Period | Location | Compliance % | Pain Reassessment | 12 Months | ED | 54.83% | Pain Reassessment | 12 Months | 3E | 92.916% | Pain Reassessment | 12 Months | PACU | 93.5% | The following are the results of the audit that was completed for use of prohibited abbreviations in an aggregate of ICU, Telemetry, 3E and 4E over a 12 month period: Audit | Audit Period | Abbreviation | Occurrences per 50 opportunities | Prohibited Abbreviations | 12 Months | “cc” | 33.75 | Prohibited Abbreviations | 12 Months | “qd” | 15.916 | Fire Dill History of drills held once per shift per quarter over a 12 month period: Quarter | Shift 1 | Shift 2 | Shift 3 | Compliance Analysis | 1st (Jan-Mar) | √ | √ |...
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...THE AUDIT FIRM GOVERNANCE CODE A PROJECT FOR THE FINANCIAL REPORTING COUNCIL Audit Firm Governance Working Group Chairman: Norman Murray January 2010 The ICAEW operates under a Royal Charter, working in the public interest. Its regulation of members, in particular in respect of auditors, is overseen by the Financial Reporting Council. As a world leading professional accountancy body, the ICAEW provides leadership and practical support to over 132,000 members in more than 165 countries, working with governments, regulators and industry in order to ensure that the highest standards are maintained. The ICAEW is a founding member of the Global Accounting Alliance with over 775,000 members worldwide. © ICAEW 2010 All rights reserved. Laws and regulations referred to in this document are stated as of December 2009. No responsibility for any persons acting or refraining to act as a result of any material in this document can be accepted by the ICAEW or the Audit Firm Governance Working Group. January 2010 ISBN 978-1-84152-863-2 THE AUDIT FIRM GOVERNANCE CODE A PROJECT FOR THE FINANCIAL REPORTING COUNCIL Audit Firm Governance Working Group Chairman: Norman Murray January 2010 Contents Page Introduction A B C D E F Leadership Values Independent non-executives Operations Reporting Dialogue 2 5 5 6 7 9 10 Appendix 1: Involvement of independent non-executives Appendix 2: Independence considerations Appendix 3: Working Group members and terms of reference 11...
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...Executive Summary Accreditation Audit- Task 1 Maggie Miklos January 25, 2014 Executive Summary At Nightingale Community Hospital (NCH) one of our core values is to provide superior service and outstanding clinical care as noted in our safety statement. We welcome The Joint Commission (TJC) to survey our facility on a triennial basis to ensure compliance with their established standards and Priority Focus Areas: Infection control, Communication, Medication Management, and Information Management. In anticipation of the unannounced site visit, I have reviewed our current state of compliance for gaps in the Communication focus area and have prepared actions to close the gaps to ensure compliance. To gauge NGH’s compliance in the Priority Focus Area, Communication, I have reviewed the following Universal Protocol Standards depicted in TJC Handbook. This protocol “…was created to address the continuing occurrence of wrong site, wrong procedure and wrong person surgery and other procedures in Joint Commission accredited organizations” (Joint Commission, 2013). Within each standard our facility must meet the Elements of Performance criteria. The three standards I will be reviewing are: UP.01.01.01: Conduct a preprocedure verification process. (Commission 2013) UP.01.02.01: Mark the procedure site. (Commission 2013) UP.01.03.0: A Time-out is performed before the procedure. (Commissions 2013) The rationale...
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...HBR SPOTLIGHT Assets like leadership, talent, and speed are what produce superior market value. A capabilities audit can show you how you measure up-and how to build on your intangible strengths. Capitalizing on Capabilities by Dave Ulrich and Norm Smallwood they admire, people quickly point to organizations like General Electric, Starbucks, Nordstrom, or Microsoft. Ask how many layers of management these companies have, though, or how they set strategy, and you'll discover that few know or care. What people respect about the companies is not how they are structured or their specific approaches to management, but their capabilities an ability to innovate, for example, or to respond to changing customer needs. Such organizational capabilities, as we call them, are key intangible assets. You can't see or touch them, yet they can make all the difference in the world when it comes to market value. These capabilities - the collective skills, abilities, and expertise of an organization - are the outcome of investments in staffing, training, compensation, communication, and other human JUNE 2004 I F YOU ASK THEM WHICH COMPANIES resources areas. They represent the ways that people and resources are brought together to accomplish work. They form the identity and personality of the organization by defining what it is good at doing and, in the end, what it is. They are stable over time and more difficult for competitors to copy than capital market access, product strategy...
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