HND in Business Accounting& Management Essay Example for Free

HND in Business Accounting Management Essay Operations Management explores the way organizations produce and distribute goods and services. Everything you wear, eat, sit on, use or read comes to you courtesy of the operations managers who organized its production and distribution. Goods such as automobiles, airplanes, computers and houses, must be produced, as do the services provided by hospitals, ski resorts, trucks, and airlines. Its the job of an operations manager to make sure these activities occur when and how they are planned. This explanation reflects the essential nature of operations management: it is the central activity in organizing things. Operations Management is the systematic development and control of the processes that transform inputs into goods and services. The operations function comprises a significant percentage of the employees and physical assets in most organizations. Operations Managers are concerned with each step in providing a product or service. They determine what should go into an operating system, such as equipment, labour, facilities, materials, energy, and information, to produce the output. Operations Managers are also responsible for critical activities such as materials management, capacity planning, purchasing, scheduling and quality. The importance of Operations Management has increased dramatically in recent years. Significant competition, shorter product and service life cycles, better educated and quality-conscious consumers, and the capabilities of new technology have placed pressures on the operations function to improve productivity while providing a broader array of high-quality products and services. Such like IEKA An organization that gets the binomial concept operations and business management right is more likely to experience short-term success and run efficient activities. The business might, for example, prevent errors in its record-keeping processes and rein in waste in money-eating mechanisms a perennial source of concern for top management. Given the importance of operational management, company principals may work with department heads and business-unit chiefs to draw up strategic blueprints and ask them to remain discreet about the companys operational tactics. The goal is not to convene a periodic top-level meeting and plot strategy in a warlike room, but to set sound procedures to make sure the architects of the companys blueprint keep mum about its objectives, resources and action plans. TASK2 Ikea because according to the specific market environment for the correct operation strategy, that was a huge commercial success.Ikeas household concept in the beginning of its creating had clear definition, that is: to provide a wide variety, beautiful and practical, ordinary people can afford the household articles for use.However, with the development of The Times, and constantly changing consumer demand, ikeas household concept also constantly enrich and perfect.Then, on the basis of the original, ikea household concept began with environmental factors.In particular, household concept of ikea is mainly in household concept of the masses.In most cases, expensive home furnishings is well-designed for a few people can afford to buy.From the early stages of creation, ikea will chose a different path, ikea decided to stand with most people.This means that ikea should meet the household needs of most people in the world, which meet with many different need, grade, dreams, and financial resources, at the same time hope to improve household needs and create a better life.In ikea, everywhere can see pasted on the wall of the ikea business motto: ikea will provide a wide range of design at a low price beautiful, fully functional household products, ensure that most people have the ability to buy.General household the management idea of success is based on partnership between ikea and customers.On the one hand, ikea ikea do the right thing to do.First of all, ikea designers and manufacturers to cooperate, in order to find out the use of the existing production process manufacturing furniture clever way.Then, ikeas purchasing companies around the world with the most appropriate suppliers of raw materials.Finally, ikea in global bulk purchase, ensure that ikea can get the lowest price.On the other hand, the customer do what they should do, namely through the ikea catalogue, visit the ikea store, choose furniture and customize the warehou se take delivery.Since most goods using tablet packaging, customers can easily to carry it home and assembled.In this way, customers can save a lot of cost.As a result, building with ikea low price, together create a better everyday life.Visible, ikea shows popular household concept for most people service business ideas.In high-end household take the high-quality goods in the 1950 s, ikea this breakthrough will surely shows its forward-looking strategies. Ikea is not just a product, it has its own retail system.Ikeas retail chain system adopted the operating strategy, in the global retail business through a wholly-owned crown stores and franchisees two modes of operation (blue and red group).As of August 31, 2003, 186 ikea stores in 43 countries and regions, including Europe, Asia, North America and Oceania region, ikea also continues to increase.There are 165 as a wholly owned stores, distribution in 29 countries and regions.In addition, in Australia, the united Arab emirates, Gre ece, Saudi Arabia, Kuwait, Israel, Malaysia, Singapore, Iceland and Hong Kong, China, Taiwan and other 14 countries and regions, there are 21 franchise, except for the ikea group a franchisor to own and run.Ikeas chain operation has been a huge success, and thus a high international reputation for ikea.In 2004, ikeas operating income of 12.8 