Download Managing fraud risk : a practical guide for directors and by Steve Giles PDF

April 5, 2017 | Human Resources Personnel Management | By admin | 0 Comments

By Steve Giles

"A strategic, useful, competitively priced method of fraud preventionIn afflicted monetary occasions, the danger of fraud and monetary crime raises. In our put up credits crunch atmosphere, new legislation and harder consequences for monetary crime suggest that while you're in enterprise, you will have a accountability to aid struggle fraud.However, to layout powerful, proportionate fraud controls in your enterprise, you would like a complete

"NEW method: strategic, risk-based, sensible, low in cost, written from a company possibility, instead of an research or audit perspective"-- Read more...


A strategic, functional, reasonably priced method of fraud prevention In bothered monetary instances, the danger of fraud and fiscal crime raises. In our submit credits crunch atmosphere, new legislation and Read more...

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Extra resources for Managing fraud risk : a practical guide for directors and managers

Sample text

2. Investigation During the 1990s the attitude of business to fraud was fundamentally reactive.

The key reference point here is risk and the basic equation is: the higher the risk, the stronger the controls. For a control to be properly designated as “strong” generally it will require the involvement of a senior manager or an experienced member of staff. As a matter of principle, high-risk areas should not be allocated to junior or inexperienced members of staff. ” Just because a control or procedure happens to be written down in a manual does not mean that it will be carried out in practice.

This is discussed in detail later in the book.  “The board”. Although there is greater awareness today than there was in the 1990s of the responsibilities of the board of directors in preventing and detecting fraud, this answer has often to be teased out of delegates during discussions. This is more than a little surprising. The simple fact is that those individuals at the top of an organisation (whether directors, partners or a senior management team) are ultimately responsible for the risk management systems and internal controls operating in every business.

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