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Internal Control & Cash Chapter 4 4-1 ©2008 Pearson Prentice Hall. All rights reserved. Internal Control - Objectives • Safeguard assets • Encourage employees to follow company policy • Promote operational efficiency • Ensure accurate, reliable accounting records • Comply with legal requirements 4-2 ©2008 Pearson Prentice Hall. All rights reserved. Sarbanes-Oxley Act (SOX) • Accounting scandals shook the public’s confidence in the accounting profession Enron and WorldCom overstated profits Auditors Arthur Anderson went out of business • In response, Congress passed SOX Established new provisions for how large corporations are audited 4-3 ©2008 Pearson Prentice Hall. All rights reserved. Learning Objective 1 Set up an internal control system 4-4 ©2008 Pearson Prentice Hall. All rights reserved. Control Environment Tone set “at the top” Top management should set good example for employees Risk assessment Identify risks in the business environment Control Procedures Ensure goals are achieved Monitoring of Controls Auditors make sure controls are working Information System Provides accurate information to keep track of assets and measure income 4-5 ©2008 Pearson Prentice Hall. All rights reserved. Internal Control Procedures • Competent, reliable and ethical employees Staff should be trained and fairly rewarded for its work • Assignment of Responsibilities Job descriptions should be clear • Separation of Duties Operations from accounting Custody of assets from accounting 4-6 ©2008 Pearson Prentice Hall. All rights reserved. Internal Control Procedures • Audits Internal or External • Documents • Electronic Devices • Other controls Fireproof vaults for important documents Bonds on employees who handle cash Mandatory vacations and job rotation 4-7 ©2008 Pearson Prentice Hall. All rights reserved. Internal Controls for E-Commerce • Risks of online business Stolen credit cards Computer viruses Phishing • Security measures Encryption Firewalls 4-8 ©2008 Pearson Prentice Hall. All rights reserved. Limitations of Internal Control • Collusion Two people working together can circumvent system • Cost Company must weigh the benefits of controls with the cost 4-9 ©2008 Pearson Prentice Hall. All rights reserved. Bank Account as Control • Keeping cash in a bank account safeguards the asset • Bank account documents provide controls Signature card Deposit tickets Checks Bank Statements Electronic Funds Transfer (EFT) 4-10 ©2008 Pearson Prentice Hall. All rights reserved. Learning Objective 2 Prepare and use a bank reconciliation as a control device 4-11 ©2008 Pearson Prentice Hall. All rights reserved. Bank Reconciliation • Process to update cash account Book Balance Bank Balance Cash account in General Ledger Cash amount according to bank statement Amounts don’t equal due to time lags in recording transactions 4-12 ©2008 Pearson Prentice Hall. All rights reserved. Preparing a Bank Reconciliation Bank balance Book balance Add: Deposits in transit Add: Bank collections & Interest revenue Subtract: Outstanding checks Subtract: EFT payments, service charges, NSF checks Add or Subtract: Bank errors Add or Subtract: Book errors Equals: Adjusted Cash Balance Equals: Adjusted Cash Balance 4-13 ©2008 Pearson Prentice Hall. All rights reserved. E4-20 Bank Balance, May 31 $595 Plus: deposit in transit $1,788 Less: outstanding checks ($603) Adjusted Cash Balance $1,780 4-14 ©2008 Pearson Prentice Hall. All rights reserved. E4-20 Book Balance, May 31 $1,882 Plus: Rent collection Less: Service charge Less: NSF checks Less: Printed checks Less: Error Adjusted Cash Balance $300 What would be the amount of the error? ($12) ($120) ($9) Subtract the actual amount of ____________ _ the deposit from the amount $1,780 recorded 4-15 ©2008 Pearson Prentice Hall. All rights reserved. Entries from Reconciliation • All items on the book side require a journal entry All items added will result in a debit to cash All items subtracted will result in a credit to cash • After entries are posted Cash Balance in Ledger = Adjusted Cash Balance on Reconciliation 4-16 ©2008 Pearson Prentice Hall. All rights reserved. E4-21 JOURNAL Date Accounts 31-May Cash Debit $300 Rent revenue Miscellaneous Expense