billion euros, net profit more than 1.1 billion euros, employs 84000 workers, as the worlds biggest household goods retailer.Low price strategy is refers to through continuous compression cost, thus reduce prices, to win the market strategy.Ikea has been that only provide beautifully designed, practical series of products is not enough, also should make most people can afford to buy, in order to for most people rather than a few people to create a better life.After all, money is not much can meet the needs of the household consumer satisfaction.Therefore, ikea emphasizes the low-price strategy in the management strategy.Low price strategy ikea is the core of the operating strategy, ikea has unusual significance.Both household concept, cost control and other aspects of management measures, in the final analysis is to ikeas low price strategy.The success of ikeas low price strategy mainly from the following several aspects: adhere to the principle of small profit, principle of small profit in business is braving the down the sharp weapon, but also an important guarantee of ikeas low price strategy to success.After 60 years of development, ikea has always unswervingly implement the principle.Low-cost system, guara ntee the normal way of thinking of most enterprises, first in terms of product design and pricing, however, ikea has a tradition, price the product first and then followed by the specific design, finally find suppliers according to the established design.So it will be in the system design ensures the ikea, low prices.Ikeas pricing method is also unique, often use price matrix method for new product pricing.Ikea has three price high, medium and low grade, four basic style, modern, country and young Swedish northern Europe.In order to identify market opportunities, which is responsible for the product will take in charge of the committees instructions, the existing product prices to fill him in grid, and then look for space.First start from the little space of committee instructions, for example, have been found in the high price of ikea products for a large number of independent kitchen island, but he has lost those suitable for apartment or office cheap kitchen supplies.Then, head of products through the investigation to determine the cost of the new product competition, the goal is to lower than competitors prices by 30% ~ 50%, in this way, the price of ikea point occurs.This is the product manager for the low price of products of ikea kitchen utensils and appliances.The pricing model is kill two birds with one stone, it reflected the ikea has always been the production of standard and sales of the original and cheap, and also contains all to determine the content of the device in the conceptual design . TASK3 Operational management deals with the nitty-gritty basics of how a company operates, such as keeping track of spending costs and cash flow as well as maintaining a supply line. Some of the best managers have been those who have found ways to make the basic operations of a company more efficient. Operational management requires knowledge of a constantly changing variety of data and variables, and skillful and flexible planning is required. Strategic management does not merely have to do with setting broad and lofty goals, but works to establish a plan over the long term that will work toward those goals. This involves taking into account such factors as competition and consumer demand. The most successful business visionaries have been able to establish very realistic pictures of the market and operate within the constrictions that they were given by the market. Strategic management takes a great deal of common sense. Despite the clear distinctions we are making it is also important t o understand that operational and strategic planning are interrelated and complementary decision processes, which must link to each other, inform and support one another for effective management of strategies. Operational planning is the day-by-day, week-by-week, and month-by-month planning for a myriad of local and functional activities; strategic planning sets the overall direction of your organisation as a whole, its destiny if you will. The decisions that constitute the strategic plan include what the enterprise is not currently doing, but should be doing. The choices of what to do imply other things that the organization deliberately chooses not do. The strategic plan embodies very big decisions with major consequences for the overall performance. Strategic and tactical planning are different in kind. The two forms of planning must be linked, and integrated, and must not be confused. About IKEA: IKEA is a privately-owned company founded in Sweden by Ingvar Kamprad. He first started to sell pens, wallets, picture frames, table runners, jewellery and nylon stockings and decided to add furniture in 1947. IKEA has now around 260 stores, much of which are located in Europe, the United States, Australia and Asia. Nowadays IKEA is known for selling modern and utilitarian furniture at low prices their vision is To create a better everyday life for the many people. IKEA motto is Affordable Solutions for Better Living. Their operations management are strongly focused on achieving this goal; they use their resources effectively to gain profit by developing a more economic way for the production of their wide range of service. This has involved them in working closely with their suppliers in order to control aspects of their business from the production line. Unlike most furniture stores, IKEA sells goods which need to be assembled by the consumer; this has enabled them to use space more efficiently in their warehouse. The company has developed methods to satisfy customers with their Unique Selling Point (show room, children’ area) and a wise use of technology (stock