管理 审计 外文翻译 外文文献 英文文献 内部控制爆X炸

A Clear Look at Internal Controls: Theory and ConceptsHammed Arad (Philae)Department of accounting, Islamic Azad University, Hamadan, IranBarak Jamshedy-NavidFaculty Member of Islamic Azad University, Kerman-shah, IranAbstract: internal control is an accounting procedure or system designed to promote efficiency or assure the implementation of a policy or safeguard assets or avoid fraud and error. Internal Control is a major part of managing an organization. It comprises the plans, methods, and procedures used to meet missions, goals, and objectives and, in doing so, support performance-based management. Internal Control which is equal with management control helps managers achieve desired results through effective stewardship of resources. Internal controls should reduce the risks associated with undetected errors or irregularities, but designing and establishing effective internal controls is not a simple task and cannot be accomplished through a short set of quick fixes. In this paper the concepts of internal controls and different aspects of internal controls are discussed. Keywords: Internal Control, management controls, Control Environment, Control Activities, Monitoring1. IntroductionThe necessity of control in new variable business environment is not latent for any person and management as a response factor for stockholders and another should implement a great control over his/her organization. Control is the activity of managing or exerting control over something. he emergence and development of systematic thoughts in recent decade required a new attention to business resource and control over this wealth. One of the hot topic a bout controls over business resource is analyzing the cost-benefit of each control.Internal Controls serve as the first line of defense in safeguarding assets and preventing and detecting errors and fraud. We can say Internal control is a whole system of controls financial and otherwise, established by the management for the smooth running of business; it includes internal cheek, internal audit and other forms of controls.COSO describe Internal Control as follow. Internal controls are the methods employed to help ensure the achievement of an objective. In accounting and organizational theory, Internal control is defined as a process effected by an organization's structure, work and authority flows, people and management information systems, designed to help the organization accomplish specific goals or objectives. It is a means by which an organization's resources are directed, monitored, and measured. It plays an important role in preventing and detecting fraud and protecting the organization's resources, both physical (e.g., machinery and property) and intangible (e.g., reputation or intellectual property such as trademarks). At the organizational level, internal control objectives relate to the reliability of financial reporting, timely feedback on the achievement of operational or strategic goals, and compliance with laws and regulations. At the specific transaction level, internal control refers to the actions taken to achieve a specific objective (e.g., how to ensure the organization's payments to third parties are for valid services rendered.) Internal controlprocedures reduce process variation, leading to more predictable outcomes. Internal controls within business entities are called also business controls. They are tools used by manager's everyday.* Writing procedures to encourage compliance, locking your office to discourage theft, and reviewing your monthly statement of account to verify transactions are common internal controls employed to achieve specific objectives.All managers use internal controls to help assure that their units operate according to plan, and the methods they use--policies, procedures, organizational design, and physical barriers-constitute. Internal control is a combination of the following：1. Financial controls, and2. Other controlsAccording to the institute of chartered accountants of India internal control is the plan of organization and all the methods and procedures adopted by the management of an entity to assist in achieving management objective of ensuring as far as possible the orderly and efficient conduct of its business including adherence to management policies, the safe guarding of assets prevention and detection of frauds and error the accuracy and completeness of the accounting records and timely preparation of reliable financial information, the system of internal control extends beyond those matters which relate to the function of accounting system. In other words internal control system of controls lay down by the management for the smooth running of the business for the accomplishment of its objects. These controls can be divided in two parts i.e. financial control and other controls.Financial controls:- Controls for recording accounting transactions properly.- Controls for proper safe guarding company assets like cash stock bank debtor etc- Early detection and prevention of errors and frauds.- Properly and timely preparation of financial records I e balance sheet and profit and loss account.- To maximize profit and minimize cost.Other controls: Other controls include the following:Quality controls.Control over raw materials.Control over finished products.Marketing control, etc6. Parties responsible for and affected by internal controlWhile all of an organization's people are an integral part of internal control, certain parties merit special mention. These include management, the board of directors (including the audit commit tee), internal auditors, and external auditors.The primary responsibility for the development and maintenance of internal control rests with an organization's management. With increased significance placed on the control environment, the focus of internal control has changed from policies and procedures to an overriding philosophy and operating style within the organization. Emphasis on these intangible aspects highlights the importance of top management's involvement in the internal control system. If internal control is not a priority for management, then it will not be one for people within the organization either.As an indication of management's responsibility, top management at a publicly owned organization will include in the organization's annual financial report to the shareholders a statement indicating that management has established a system