企业内部树立健全的、完善的内部审计制度,能够有效谐和企业内部各阶级各部门之间的相互关系,能够健全和完善企业的内部管理机制。此外,企业内部树立健全的、完善的内部审计制度,能够在谐和企业拜托代理关系等过程中发挥监视、风险管理、服务等作用。
Today, as people live a better life, they chase for more enjoyment.
We can see from the news that when the holiday comes, there are so many people gather in the scenery site. People like to travel today, they can take a plane, take the bus or even take a bike. On my opinion, the best way to travel is by train.
First, it is very cheap. Compare with other ways, such as plane and bus, train is less expensive, people can save a lot of money.
Besides, taking the train is much safer.
People don’t have to worry about crush, which is more happen in the plane or bus. Second, we can enjoy the scenery in the train.
Though the train is very slow, we can have a good sight of the beautiful scenery, when we go to Tibet, we can see different colors and different mountains during the trip. Taking the train is the best way to travel.
今天,随着人们过上更好的生活,人们追求的娱乐。我们可以从新闻上看到当节假日来临的时候,很多人聚集在景点。现在,人们喜欢旅游,他们可以坐飞机,坐巴士甚至骑单车。在我看来,最好的旅游方式是坐火车。第一,这很便宜。和其他方式,如飞机和巴士,坐火车便宜很多,人们可以省下很多钱。而且,做坐火车也更加安全。人们不用担心坠毁,这地发生在飞机和巴士上。第二,我们可以在火车上欣赏风景。虽然火车很慢,我们可以好好看看美丽的风景,当我们去西藏的时候,可以在旅途中看到不同的颜色和不同的大山。坐火车是最好的旅游方式。
这是一个终身学习的时代,知识是人类最重要的资产。有效的知识管理对于教育的整体发展与全面革新具有积极意义。受之以鱼不如授之以渔,通过英语学习策略的知识管理,可以优化语言学习的过程和效果,有利于提高学生的自主学习能力,把他们培养成为终身学习者。
企业中的内部审计机制在企业的内部组织管理中确实能够发挥宏大的作用。但是,企业中的内部审计机制造为企业内部控制系统的重要组成局部,也存在着以下缺乏:
(一)内部审计机构位置不高、且独立性比拟差。企业中的内部审计机制与企业中的其他部门一样,受制于企业高层的管理和指导,自然不可能精确无误地完整行使企业内部审计机制的全部职能。
比方,很多企业的高层将企业内部的审计机构与企业内部的其他部门置于对等的企业组织位置,而招致企业内部审计机构无法和无权对企业中的其他职能部门进行真正的、认真的考核和评价,而招致企业内部审计流于方式。
我国大局部企业的内部审计部门外表直接承受企业董事会的指导,但是实践上大多数均遭到来自于企业中层相关部门的指导和企业中层其他部门的指导,从而招致企业内部审计部门的审计工作短少应有的独立性和自主性,招致企业内部审计部门的审计工作对付于外表。
(二)内部审计重点不明白,并且职能尚未转变。
目前,在我国有不少企业中的内部审计机构中的工作人员从事的依然是对企业各部门进行传统的“经济监视”
审计,其审计的效果和效率也低下;另一方面我国上市企业中的很多高层管理者对企业内部审计机构的审计职能缺乏正确的认识,将企业内部审计机构的审计职能片面天文解为审核财务系统的经济账目,从而招致我国某些上市企业将企业的内部审计机构与企业的财会职能部门合为一体的现象,从而招致我国上市企业中的内部审计机构无法正常地、独立地行使本机构的职能而顺利地展开审计工作,更无法得出客观公正的审计结论。
(三)传统的内部审计办法已不顺应公司管理的开展请求。