control, internet). TASK4 TASK5 The three-es that is economy, efficiency and effectiveness. MANAGEMENT EFFICIENCY Efficiency can be measured in terms of the inputs required to generate the outputs. It is about the way in which work is completed. It is part of a manager’s job to help improve efficiency. For example, if the same work can be completed using less inputs or resources then efficiency has improved. Measuring efficiency means that the process followed to complete the work must be defined and then each part of the process studied to see what resources are required. This becomes the starting point or benchmark for measurement. Future work is then measured against the benchmark to see if it has taken more or less resource. Process changes are also measured to see if they are more or less efficient. It is also useful to measure one team’s efficiency against another and then adopt the most efficient methods as best practice– always assuming that effectiveness is maintained. MANAGEMENT EFFECTIVENESS Effectiveness can be explained in terms of what is achieved. It is about whether targets are met or not. Performing effectively means that the right work is being completed. Managers are responsible for making sure that this happens. If a team is working really hard but not delivering what is needed, then they are not effective. Effectiveness is measured by setting out clear objectives before work starts and then evaluating whether the objectives have been met or not. MANAGEMENT ECONOMY Economy is the third element of the three Es model, covering the financial aspects of work being done. It could be argued that economy or finance is just one of the factors to consider when improving efficiency, but because finance is so important in today’s organisations, economy has become the third element. Economy is measured by looking at the cost of the resources consumed and the value of the output delivered. TASK6 The maximization of quality and productivity in each and every individual industry is the foundation of every economy aspiring to prosperity.Improve the companies income by making the production more acceptable to the customers: by providing longlife, greater usefulness, maintainablity,etc.Giving employees control includes giving them the power to make job-related decisions, the flexibility to organize their work in the way they find optimal, and the authority to find make improvements on how their job is done. Making this work requires providing employees with the training, coaching, and information they need to make intelligent decisions. Make Sure Supervisors Know How to Bring Out the Best in People Supervisors play a huge role in employee morale, performance, and stress level. Supervisors who know how to provide guidance, support, and encouragement minimize employee stress. Supervisors with poor management skills or with personal problems, not only cant help employees deal with stressful times, they themselves are a tremendous source of stress. The time and financial resources you invest in selecting and training managers will pay huge dividends in reducing employee stress, increasing productivity, and minimizing turnover.

Nurse Practitioner Essay -- Persuasive, Quality Care

In today’s world a big debate that families debate between and spend time trying to research is what the best possible options are for their children and spouses health care. A question often asked is if seeing a nurse practitioner is just as effective and safe as seeing a doctor. Many parents worry if their child will get the full attention needed when seeing a nurse practitioner. Nurse practitioners have the training and time to give children and their families the support and care necessary (Should My Child See a NP 2). A nurse practitioner is a registered nurse who is highly educated and has gone through clinical training in their health care specialty areas (Pediatrician v NP 1). In order for them to practice they must have four to six years of training and pass all their licensing exams to practice (Quality of Care 1). For students to become a prepared registered nurse they must complete an additional master’s level training on top of their baccalaureate prepared classes (Duties and Responsibilities 1). In order for someone to even prepare to go into the field of nurse practitioners a high school student should take challenging classes in English, Math, and Science (Duties and Responsibilities 1). Many nurse practitioners work side by side with a licensed doctor, but that is not always the case. The career of being a nurse practitioner began back in the 1960s (Pediatrician v NP 1). There was a huge shortage of physicians and I need for care to people under served (Pediatrician v NP 1). Nurse practitioners work in manly rural and urban settings such as public health departments, community health centers, hospitals, physicians' offices, nursing homes, HMOs, student health clinics, and home health agencies. Where state law pe... ...e practitioners provide nursing and medical services to not only families, but individuals and groups as well, emphasizing health promotion and disease prevention (Pediatrician v NP 1). Something they also provide for families, individuals and groups is teaching and counseling (NP Services 1). If necessary your nurse can provide you with prescription of pharmacologic agents and treatments. They can also provide non-pharmacologic therapies (NP Services 1). Even though nurse practitioners are a very good idea in many cases it is still very important to have a regular doctor that you can see in certain situations. Nurse practitioners are a great alternative for routine check ups minor visits when sometimes seeing your doctor is hard to do. You can be assured that with a nurse practitioner you will be tended for while receiving a warm and welcoming visit each time.