of internal control that management believes is effective. The statement may also provide specific details about the organization's internal control system.Internal control must be evaluated in order to provide management with some assurance regarding its effectiveness. Internal control evaluation involves everything management does to control the organization in the effort to achieve its objectives. Internal control would be judged as effective if its components are present and function effectively for operations, financial reporting, and compliance. he boards of directors and its audit committee have responsibility for making sure the internal control system within the organization is adequate. This responsibility includes determining the extent to which internal controls are evaluated. Two parties involved in the evaluation of internal control are the organization's internal auditors and their external auditors.Internal auditors' responsibilities typically include ensuring the adequacy of the system of internal control, the reliability of data, and the efficient use of the organization's resources. Internal auditors identify control problems and develop solutions for improving and strengthening internal controls. Internal auditors are concerned with the entire range of an organization's internal controls, including operational, financial, and compliance controls.Internal control will also be evaluated by the external auditors. External auditors assess the effectiveness of internal control within an organization to plan the financial statement audit. In contrast to internal auditors, external auditors focus primarily on controls that affect financial reporting. External auditors have a responsibility to report internal control weaknesses (as well as reportable conditions about internal control) to the audit committee of the board of directors.8. Limitations of an Entity's Internal ControlInternal control, no matter how well designed and operated, can provide only reasonable assurance of achieving an entity's control objectives. The likelihood of achievement is affected by limitations inherent to internal control. These include the realities that human judgment in decision-making can be faulty and that breakdowns in internal control can occur because of human failures such as simple errors or mistakes. For example, errors may occur in designing,Maintaining, or monitoring automated controls. If an entity’s IT personnel do not completely understand how an order entry system processes sales transactions, they may erroneously design changes to the system to process sales for a new line of products. On the other hand, such changes may be correctly designed but misunderstood by individuals who translate the design into program code. Errors also may occur in the use of information produced by IT. For example, automated controls may be designed to report transactions over a specified dollar limit for management review, but individuals responsible for conducting the review may not understand the purpose of such reports and, accordingly, may fail to review them or investigate unusual items.Additionally, controls, whether manual or automated, can be circumvented by the collusion of two or more people or inappropriate management override of internal control. For example, management may enter into side agreements with customers that alter the terms and conditions of the entity’s standard sales con tract in ways that would preclude revenuerecognition. Also, edit routines in a software program that are designed to identify and report transactions that exceed specified credit limits may be overridden or disabled.Internal control is influenced by the quantitative and qualitative estimates and judgments made by management in evaluating the cost-benefit relationship of an entity’s internal control. The cost of an entity's internal control should not exceed the benefits that are expected to be derived. Although the cost-benefit relationship is a primary criterion that should be considered in designing internal control, the precise measurement of costs and benefits usually is not possible.Custom, culture, and the corporate governance system may inhibit fraud, but they are not absolute deterrents. An effective control environment, too, may help reduce the risk of fraud. For example, an effective board of directors, audit committee, and internal audit function may constrain improper conduct by management. Alternatively, the control environment may reduce the effectiveness of other components. For example, when the nature of management incentives increases the risk of material misstatement of financial statements, the effectiveness of control activities may be reduced.9. Balancing Risk and ControlRisk is the probability that an event or action will adversely affect the organization. The primary categories of risk are errors, omissions, delay and fraud In order to achieve goals and objectives, management needs to effectively balance risks and controls. Therefore, control procedures need to be developed so that they decrease risk to a level where management can accept the exposure to that risk. By performing this balancing act "reasonable assurance” can be attained. As it relates to financial and compliance goals, being out of balance can causebe proactive, value-added, and cost-effective and address exposure to risk.11. ConclusionThe concept of internal control and its aspects in any organization is so important, therefore understanding the components and standards of internal controls should be attend by management. Internal Control is a major part of managing an organization. Internal control is an accounting procedure or system designed to promote efficiency or assure the implementation of a policy or safeguard assets or avoid fraud and error. According to custom definition, Internal Control is a process affected by an entity's board of directors, management and other personnel designed to provide reasonable assurance regarding the achievement of objectives in the following categories namely. The major factors of internal control are Control environment, Risk assessment, Control activities, Information and communication, Monitoring. This article reviews the main standards and principles of internal control and described the relevant concepts of internal control for all type of company.内部控制透视：理论与概念哈米德阿拉德（Philae）会计系，伊斯兰阿扎德大学，哈马丹，伊朗巴克Joshed -纳维德哈尼学院会员伊斯兰阿扎德大学，克尔曼伊朗国王，伊朗摘要：内部控制是会计程序或控制系统，旨在促进效率或保证一个执行政策或保护资产或避免欺诈和错误。

