Tham khảo tài liệu 'financial audit of the department of human resources development a report to the governor and the legislature of the state of hawai‘i report no. 07-09 december 2007_part1', tài chính - ngân hàng, kế toán - kiểm toán phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả
This compendium provides a comprehensive overview of the most important topics covered in a strategy course at the Bachelor, Master or MBA level. The intention is to supplement renowned strategy textbooks such as Johnson and Scholes.
This compendium is designed such that it follows the structure of a typical strategy course.
Throughout this compendium theory is supplemented with examples and illustrations.
The questionnaire-based approach centred on the 8 Data Protection principles is
usually confined to a set number of areas chosen for discussion and inspection. In
terms of larger organisations, the scope of the audit may be defined well in advance
and limited to named functional areas e.g. the human resources unit of a large
retailer or the Planning, Waste Management and Motor Tax Office divisions of a local
authority. Areas or units selected for inspection may be selected based on their
physical suitability or for reasons relating to the technical infrastructure in place e.g.
Navigant conducted initial meetings with the Port Authority’s Chief Administrative Officer and
Human Resource departments. Subsequent to the meetings, information requests were sent in
order to facilitate the review of key documents and other pertinent information. Navigant
reviewed multiple documents, conducted numerous in person and telephonic interviews as
well as performed detailed analyses of base pay, overtime, “add‐on” compensation, healthcare
costs, and other benefit analyses.
A strategic plan helps guide the development of the internal audit function.
The plan is more than a point-in-time risk assessment. It formally defines the
value proposition of the new function, the customers it serves and the value it
will create now and into the future. It outlines operational tactics to achieve
key objectives as well as functional management responsibilities.
The plan also addresses funding and human resource needs both initially and
over a three-to-five year horizon. Key assumptions and benchmarks comparing
the plan against third-party data are generally included.
Once the assessments are made, the next step is to identify areas in which the
organization can improve. Note that nonprofit organizations are not expected to be a
“Level 5” on all strategic communications practices. Rather, the assessment of where
the organization should be must be based on an accounting of the organization’s
realistic capabilities with respect to communications. For example, it may not be
reasonable to expect that all funding that comes into an organization will have dollars
earmarked for communications.
The signing of the Global Political Agreement (GPA) in 2008 and the creation of the Inclusive Government provided a new beginning for Zimbabwe. Progress on the implementation of the GPA has, however, been mixed.4Some important elements have been implemented such as amendments to the Electoral Act, the appointment of independent Commissions to address Media, Human Rights and Election issues and the issuing of Print and Media Licenses (15 in 2010). Furthermore, a Land Audit Commission and a National Economic Council have been established.