Communications Between Predecessor and Successor Auditors

Communications Between Predecessor and Successor Auditors 155 AU Section 315 Communications Between Predecessor and Successor Auditors (Supersedes SAS No. 7. ) Source: SAS No. 84; SAS No. 93. Effective with respect to acceptance of an engagement after March 31, 1998, unless otherwise indicated. Introduction .01 This section provides guidance on communications between predecessor and successor auditors when a change of auditors is in process or has taken place. It also provides communications guidance when possible misstatements are discovered in ? ancial statements reported on by a predecessor auditor. This section applies whenever an independent auditor is considering accepting an engagement to audit or reaudit (see paragraph . 14 of this section) ? nancial statements in accordance with generally accepted auditing standards, and after such auditor has been appointed to perform such an engagement. .02 For the purposes of this section, the term predecessor auditor refers to an auditor who (a) has reported on the most recent audited ? nancial statements1 or was engaged to perform but did not complete an audit of the ? ancial statements2 and (b) has resigned, declined to stand for reappointment, or been noti? ed that his or her services have been, or may be, terminated. The term successor auditor refers to an auditor who is considering accepting an engagement to audit ? nancial statements but has not communicated with the predecessor auditor as provided in paragraphs . 07 through . 10 and to an auditor who has accepted such an engagement. [As amended, effective for audits of ? nancial statements for periods ending on or after June 30, 2001, by Statement on Auditing Standards No. 3. ] Change of Auditors .03 An auditor should not accept an engagement until the communications described in paragraphs . 07 through . 10 have been evaluated. 3 However, an auditor may make a proposal for an audit engagement before communicating with the predecessor auditor. The auditor ma y wish to advise the prospective 1 The provisions of this section are not required if the most recent audited ? nancial statements are more than two years prior to the beginning of the earliest period to be audited by the successor auditor. There may be two predecessor auditors: the auditor who reported on the most recent audited ? nancial statements and the auditor who was engaged to perform but did not complete an audit of any subsequent ? nancial statements. [As amended, effective for audits of ? nancial statements for periods ending on or after June 30, 2001, by Statement on Auditing Standards No. 93. ] 3 When the most recent ? nancial statements have been compiled or reviewed in accordance with the Statements on Standards for Accounting and Review Services, the accountant who reported on those ? ancial statements is not a predecessor auditor. Although not required by this section, in these circumstances the successor auditor may ? nd the matters described in paragraphs . 08 and . 09 useful in determining whether to accept the engagement. AU  §315. 03 156 The Standards of Field Work client (for example, in a proposal) that acceptance cannot be ? nal until the communications have been evaluated. .04 Other communications between the successor and predecessor auditors, described in paragraph . 11, are advisable to assist in the planning of the engagement.However, the timing of these other communications is more ? exible. The successor auditor may initiate these other communications either prior to acceptance of the engagement or subsequent thereto. .05 When more than one auditor is considering accepting an engagement, the predecessor auditor should not be expected to be available to respond to inquiries until a successor auditor has been selected by the prospective client and has accepted the engagement subject to the evaluation of the communications with the predecessor auditor as provided in paragraphs . 07 through . 10. 06 The initiative for communicatin g rests with the successor auditor. The communication may be either written or oral. Both the predecessor and successor auditors should hold in con? dence information obtained from each other. This obligation applies whether or not the successor auditor accepts the engagement. Communications Before Successor Auditor Accepts Engagement .07 Inquiry of the predecessor auditor is a necessary procedure because the predecessor auditor may be able to provide information that will assist the successor auditor in determining whether to accept the engagement.The successor auditor should bear in mind that, among other things, the predecessor auditor and the client may have disagreed about accounting principles, auditing procedures, or similarly signi? cant matters. .08 The successor auditor should request permission from the prospective client to make an inquiry of the predecessor auditor prior to ? nal acceptance of the engagement. Except as permitted by the Rules of the Code of Professional Conduct, an auditor is precluded from disclosing con? dential information obtained in the course of an engagement unless the client speci? cally consents.Thus, the successor auditor should ask the prospective client to authorize the predecessor auditor to respond fully to the successor auditor's inquiries. If a prospective client refuses to permit the predecessor auditor to respond or limits the response, the successor auditor should inquire as to the reasons and consider the implications of that refusal in deciding whether to accept the engagement. .09 The successor auditor should make speci? c and reasonable inquiries of the predecessor auditor regarding matters that will assist the successor auditor in determining whether to accept the engagement.Matters subject to inquiry should include— †¢ †¢ †¢ Information that might bear on the integrity of management. Disagreements with management as to accounting principles, auditing procedures, or other similarly sign i? cant matters. Communications to those charged with governance regarding fraud and illegal acts by clients. [4] [4] [Footnote deleted to re? ect conforming changes necessary due to the issuance of Statement on Auditing Standards No. 114. ] AU  §315. 