审计委员会、董事会和内部控制重大缺陷的整治Audit Committees, Boards of Directors, and Remediation of Material Weaknesses in Internal Control译文：本研究探讨审核委员会和董事会的有效性是否与公司的内部控制的重大缺陷修复的及时性有关。

选取的样本包括从2003年7月至2004年12月编报公司根据的“萨班斯- 奥克斯利法案”第302节披露的至少一种重大弱点。

采用Logistic回归分析发现，较大的审计委员会，审计委员会，更大的非会计财务专业知识，以及更多的独立委员会的企业更容易及时地修复重大缺陷。

这些结果表明，审计委员会及董事会对监督整治重大缺陷发挥了重要作用。

总的来说，这项研究有助于我们了解审计委员会和董事会根据萨班斯- 奥克斯利法案“的制度的有效性。

这项研究还确定了整治重大缺陷及时性的重要决定因素，这是提高财务报告质量和恢复投资者信心的关键。

研究表明，审核委员会的质量与该公司的内部控制的质量呈正相关。

克里希南（2005）使用的样本公司，改变了审计师在1994-2000年期间发现，独立审计委员会和审计委员会的财务专业知识是不太可能与内部控制的问题有相关性。

Zhang等人（2007）使用在“萨班斯- 奥克斯利法”颁布后披露内部控制缺陷的样本公司，发现这些企业更可能有财务专业知识少的审计委员会。

如果审计委员会的质量与内部控制的质量有关，似乎有理由相信，一个更有效的审计委员会将确保及时修复重大缺陷，以保持内部控制的有效性。

一个有效的审计委员会可以直接进行，通过审查财务和会计人员的会计程序和控制来监督公司的控制。

当发现重大弱点，有效的审计委员会，更可能采取实用的方法，并和审计师讨论如何整治重大缺陷。

通过努力跟进有关建议，以改善内部控制和监测整治力度的进展，一个更有效的审计委员会可能导致重大缺陷的及时整治。

虽然审计委员会在监督整治重大缺陷中发挥了重要作用，但在整治过程中，董事会可以提供增量的监督。

Internal management, establish a sound internal control system, enterprises and the needs for enterprises to face market risks and challenges. Only in accordance with the actual situation of their own, developed to meet the needs of internal management control system, and strictly follow the implementation can be sustained, steady and healthy development.内部管理，建立健全内部控制制度，企业和企业面临的市场风险和挑战的需要。

只有按照自己的实际情况，开发出满足内部管理控制系统的需求，并严格遵照执行能够持续，稳定和健康的发展。

The so-called internal control, the means by the enterprises board of directors, managers and other staff implementation, in order to ensure the reliability of financial reporting, operating efficiency and effectiveness of existing laws and regulations to follow, and so provide reasonable assurance that the purpose of the course. Internal controls related to enterprise production and management of the control environment, risk assessment, supervision and decision-making, information and transfer and self-examination, from a business perspective on the whole in all aspects of production. Their effective implementation will undoubtedly promote enterprise production and management to a new level, to promote the rationalization of business processes and standardization.所谓内部控制，董事会的企业董事会，经理和其他员工实施的，为保证财务报告的可靠性，现有的法律法规，经营的效率和效果跟踪，并提供合理的保证，本课程的教学目的。

毕业设计（论文）外文文献翻译文献、资料中文题目：关于内部控制的意见文献、资料英文题目：OPINIONS ON INTERNAL CONTROL 文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：班级：姓名：学号：指导教师：翻译日期： 2017.02.14LNTU---Acc附录A关于内部控制的意见如果要证明功能扩展到包含内部控制的有效性，那么报告准则则必须制定，若干基本问题必须被解决。

