Abstract: The paper scrutinizes the literature on accountability and non-accountability, and then presents an analysis of a South African case which demonstrated consequences of a lack of accountability. Ethical conduct displayed by members of the public sector is integral to creating a sustainable democratic government, which upholds the constitutional tenets of accountability, transparency and professional ethicality. Furthermore, a true constitutional democracy emphasises and advocates the notion of service leadership that nurtures public participation and engages with citizens in a positive manner. Ethical conduct and accountability in the public sector earns public trust; hence these are key principles in good governance. Yet, in the years since the advent of democracy in South Africa, the government has been plagued by rampant corruption and mal-administration by public officials and politicians in leadership positions. The control measures passed by government in an attempt to ensure ethicality and accountability within the public sector include codes of ethics, rules of conduct and the enactment of legislation. These are intended to shape the mindset of members of the public sector, with the ultimate aim of an efficient, effective, ethical, responsive and accountable public service. The purpose of the paper is to analyse control systems and accountability within the public sector and to present reasons for non-accountability by means of a selected case study. The selected case study is the corruption trial of Jackie Selebi, who served as National Commissioner of the South African Police Service but was dismissed from the post. The reasons for non-accountability in the public sector as well as recommendations based on the findings to enhance accountability will be undertaken. The case study demonstrates the experience and impact of corruption and/or mal-administration, as a result of a lack of accountability, which has contributed to the increasing loss of confidence in political leadership in the country as elsewhere in the world. The literature is applied to the erstwhile National Commissioner of the South African Police Service and President of Interpol, as a case study of non-accountability.
Abstract: Risk management in banking sector is a key issue
linked to financial system stability and its importance has been
elevated by technological developments and emergence of new
financial instruments. In this paper, we improve the model previously
defined for quantifying internal control impact on banking risks by
automatizing the residual criticality estimation step of FMECA. For
this, we defined three equations and a maturity coefficient to obtain
a mathematical model which is tested on all banking processes and
type of risks. The new model allows an optimal assessment of residual
criticality and improves the correlation rate that has become 98%.
Abstract: Effective internal control system in the bursary unit of
tertiary educational institutions is geared toward achieving quality
teaching, learning and research environment and as well assist the
management of the institutions, particularly when decisions are to be
made. While internal control system exists in all institutions, the
outlined objectives above are far from being achieved. The paper
therefore assesses the effectiveness of internal control system in
tertiary educational institutions in Nasarawa State, Nigeria with
specific focus on the Nasarawa State Polytechnic, Lafia. The study is
survey, hence a simple closed ended questionnaire was developed
and administered to a sample of twenty seven (27) member staff from
the Bursary and the Internal audit unit of the Nasarawa State
Polytechnic, Lafia so as to obtain data for analysis purposes and to
test the study hypothesis. Responses from the questionnaire were
analysed using a simple percentage and chi square. Findings shows
that the right people are not assigned to the right job in the
department, budget, and management accounting were never used in
the institution’s operations and checking of subordinate by their
superior officers is not regular. This renders the current internal
control structure of the Polytechnic as ineffective and weak. The
paper therefore recommends that: transparency should be seen as
significant, as the institution work toward meeting its objectives, it
therefore means that the right staff be assigned the right job and
regular checking of the subordinates by their superiors be ensued.
Abstract: In this paper a very simple and effective user
administration view of computing clusters systems is implemented in
order of friendly provide the configuration and monitoring of
distributed application executions. The user view, the administrator
view, and an internal control module create an illusionary
management environment for better system usability. The
architecture, properties, performance, and the comparison with others
software for cluster management are briefly commented.
Abstract: This study aims at identifying the practices that should be taken into consideration by audit committees as a tool of corporate governance in Libyan commercial banks by investigating various perceptions on this topic. The study is based on a questionnaire submitted to audit committees ‘members at Libyan commercial banks, directors of internal audit departments as well as members of board of directors at these banks in addition to a number of external auditors and academic staff from Libyan universities. The study reveals that the role of audit committees has to be shifted from traditional areas of accounting to a broader role including functions related to financial reporting, audit planning, support the independence of internal and external auditors, acting as a channel of communication between external auditors and board of directors, reviewing external audit, and evaluating internal control systems. Although the study is a starting point in developing a framework of good audit committees’ practices in Libya, it is believed that the adoption of its results can result in enhancing the corporate governance practices not only in the banking sector but also in the entire corporate sector in Libya.
Abstract: MC (Management Control)& IC (Internal Control) – what is the relationship? (an empirical study into the definitions between MC and IC) based on the wider considerations of Internal Control and Management Control terms, attention is focused not only on the financial aspects but also more on the soft aspects of the business, such as culture, behaviour, standards and values. The limited considerations of Management Control are focused mainly in the hard, financial aspects of business operation. The definitions of Management Control and Internal Control are often used interchangeably and the results of this empirical study reveal that Management Control is part of Internal Control, there is no causal link between the two concepts. Based on the interpretation of the respondents, the term Management Control has moved from a broad term to a more limited term with the soft aspects of the influencing of behaviour, performance measurements, incentives and culture. This paper is an exploratory study based on qualitative research and on a qualitative matrix method analysis of the thematic definition of the terms Management Control and Internal Control.
Abstract: Internal controls of accounting are an essential
business function for a growth-oriented organization, and include the
elements of risk assessment, information communications and even
employees' roles and responsibilities. Internal controls of accounting
systems are designed to protect a company from fraud, abuse and
inaccurate data recording and help organizations keep track of
essential financial activities. Internal controls of accounting provide a
streamlined solution for organizing all accounting procedures and
ensuring that the accounting cycle is completed consistently and
successfully. Implementing a formal Accounting Procedures Manual
for the organization allows the financial department to facilitate
several processes and maintain rigorous standards. Internal controls
also allow organizations to keep detailed records, manage and
organize important financial transactions and set a high standard for
the organization's financial management structure and protocols. A
well-implemented system also reduces the risk of accounting errors
and abuse. A well-implemented controls system allows a company's
financial managers to regulate and streamline all functions of the
accounting department. Internal controls of accounting can be set up
for every area to track deposits, monitor check handling, keep track
of creditor accounts, and even assess budgets and financial statements
on an ongoing basis. Setting up an effective accounting system to
monitor accounting reports, analyze records and protect sensitive
financial information also can help a company set clear goals and
make accurate projections. Creating efficient accounting processes
allows an organization to set specific policies and protocols on
accounting procedures, and reach its financial objectives on a regular
basis. Internal accounting controls can help keep track of such areas
as cash-receipt recording, payroll management, appropriate recording
of grants and gifts, cash disbursements by authorized personnel, and
the recording of assets. These systems also can take into account any
government regulations and requirements for financial reporting.