04 Communications Between Predecessor and Successor Auditors 157 †¢ †¢ Communications to management and those charged with governance regarding signi? ant de? ciencies and material weaknesses in internal control. 5 The predecessor auditor's understanding as to the reasons for the change of auditors. The successor auditor may wish to consider other reasonable inquiries. [Revised, May 2006, to re? ect conforming changes necessary due to the issuance of Statement on Auditing Standards No. 112. Revised, April 2007, to re? ect conforming changes necessary due to the issuance of Statement on Auditing Standards No. 114. ] . 10 The predecessor auditor should respond promptly and fully, on the basis of known facts, to the successor auditor's reasonable inquiries.However, should the predecessor auditor decide, due to unusual circumstances such as impending, threatened, or potential litigation; disciplinary proceedings; or other unusual circumstances, not to respond fully to the inquiries, the predecessor auditor should clearly state that the response is limited. If the successor auditor receives a limited response, its implications should be considered in deciding whether to accept the engagement. Other Communications .11 The successor auditor should request that the client authorize the predecessor auditor to allow a review of the predecessor auditor's working papers.The predecessor auditor may wish to request a consent and acknowledgment letter from the client to document this authorization in an effort to reduce misunderstandings about the scope of the communications being authorized. 6 It is customary in such circumstances for the predecessor auditor to make himself or herself available to the successor aud itor and make available for review certain of the working papers. The predecessor auditor should determine which working papers are to be made available for review and which may be copied.The predecessor auditor should ordinarily permit the successor auditor to review working papers, including documentation of planning, internal control, audit results, and other matters of continuing accounting and auditing signi? cance, such as the working paper analysis of balance sheet accounts, and those relating to contingencies. Also, the predecessor auditor should reach an understanding with the successor auditor as to the use of the working papers. 7 The extent, if any, to which a predecessor auditor permits access to the working papers is a matter of judgment.Successor Auditor’s Use of Communications .12 The successor auditor must obtain suf? cient appropriate audit evidence to afford a reasonable basis for expressing an opinion on the ? nancial statements he or she has been engaged to audit, including evaluating the consistency of the application of accounting principles. The audit evidence used in analyzing the impact of the opening balances on the current-year ? nancial statements and consistency of accounting principles is a matter of professional judgment. Such audit evidence may include the most recent audited ? ancial 5 See section 316, Consideration of Fraud in a Financial Statement Audit; section 317, Illegal Acts by Clients; and section 325, Communicating Internal Control Related Matters Identi? ed in an Audit. [Footnote revised, May 2006, to re? ect conforming changes necessary due to the issuance of Statement on Auditing Standards No. 112. ] 6 Appendix A [paragraph . 24] contains an illustrative client consent and acknowledgment letter. 7 Before permitting access to the working papers, the predecessor auditor may wish to obtain a written communication from the successor auditor regarding the use of the working papers.Appendix B [paragraph . 25] cont ains an illustrative successor auditor acknowledgment letter. AU  §315. 12 158 The Standards of Field Work statements, the predecessor auditor's report thereon,8 the results of inquiry of the predecessor auditor, the results of the successor auditor's review of the predecessor auditor's working papers relating to the most recently completed audit, and audit procedures performed on the current period's transactions that may provide evidence about the opening balances or consistency.For example, evidence gathered during the current year's audit may provide information about the realizability and existence of receivables and inventory recorded at the beginning of the year. The successor auditor may also apply appropriate auditing procedures to account balances at the beginning of the period under audit and to transactions in prior periods. [As amended, effective for audits of ? nancial statements for periods ending on or after June 30, 2001, by Statement on Auditing Standards No. 93. Revised, March 2006, to re? ect conforming changes necessary due to the issuance of Statement on Auditing Standards No. 105. ] . 13 The successor auditor's review of the predecessor auditor's working papers may affect the nature, timing, and extent of the successor auditor's procedures with respect to the opening balances and consistency of accounting principles. However, the nature, timing, and extent of audit work performed and the conclusions reached in both these areas are solely the responsibility of the successor auditor.In reporting on the audit, the successor auditor should not make reference to the report or work of the predecessor auditor as the basis, in part, for the successor auditor's own opinion. Audits of Financial Statements That Have Been Previously Audited . 