Internal Control in Organizations

Review Performance and Efficiency

• Author(s): Ibrahim H. Hussney,
• Publisher: Ibrahim H. Hussney
• Pages: 93
• Language: en
• Categories: Antiques & Collectibles / Books , Architecture / Codes & Standards , Architecture / Buildings / Public, Commercial & Industrial , Architecture / Professional Practice , Architecture / Project Management ,

Description:...

Internal control in organizations is an integrated set of activities, plans, and policies, or it is an effort made by individuals in organizations, business establishments, or companies, all of which aim in total to provide a reasonable level of assurance toward achieving the objectives of those organizations or institutions, or companies.

Internal control is the responsibility of everyone who works in the relevant entity and one of the best credible and effective programs that can be applied is what is called the integrated framework for internal control in organizations, which is adopted by the Organizations Sponsoring Committee for this framework, called Committee of Sponsoring Organizations of the Treadway Commission (COSO).

The types of internal control procedures in organizations are based on two rules. The first rule refers to so-called preventive control procedures, which are procedures related to determining the levels of decision-making authority, separating the organization’s competencies, and drawing up the policies and procedures used to conduct business in the organization. Among the preventive control measures is keeping the password, and the database of the organization and working to change it routinely to maintain and update the contents of the database.

​​​​​​​The second rule is the revealing control procedures, as its function is to manage the levels of decision-making authority, settlement work within the organization, identify reports related to abuses, and periodic review and examination.

The importance of internal control systems in organizations lies in the practical completion of functions and tasks, avoiding surprises, preserving the rights of shareholders, developing the general quality of activity, and verifying the suitability of this activity, as the shareholders always expect the organization to have good and effective control.

The hierarchy of thinking styles most suitable for managing control systems begins with resorting to the so-called reductionist thinking style through which the presented case is fragmented. Then the critical thinking style is approached, to understand and analyze this presented case. Then, in the end, comes the logical thinking method is used, to provide solutions or alternatives to remedy the matter.