鉴于我国很多大型上市企业都曾经采用了网络化信息系统操作程序,所以企业内部审计机构中的审计人员必需学会纯熟操作计算机。不只如此,企业内部审计机构中还应该至少有两名以至多名纯熟控制和纯熟运用最新计算机技术的专家。纯熟控制和运用最新计算机技术的专家将辅佐上市企业研讨和开发企业消费和企业运营等方面的计算机审计软件,辅佐企业培训企业其他职能部门的企业审计人员纯熟操作计算机,纯熟运用计算机中的技术审计软件。遗憾的是,目前我国上市的企业内部审计职能部门由于尚无上述方面的计算机专业人才,而招致既不能缓解更不能处理企业内部审计机构中审计人员不多但是审计任务却十分繁重的矛盾,招致我国上市企业的内部审计机构呈现无法正常发挥审计作用、更无法超凡发挥其审计职能的严重场面,从而严重影响了我国上市企业内部审计机构的审计质量与审计效率。如此缺乏高屋建瓴的审计和倡议,当然无益于企业高层剖析企业管理中存在的诸多问题,无益于企业高层预防与处理企业在消费和运营过程中可能遇到的潜在的风险。
(四)内部审计工作得不到应有的注重和支持。
目前,我国多数企业都是将企业的管理重心聚焦于董事会和企业的外部审计部门,对建立企业的.内部控制体系如此严重的问题常常视而不见。内部审计部门常常被看作外部审计的辅助性机构,企业设置内部审计部门的目的不是为了更好地增强上市企业的内部管理,而是为了敷衍我国政府相关主管部门及上市企业审计部门的请求。因而,我国上述企业中的内部审计机构在审计企业消费和企业运营时常常难以主动地、独立地展开正常的审计工作。
提升企业内部审计机构的位置,取决于企业良好的内部环境。故此,企业高层必需做好以下几个方面的工作:
(一)合理设置内部审计机构,从而加强内部审计的权威性和独立性。企业内部审计机构所具有的独立性位置,是企业审计机构的审计人员可以客观公正地调查企业内部各部门的详细工作和向企业高层照实报告调查所得状况的根本保证。
上市企业审计机构审计的独立性是指审计机构中的审计人员在对企业的相关职能部门进行审计时,不参与到被审计的相关职能部门的消费活动和运营活动之中;不与被审计的相关职能部门发作任何的利益关系。事实证明:企业内部健全与完善的管理构造能够有效推进和有效促进企业内部审计机构工作的正常运转。所以,上市企业必需采取下列主要措施有效推进和促进上市企业内部审计机构的正常运作和审计职能的超凡发挥:合理设置内部审计组织机构。
探究合适本身特性的审计机构设置形式,依据本身需求树立内部审计组织机构。例如,范围较小并且尚未树立标准的公司制的企业,普通都会面临人员装备缺乏等问题,可设置2~3名专职内部审计人员,直承受总经理指导;业务比拟单纯、范围比拟小的上市企业,能够设置单独的企业内部审计部门;综合性业务多、范围比拟大的上市企业,能够在上市企业的董事会下属再设置企业内部审计部门;改良审计技术。
内部审计范畴正在不时融入管理审计、经济义务审计、工程项目审计、质量控制审计和管理作弊审计等边缘学科,由此可见,上市企业的内部审计机构能够推进和促进企业内部组织构造的疾速完善,能够推进和促进企业内部财务信息的定期披露。
正由于如此,上市企业的内部审计机构必需逐渐完成企业内部审计过程的三个转变:第一,从传统的事后审计转变为事前审计、事中审计和事后审计相分离;第二,从传统的静态审计转变为动态审计与静态审计相分离;第三,从传统的现场审计转变为远程审计与现场审计相分离。
(二)调整审计范围和重点,继而转变内部审计职能。面对上市企业内部审计机构一日千里的开展和变化,我国上市企业必需疾速调整企业内部审计机构的审计中心和审计范围:第一,企业内部审计机构审计必需涵盖企业运营的各个环节和企业的各个管理层面;第二,企业内部审计机构审计必需以审计企业的经济效益为中心;第三,企业内部审计机构审计必需考核和评价企业的内控制度;第四,企业内部审计机构审计必需考核和评价企业的风险控制才能;第五,企业内部审计机构审计必需对企业各部门展开事前、事中、事后的考核和评价。目前,在全球企业中企业的内部审计制度正在逐渐健全和完善。
在这种态势之下,上市企业中传统的“监视导向型”内部审计形式曾经与一日千里的上市企业的内部审计形式格格不入。而我国上市企业传统的落后的内部审计机制要走出窘境,就必需努力做到以下几个方面:第一,疾速由传统的“监视导向型”企业内部审计形式转变为先进的国际型的“服务导向型”企业内部审计形式;第二,聚焦于上市企业内部审计机构的“服务”功用,明白上市企业内部审计部门除了精确地疾速地向上市企业的高层管理者报告审计中发现的问题之外,还要针对在审计中发现的问题向企业高层提出良好的倡议,辅佐上市企业高层管理者做好上市企业的管理和监控工作,提高上市企业的经济效益。
(三)拓宽审计范畴。我国上市企业为顺应内部审计工作重心转变的需求,必需充沛应用企业内部审计机构对企业各部门消费和对企业各部门运营的熟习水平,充沛应用企业内部审计机构相对独立的组织位置等,逐渐扩展对企业各部门各环节的审计范围,逐步健全和逐渐完善企业内部审计机构的审计形式,公正客观地评价上市企业在消费和运营管理过程中存在的详细问题,为上市企业的高层管理者提供处理上市企业中存在问题的根据。