14 If an auditor is asked to audit and report on ? nancial statements that have been previously audited and reported on (henceforth referred to as a reaudit), the auditor considering acceptance of the reaudit engagement is also a successor auditor, and the auditor who previously reported is also a predecessor auditor.In addition to the communications described in paragraphs . 07 through . 10, the successor auditor should state that the purpose of the inquiries is to obtain information about whether to accept an engagement to perform a reaudit. .15 If the successor auditor accepts the reaudit engagement, he or she may consider the information obtained from inquiries of the predecessor auditor and review of the predecessor auditor's report and working papers in planning the reaudit. However, the information obtained from those inquiries and any review of the predecessor auditor's report and working papers is not suf? ient to afford a basis for expressing an opinion. The nature, timing, and extent of the audit work performed and the conclusions reached in the reaudit are solely the responsibility of the successor auditor performing the reaudit. .16 The successor auditor should plan and perf orm the reaudit in accordance with generally accepted auditing standards. The successor auditor should not assume responsibility for the predecessor auditor's work or issue a report that re? ects divided responsibility as described in section 543, Part of Audit Performed by Other Independent Auditors.Furthermore, the predecessor auditor is not a specialist as de? ned in section 336, Using the Work of a Specialist, or an internal auditor as de? ned in section 322, The Auditor's Consideration of the Internal Audit Function in an Audit of Financial Statements. .17 If the successor auditor has audited the current period, the results of that audit may be considered in planning and performing the reaudit of the 8 The successor auditor may wish to make inquiries about the professional reputation and standing of the predecessor auditor.See section 543, Part of Audit Performed by Other Independent Auditors, paragraph . 10a. AU  §315. 13 Communications Between Predecessor and Successor Audi tors 159 preceding period or periods and may provide audit evidence that is useful in performing the reaudit. [Revised, March 2006, to re? ect conforming changes necessary due to the issuance of Statement on Auditing Standards No. 105. ] . 18 If, in a reaudit engagement, the successor auditor is unable to obtain suf? cient appropriate audit evidence to express an opinion on the ? nancial tatements, the successor auditor should qualify or disclaim an opinion because of the inability to perform procedures the successor auditor considers necessary in the circumstances. [Revised, March 2006, to re? ect conforming changes necessary due to the issuance of Statement on Auditing Standards No. 105. ] . 19 The successor auditor should request working papers for the period or periods under reaudit and the period prior to the reaudit period. However, the extent, if any, to which the predecessor auditor permits access to the working papers is a matter of judgment. See paragraph . 11 of this sect ion. ) . 20 In a reaudit, the successor auditor generally will be unable to observe inventory or make physical counts at the reaudit date or dates in the manner discussed in paragraphs . 09 through . 11 of section 331, Inventories. In such cases, the successor auditor may consider the knowledge obtained from his or her review of the predecessor auditor's working papers and inquiries of the predecessor auditor to determine the nature, timing, and extent of procedures to be applied in the circumstances.The successor auditor performing the reaudit should, if material, observe or perform some physical counts of inventory at a date subsequent to the period of the reaudit, in connection with a current audit or otherwise, and apply appropriate tests of intervening transactions. Appropriate procedures may include tests of prior transactions, reviews of records of prior counts, and the application of analytical procedures, such as gross pro? t tests.Discovery of Possible Misstatements in Fin ancial Statements Reported on by a Predecessor Auditor . 21 If during the audit or reaudit, the successor auditor becomes aware of information that leads him or her to believe that ? nancial statements reported on by the predecessor auditor may require revision, the successor auditor should request that the client inform the predecessor auditor of the situation and arrange for the three parties to discuss this information and attempt to resolve the matter.The successor auditor should communicate to the predecessor auditor any information that the predecessor auditor may need to consider in accordance with section 561, Subsequent Discovery of Facts Existing at the Date of the Auditor's Report, which sets out the procedures that an auditor should follow when the auditor subsequently discovers facts that may have affected the audited ? nancial statements previously reported on. 9 . 22 If the client refuses to inform the predecessor auditor or if the successor auditor is not satis? d wi th the resolution of the matter, the successor auditor should evaluate (a) possible implications on the current engagement and (b) whether to resign from the engagement. Furthermore, the successor auditor may wish to consult with his or her legal counsel in determining an appropriate course of further action. Effective Date .23 This section will be effective with respect to acceptance of an engagement after March 31, 1998. Earlier application is permitted. 9 See section 508, Reports on Audited Financial Statements, paragraphs . 