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<\/p>\nIn every organisation each department is expected to complete their duties and do it well.\u00a0 Nobody likes the idea of having someone else stepping in to check their work.\u00a0 The audit department (or firm) is generally seen as an unwelcomed entity, and being regarded so makes everyone’s job less comfortable.<\/p>\n
<\/p>\n
Why does audit exist?\u00a0 Regardless of the size and type of organisation, there is the need for an independent check and balances reporting, mostly on the financial aspects of the business (Braiotta, Colton, & Ramamoorti, 2010), although some corporations extend the coverage to include non-financial stand points of its operations.\u00a0 Such was the case of an international cement company which, by explicit request of the CEO,\u00a0 had not one but two departments with auditing functions in its organisational structure.<\/p>\n
One unit, named Internal Control, was part of the Accounting and Comptrollership Division focused exclusively on financial information.\u00a0 The other unit, Process Assessment, reported to the Administrative Division and, as the name stated, covered all productive processes within the company linking them to the use of financial resources.<\/p>\n
Inevitably, the auditing activities of both units overlapped when going over finance-related topics.\u00a0 Although not frequently, sometimes different opinions about specific audit matters were reported to the CEO generating friction between the auditing units.\u00a0\u00a0These unsettling situations added up to the unwelcomeness of both auditing departments, making them unpopular throughout the company.<\/p>\n
To strengthen its then recent expansion to several countries, the company turned to the post-merger integration (PMI) team to use that same approach to all the organisation with the goal of streamlining and standardising procedures supported with computerised information systems.\u00a0 The audit function was not an exception.\u00a0 A system for Management of Internal Control (MIC) was implemented, for which a training program took place including both Internal Control and Process Assessment.<\/p>\n
The PMI team prepared briefing information to address the top management of every country as well as pre-training guidelines and assignments to work on before attending the MIC workshop.\u00a0 The challenge for the PMI team was to successfully train the audit units in spite of an environment loaded with enmity.<\/p>\n
The leadership styles I used to conduct the MIC workshop included: The shared style to open the sessions in coordination with the comptrollership of each host country; the cognitive style when teaching the participants about MIC; the transformational style to present the audience with the plan to work in small groups that combined the talents of both departments, this way the rivalry they had would loose meaning.\u00a0 And last but not least, the servant style when helping the teams finish their assignments (O’Toole, 2008).<\/p>\n
References<\/p>\n
All graphic material retrieved from Creative Commons website.<\/p>\n
Braiotta, L. J., Colson, R., & Ramamoorti, S. (2010).\u00a0The audit committee handbook<\/i>. Retrieved from https:\/\/ebookcentral.pro
\nquest.com<\/p>\n
O’Toole, James (2008).\u00a0Notes Toward a Definition of Values-Based Leadership.\u00a0The Journal of Values-Based Leadership<\/i>,\u00a01<\/i>(1).<\/p>\n","protected":false},"excerpt":{"rendered":"
In every organisation each department is expected to complete their duties and do it well.\u00a0 Nobody likes the idea of having someone else stepping in to check their work.\u00a0 The audit department (or firm) is generally seen as an unwelcomed entity, and being regarded so makes everyone’s job less comfortable. Why does audit exist?\u00a0 Regardless … Continue reading “LRNT525 U3 a1 – Project Management”<\/span><\/a><\/p>\n","protected":false},"author":62,"featured_media":458,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[8],"tags":[],"class_list":["post-449","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-lrnt525"],"_links":{"self":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0018\/wp-json\/wp\/v2\/posts\/449","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0018\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0018\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0018\/wp-json\/wp\/v2\/users\/62"}],"replies":[{"embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0018\/wp-json\/wp\/v2\/comments?post=449"}],"version-history":[{"count":11,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0018\/wp-json\/wp\/v2\/posts\/449\/revisions"}],"predecessor-version":[{"id":461,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0018\/wp-json\/wp\/v2\/posts\/449\/revisions\/461"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0018\/wp-json\/wp\/v2\/media\/458"}],"wp:attachment":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0018\/wp-json\/wp\/v2\/media?parent=449"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0018\/wp-json\/wp\/v2\/categories?post=449"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0018\/wp-json\/wp\/v2\/tags?post=449"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}