Cash ($9 +$12) Credit $300 $21 $21 4-17 ©2008 Pearson Prentice Hall. All rights reserved. E4-21 JOURNAL Date What account is debited for NSF checks? Accounts 31-May _____________________ Debit $120 Cash Salary Expense Cash Credit $120 $261 $261 4-18 ©2008 Pearson Prentice Hall. All rights reserved. Learning Objective 3 Apply internal controls to cash receipts and cash payments 4-19 ©2008 Pearson Prentice Hall. All rights reserved. Internal Control over Cash Receipts Over the counter By mail • Cash register record transactions • Receipts issued to customer • Manager compares cash in drawer to cash register record • Receipts deposited at least daily • Checks and remittance advice separated • Checks sent to treasurer for deposit • Remittance advice sent to accounting to record • Bank deposit slip compared with debit to cash 4-20 ©2008 Pearson Prentice Hall. All rights reserved. Internal Control Over Cash Payments • Payment by check Provides record of payment Must be signed by authorized official Official should study evidence supporting payment 4-21 ©2008 Pearson Prentice Hall. All rights reserved. Documents Used to Control Purchases • Purchase order Prepared by purchasing company to place order • Invoice Prepared by selling company to list items sent and to request payment • Receiving report Prepared by purchasing company to show that goods were received 4-22 ©2008 Pearson Prentice Hall. All rights reserved. Payment packet Receiving Report Invoice Documents should agree before payment is made Purchase Order 4-23 ©2008 Pearson Prentice Hall. All rights reserved. Separation of Duties • Responsibilities should be split: Purchasing goods Receiving goods Approving and paying for goods 4-24 ©2008 Pearson Prentice Hall. All rights reserved. Petty Cash • Small amount of cash kept on hand for incidental purchases • Fund is established at a set amount • Custodian of fund prepares ticket that lists each item purchased • Tickets plus remaining cash should equal fund balance 4-25 ©2008 Pearson Prentice Hall. All rights reserved. Learning Objective 4 Use a budget to manage your cash 4-26 ©2008 Pearson Prentice Hall. All rights reserved. Budget • Financial plan that helps coordinate business activities • A cash budget helps a company manage cash by planning receipts and payments 4-27 ©2008 Pearson Prentice Hall. All rights reserved. CASH BUDGET Beginning cash balance Plus: Budgeted Cash Receipts Minus: Budgeted Cash payments Equals: Expected ending cash balance Compare ending balance to minimum needed If excess, invest If shortfall, borrow 4-28 ©2008 Pearson Prentice Hall. All rights reserved. E4-24 Cash Budget 20X8 Beginning cash balance $81 Budgeted cash receipts: Cash collections from customers $11,284 Sale of equipment 115 $11,399 4-29 ©2008 Pearson Prentice Hall. All rights reserved. E4-24 Budgeted cash payments: Costs of services and products $6,166 Operating expenses 2,543 Purchase of new equipment 1,825 Debt payments 597 Dividend payment 338 Expected cash balance $11,469 $11 4-30 ©2008 Pearson Prentice Hall. All rights reserved. E4-24 Expected Cash Balance = $11 Company’s Minimum Cash Balance = $75 What amount of borrowing would get the company to its minimum? Expected Borrowing = ________ 4-31 ©2008 Pearson Prentice Hall. All rights reserved. Learning Objective 5 Make ethical business judgments 4-32 ©2008 Pearson Prentice Hall. All rights reserved. Codes of Ethics • Most companies have a code of ethics • Owners and managers must set an ethical tone as well • The accounting profession is expected to maintain higher standards AICPA Code of Professional Conduct Standards of Ethical Conduct for Management Accountants 4-33 ©2008 Pearson Prentice Hall. All rights reserved. Ethical Issues in Accounting • Pressure often exists for managers to reach earnings or stock price goals • Earnings can be manipulated by Understating expenses Overstating revenues • Use Framework for Making Ethical Judgments 4-34 ©2008 Pearson Prentice Hall. All rights reserved. Framework for Ethical Judgments • Identify the ethical issue • Specify the alternatives • Assess the possible outcomes • Make the decision 4-35 ©2008 Pearson Prentice Hall. All rights reserved. End of Chapter Four 4-36 ©2008 Pearson Prentice Hall. All rights reserved.