70 through . 74, for reporting guidance. AU  §315. 23 160 .24The Standards of Field Work Appendix A Illustrative Client Consent and Acknowledgment Letter 1. Paragraph . 11 of this section states, â€Å"The successor auditor should request that the client authorize the predecessor auditor to allow a review of the predecessor auditor's working papers. The predecessor auditor may wish to request a consent and acknowledgment letter from the client to document this authorization in an effort to reduce misunderstandings about the scope of the communications being authorized. † The following letter is presented for illustrative purposes only and is not required by professional standards. Date] ABC Enterprises [Address] You have given your consent to allow [name of successor CPA ? rm], as successor independent auditors for ABC Enterprises (ABC), access to our working papers for our audit of the December 31, 19X1, ? nancial statements of ABC. You also have given your consent to us to respond fully to [name of successor CPA ? rm] inquiries. You understand and agree that the review of our working papers is undertaken solely for the purpose of obtaining an understanding about ABC and certain information about our audit to assist [name of successor CPA ? m] in planning the audit of the December 31, 19X2, ? nancial statements of ABC. Please con? rm your agreement with the foregoing by signing and dating a copy of this letter and returning it to us. Attached is the form of the letter we will furnish [name of successor CPA ? rm] regarding the use of the working papers. Very truly yours, [Predecessor Auditor] By: ___________________________ Accepted: ABC Enterprises By: ___________________________ Date: _________________ AU  §315. 24 Communications Between Predecessor and Successor Auditors .25 161 Appendix B Illustrative Successor Auditor Acknowledgment Letter . Paragraph . 11, footnote 7, of this section states, â€Å"Before permitting access to the working papers, the predecessor auditor may wish to obtain a written communication from the successor auditor regarding the use of the working papers. † The following letter is presented for illustrative purposes only and is not required by professional standards. [Successor Auditor] [Address] We have previously audited, in accordance with auditing standards generally accepted in the United States of America, the December 31, 20X1, ? nancial statements of ABC Enter prises (ABC). We rendered a report on those ? ancial statements and have not performed any audit procedures subsequent to the audit report date. In connection with your audit of ABC's 20X2 ? nancial statements, you have requested access to our working papers prepared in connection with that audit. ABC has authorized our ? rm to allow you to review those working papers. Our audit, and the working papers prepared in connection therewith, of ABC's ? nancial statements were not planned or conducted in contemplation of your review. Therefore, items of possible interest to you may not have been speci? cally addressed. Our use of professional judgment and the assessment of audit risk nd materiality for the purpose of our audit mean that matters may have existed that would have been assessed differently by you. We make no representation as to the suf? ciency or appropriateness of the information in our working papers for your purposes. We understand that the purpose of your review is to obt ain information about ABC and our 19X1 audit results to assist you in planning your 19X2 audit of ABC. For that purpose only, we will provide you access to our working papers that relate to that objective. Upon request, we will provide copies of those working papers that provide factual information about ABC.You agree to subject any such copies or information otherwise derived from our working papers to your normal policy for retention of working papers and protection of con? dential client information. Furthermore, in the event of a third-party request for access to your working papers prepared in connection with your audits of ABC, you agree to obtain our permission before voluntarily allowing any such access to our working papers or information otherwise derived from our working papers, and to obtain on our behalf any releases that you obtain from such third party.You agree to advise us promptly and provide us a copy of any subpoena, summons, or other court order for access to yo ur working papers that include copies of our working papers or information otherwise derived therefrom. Please con? rm your agreement with the foregoing by signing and dating a copy of this letter and returning it to us. AU  §315. 25 162 Very truly yours, [Predecessor Auditor] The Standards of Field Work By: ___________________________ Accepted: [Successor Auditor] By: ___________________________ Date: __________________ Even with the client's consent, access to the predecessor auditor's working papers may still be limited.Experience has shown that the predecessor auditor may be willing to grant broader access if given additional assurance concerning the use of the working papers. Accordingly, the successor auditor might consider agreeing to the following limitations on the review of the predecessor auditor's working papers in order to obtain broader access: †¢ †¢ †¢ The successor auditor will not comment, orally or in writing, to anyone as a result of the review as to whether the predecessor auditor's engagement was performed in accordance with generally accepted auditing standards.The successor auditor will not provide expert testimony or litigation support services or otherwise accept an engagement to comment on issues relating to the quality of the predecessor auditor's audit. The successor auditor will not use the audit procedures or