与此同时,我国上市企业的内部审计重点还应该疾速进行下列几个方面的转变:一是我国上市企业的内部审计重点必需向企业的价值增值审计方向转变;二是我国上市企业的内部审计重点必需向企业的战略审计方向转变;三是我国上市企业的内部审计重点必需向企业的风险审计方向转变;四是我国上市企业的内部审计重点必需向企业的管理作弊审计方向转变。
(四)完善公司内部控制规范。我国很多上市于美国的企业,已依据美国上市企业内部审计中的COSO 风险管理框架构建起了十分完善的上市企业内部审计机制,并承诺公司内部控制的有效性。我国上市企业必需经过上市企业的外部审计师对上市企业的内部组织进行全面的、多层面的审核后,我国上市企业才干向本上市企业外部发布本上市企业的内部控制审核报告。目前,我国财政部正在为在我国外乡的上市企业和非上市企业制定合适于我国上市企业内部管理的相关条例。依据相关公司管理原则请求,我国上市企业内部审计协会必需尽快制定合适于我国上市企业内部管理的相关条例,我国注册会计师协会也必需尽快修订和制定合适于我国上市企业内部管理的相关条例。
(五)健全内部管理体系。我国上市企业的高层管理者必需疾速纠正对上市企业内部审计机构的成见,全面理解我国上市企业内部审计机构在辅佐上市企业高层管理者管理本企业中发挥的宏大作用,赋予我国上市企业内部审计机构应有的职权和位置。与此同时,消费范围大、业务运营多的大型上市企业必需树立、健全和完善独立的上市企业内部审计机制,充沛自创欧美国度特别是美国、英国、法国等国度上市企业的内部审计机构形式,充沛发挥我国上市企业内部审计机构在企业内部审计中的宏大职能与严重作用,及时发现我国上市企业消费过程和运营过程中存在的问题,辅佐我国上市企业高层管理者管理好我国的上市企业。我国传统的上市企业内部审计,历来都是以高高在上的检查者形象呈现在我国上市企业的各个部门中。
可是,如今面对我国上市企业一日千里的外部环境,我国传统的上市企业内部审计机构中的审计工作者必需转变观念,必需充沛认识到我国上市企业内部审计机构在辅佐我国上市企业高层管理者管理企业时所发挥的宏大作用,疾速顺应我国上市企业内部组织管理的需求,疾速转换上市企业内部审计机构的审计职能,扩展上市企业内部审计机构的审计范围,变革上市企业内部审计机构的审计技术,提升上市企业内部审计机构的审计价值,革新上市企业内部审计机构的审计形式,优化我国上市企业内部审计机构的构造等。
此外,我国的上市企业还必需保证我国上市企业内部审计机构的独立性以及在上市企业中的组织位置,充沛应用我国上市企业内部审计机构与上市企业董事会、上市企业外部审计等之间的互补关系,有效推进和有效促进我国上市企业的内部组织管理。
If I ruled the world, I would do some changes that will make the world become better. I would publicize concept of peace, and try to reduce wars. I would also try my best to reduce taxation, help poor people with their producion and make business revive. I would change education too, because it is said that the fature of a country depends on children of the country. In a way, the future of the world depends on children of the world. So I think, the education is a very important factor to make the world become better. I would reduce class-time, reduce homeworks and build many appliances for play on the playground. I would make the schools become a kind of place that kids can be happy there, and like there. I would definitely be a good leader. If somebedy gave me honor to rule the whole world, I wouldnt let him(her down. I would do anything I can do to make the world become more beautiful, more peaceful and warmer.
