Guide to Using International Standards on Auditing in - IFAC
Guide to Using International Standards on Auditing in - IFAC
Guide to Using International Standards on Auditing in - IFAC
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55<br />
<str<strong>on</strong>g>Guide</str<strong>on</strong>g> <str<strong>on</strong>g>to</str<strong>on</strong>g> <str<strong>on</strong>g>Us<strong>in</strong>g</str<strong>on</strong>g> <str<strong>on</strong>g>Internati<strong>on</strong>al</str<strong>on</strong>g> <str<strong>on</strong>g>Standards</str<strong>on</strong>g> <strong>on</strong> <strong>Audit<strong>in</strong>g</strong> <strong>in</strong> the Audits of Small- and Medium-Sized Entities Volume 1—Core C<strong>on</strong>cepts<br />
Exhibit 5.3-1<br />
Assignment of authority/resp<strong>on</strong>sibility<br />
Organizati<strong>on</strong>al structure<br />
Communicati<strong>on</strong><br />
of entity values<br />
and commitment<br />
<str<strong>on</strong>g>to</str<strong>on</strong>g> competence<br />
Management’s philosophy and operat<strong>in</strong>g style<br />
Governance structure and practices<br />
Human resources<br />
policies and<br />
procedures<br />
C<strong>on</strong>trol envir<strong>on</strong>ment c<strong>on</strong>trols will <strong>in</strong>fluence the audi<str<strong>on</strong>g>to</str<strong>on</strong>g>r’s evaluati<strong>on</strong> of the effectiveness of other specific<br />
c<strong>on</strong>trol activities that may address specific areas such as sales and purchase transacti<strong>on</strong>s. For example, if<br />
management has a negative attitude <str<strong>on</strong>g>to</str<strong>on</strong>g>ward c<strong>on</strong>trol <strong>in</strong> general, this will underm<strong>in</strong>e the effectiveness of other<br />
c<strong>on</strong>trols (such as sales, etc.) no matter how well they were designed.<br />
The audi<str<strong>on</strong>g>to</str<strong>on</strong>g>r’s evaluati<strong>on</strong> of the design of the entity’s c<strong>on</strong>trol envir<strong>on</strong>ment would <strong>in</strong>clude the elements set out below.<br />
Exhibit 5.3-2<br />
Key Elements<br />
<str<strong>on</strong>g>to</str<strong>on</strong>g> Address<br />
Communicati<strong>on</strong><br />
and Enforcement<br />
of Integrity and<br />
Other Ethical<br />
Values<br />
Commitment <str<strong>on</strong>g>to</str<strong>on</strong>g><br />
Competence<br />
Participati<strong>on</strong> by<br />
Those Charged<br />
with Governance<br />
Descripti<strong>on</strong><br />
Integrity and ethical values are essential (foundati<strong>on</strong>al) elements, which <strong>in</strong>fluence the<br />
effectiveness of the design, adm<strong>in</strong>istrati<strong>on</strong>, and m<strong>on</strong>i<str<strong>on</strong>g>to</str<strong>on</strong>g>r<strong>in</strong>g of other c<strong>on</strong>trols.<br />
Management’s c<strong>on</strong>siderati<strong>on</strong> of the competence levels for particular jobs, and how<br />
those levels translate <strong>in</strong><str<strong>on</strong>g>to</str<strong>on</strong>g> requisite skills and knowledge.<br />
Attributes of those charged with governance such as:<br />
• Their <strong>in</strong>dependence from management;<br />
• Their experience and stature;<br />
• The extent of their <strong>in</strong>volvement and the <strong>in</strong>formati<strong>on</strong> they receive, and the<br />
scrut<strong>in</strong>y of activities; and<br />
• The appropriateness of their acti<strong>on</strong>s, <strong>in</strong>clud<strong>in</strong>g the degree <str<strong>on</strong>g>to</str<strong>on</strong>g> which difficult<br />
questi<strong>on</strong>s are raised and pursued with management, and their <strong>in</strong>teracti<strong>on</strong> with<br />
<strong>in</strong>ternal and external audi<str<strong>on</strong>g>to</str<strong>on</strong>g>rs.