results thereof documented in the predecessor auditor's working papers as audit evidence in rendering an opinion on the 19X2 ? nancial statements of ABC Enterprises, except as contemplated in Statement on Auditing Standards No. 84. The following paragraph illustrates the above:Because your review of our working papers is undertaken solely for the purpose described above and may not entail a review of all our working papers, you agree that (1) the information obtained from the review will not be used by you for any other purpose, (2) you will not comment, orally or in writing, to anyone as a result of that rev iew as to whether our audit was performed in accordance with generally accepted auditing standards, (3) you will not provide expert testimony or litigation support services or otherwise accept an engagement to comment on issues relating to the quality of our audit, and (4) you will not use the audit procedures or results thereof documented in our working papers as audit evidence in rendering your opinion on the 19X2 ? nancial statements of ABC, except as contemplated in Statement on Auditing Standards No. 84. [Revised, October 2000, to re? ect conforming changes necessary due to the issuance of Statement on Auditing Standards No. 93. Revised, March 2006, to re? ect conforming changes necessary due to the issuance of Statement on Auditing Standards No. 105. ] AU  §315. 25

Motif of Play in John Updikes AP Essay - 1050 Words

The Motif of Play in A P In the short story A P the author, John Updike, uses the motif of play as one of the main means by which he develops the character of Sammy, the nineteen-year-old narrator and protagonist of the story. In his many and varied references to play, Sammy reveals, along with his obvious immaturity, his rich imagination and potential for possible growth. The story takes place in the summertime of 1960 on a Thursday afternoon. Sammy is employed at the A P grocery store located in the middle of a town north of Boston, about five miles from the beach. Along with Sammy, the other characters involved in this story are three girls shopping in the A P in their bathing suits, whom Sammy names Plaid,†¦show more content†¦In another example, Sammy calls a customer buying four giant cans of pineapple juice an old party in baggy gray pants and a bum (p.35). On another occasion, he refers to customers as scared pigs in a chute (p.36) after they become flustered at being in his check-out line when he suddenly quits his job in front of them. The generation gap is quite apparent in all of these passages, at least on Sammys part. We see a good example of Sammys immature machismo after he watches the three girls walk barefoot through the store in their bathing suits. He states, You never know for sure how girls minds work (do you really think its a mind in there or just a little buzz like a bee in a glass jar?) (p.33). His appreciation for the female anatomy on a more common level is evidenced by his comment regarding Plaids derriere that he calls a sweet broad soft-looking can (p.33). Sammy does have some good points in relation to his fertile imagination. Since he has a tendency to see life as a game, it seems appropriate that he refers to the whole store as a pinball machine and I didnt know which tunnel theyd [the girls] come out of (p.35). Sammys imagination and command of the English language are seen in his description of Stokesie after the two of them spy the girls in the store. He says, Stokesies married, with two babies chalked up on his fuselageShow MoreRelatedA P By John Updike1441 Words   |  6 PagesJohn Updike is considered one of the greatest writers in modern American history. He is known for the idea that seemingly ordinary aspects of American life are actually quite fascinating. He wanted readers to see the beauty and magic of life, so he tried to describe everyday things using the most clear but beautiful language possible. Many of Updike’s pieces are drawn from his own life such as his marriage and his boyhood, as shown in three of his short stories: â€Å"AP†, â€Å"Ace in the Hole†, and â€Å"PigeonRead More The Turning Point in John Updikes A P Essay1133 Words   |  5 PagesThe Turning Point in John Updikes A P John Updikes short story A P reveals nineteen-year old Sammy, the central character, as a complex person. Although Sammy appears, on the surface, as carefree and driven by male hormones, he has a lengthy agenda to settle. Through depersonalization, Sammy reveals his ideas about sexuality, social class, stereotypes, responsibility, and authority. Updikes technique, his motif, is repeated again and again through the active teenage mind of the narratorRead More From Childhood to Adulthood in Updikes AP Essay1373 Words   |  6 PagesFrom Childhood to Adulthood in Updikes AP Sammy is stuck in that difficult transition between childhood and adulthood. He is a nineteen-year-old cashier at an AP, the protagonist in a story with the same name. John Updike, the author of AP, writes from Sammys point of view, making him not only the main character but also the first person narrator. The tone of the story is set by Sammys attitude, which is nonchalant but frank--he calls things as he sees them. There is a hint of sarcasmRead MoreANALIZ TEXT INTERPRETATION AND ANALYSIS28843 Words   |  116 PagesBecky’s slow but inevitable decline. Selectivity In deciding how much plot to include in a given work, how much emphasis to give individual episodes, and how these episodes are to be related to one another, the author’s selectivity comes fully into play. In general, the shorter the narrative, the greater the degree of selectivity that will be required. The very economy of the short story, for example, limits the amount of plot that can be included, a limitation of treatment that usually can be avoided