organizations
who are managers
A manager is someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.
How do we define who managers are
we have first-line managers, the lowest level of management ,manage the work of nonmanagerial employees who typically are involved with producing the organization’s products or servicing the organization’s customers. First-line managers often have the title of supervisor, but they may also called shift managers, district managers, department managers, office managers, or even foreperson. middle managers include all levels of management between the first level and the top level of the organization. These managers manage the work of first-line managers and may have titles such as regional manager, project leader, plant manager, or division manager. At or near the upper levels of the organizational structure are the top managers, who are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. These individuals typically have titles such as executive vice president, president, managing director, chief operating officer, chief executive officer, or chairperson.
what is management
management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
Efficiency refers to getting the most output from the least amount of inputs.
Effectiveness is often described as doing things right, that is, not wasting resources.
what do managers do
management researchers have, after many years of study, developed three specific categorization schemes to describe what managers do: functions, roles, and skills. management functions
Planning: managers define goals, establish strategies for achieving those goals, and develop plans to integrate and coordinate activities.
organizing: managers are responsible for arranging and structuring work to accomplish the organization’s goals.
Leading: managers motivate subordinate, help resolve work group conflicts, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues.
controlling: managers have to monitor, compare and correct everything that is deviating. management roles
The term management roles refers to specific categories of managerial behavior.
Interpersonal roles are roles that involve people and other duties that are ceremonial symbolic in nature. The three interpersonal roles include figurehead, leader, and liaison.
Informational roles involve collecting, receiving, and disseminating information. The three informational roles are monitor, disseminator, and spokesperson.
Decisional roles entail making decisions or choices. The four decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator.
management skills
Technical skills are the job-specific knowledge and techniques needed to proficiently perform specific tasks. These skills tend to be more important for lower-level managers because they typically are managing employees who are suing tools and techniques to produce the organization’s products or service the organization’s customers.
Human skills involve the ability to work well with other people both individually and in a group. Because managers deal directly with people, these skills are essential and equally important at all levels of management.
conceptual skills are the skills managers use to think and to conceptualize about abstract and complex situations. Using these skills, managers must see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment.
How the manager’s job is changing
what is an organization
An organization is a deliberate arrangement of people to accomplish some specific purpose.
Becoming a manager
1. Keep up with current business news.
2. Read books about good and bad examples of managing.
3. Remember that one of the things good managers do is discover what is unique about each
person and capitalize on it.
4. Keep in mind the simple advice of the late Peter Drucker, who has been called the most
influential management thinker of the twentieth century: management is about people.
5. work on your soft skills—work ethic, communications, information gathering, and people
skills. These are what employers cite as the most important factors for getting jobs.
6. observe managers and how they handle people and situations.
7. Talk actual managers about their experiences—good and bad.
8. Get experience in managing by taking on leadership roles in student organizations.
9. Start thinking about whether you’d enjoy being a manager.
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