随着日益频繁增长，审计员听取了他们应该发表的一个效力于客户的内部控制制度建议的意见。

这一证明功能扩展的主张者迅速指出，目前已经有了实例如独立审计师的报告公开他们的客户的内部控制制度和一些政府机构的成效，包括一些空置中的美国证券和交易委员会，都需要一个报告。

这些证实类型的反对者公布了任何关于内部控制的有效性，他们认为，目前有显着性差异监管机构的报告要求和提出意见的内部控制将会误导公众。

本文综述了目前报告的做法，考虑到理想状态相关的危害的特点，并最后提出了一些在任何给与最后判决之前必要的予以回答的问题。

现状报告虽然审计员的报告中的一些情况提及了内部控制的性质，但作出的本质陈述还有很大不同的效应。

大型银行。

关于对内部控制的观点事实上出现在一些大型银行和看法发行的年度报告中。

有时这些意见是被董事会要求的。

例如，下面的主张出现在1969年年度报告的一个大型纽约银行中，作为第3款的独立会计师的标准短形式的报告：我们的审核工作包括评价有效性，大块的内部会计控制，其中还包括内部审计。

我们认为，在于程序的影响下，再加上银行内部审计工作人员所进行的审核，这些构成一个有效的系统的内部会计控制。

意见被提供给几个其他银行，但它们基本上引用的意见是一样的。

美国证券交易委员会的规定。

美国证券交易委员会表格X-17A-5，要求独立审计师作出某些有关的内部控制陈述，并必须在每年的大多数成员国家与每一个证券经纪或注册的交易商根据1934年证券交易法第15条进行交流时。

会计内部控制中英文对照外文翻译文献(文档含英文原文和中文翻译)内部控制透视：理论与概念摘要：内部控制是会计程序或控制系统，旨在促进效率或保证一个执行政策或保护资产或避免欺诈和错误。

内部是一个组织管理的重要组成部分。

它包括计划、方法和程序使用，以满足任务，目标和目的，并在这样做，支持基于业绩的管理。

内部控制是管理阶层的平等与控制可以帮助管理者实现资源的预期的有效管理的结果通过。

内部控制应减少或违规错误的风险关联未被发现的，但设计和建立有效的内部控制不是一个简单的任务，不可能是一个实现通过快速修复短套。

在此讨论了内部文件的概念的不同方面的内部控制和管制。

关键词：内部控制，管理控制，控制环境，控制活动，监督1、介绍环境需要新的业务控制变量不为任何潜在的股东和管理人士的响应因子为1，另外应执行/她组织了一个很大的控制权。

控制是管理活动的东西或以上施加控制。

思想的产生和近十年的发展需要有系统的商业资源和控制这种财富一个新的关注。

主题之一热一回合管制的商业资源是分析每个控制成本效益。

作为内部控制和欺诈的第一道防线，维护资产以及预防和侦查错误。

内部控制，我们可以说是一种控制整个系统的财务和其他方面的管理制定了为企业的顺利运行;它包括内部的脸颊，内部审计和其他形式的控制。

COSO的内部控制描述如下。

内部控制是一个客观的方法用来帮助确保实现。

在会计和组织理论，内部控制是指或目标目标的过程实施由组织的结构，工作和权力流动，人员和具体的管理信息系统，旨在帮助组织实现。

这是一种手段，其中一个组织的资源被定向，监控和测量。

它发挥着无形的（重要的作用，预防和侦查欺诈和保护组织的资源，包括生理（如，机械和财产）和乙二醇，声誉或知识产权，如商标）。

在组织水平，内部控制目标与可靠性的目标或战略的财务报告，及时反馈业务上的成就，并遵守法律，法规。

在具体的交易水平，内部控制是指第三方采取行动以实现一个具体目标（例如，如何确保本组织的款项，在申请服务提供有效的。

A Clear Look at Internal Controls: Theory and ConceptsHammed Arad (Philae)Department of accounting, Islamic Azad University, Hamadan, IranBarak Jamshedy-NavidFaculty Member of Islamic Azad University, Kerman-shah, IranAbstract: internal control is an accounting procedure or system designed to promote efficiency or assure the implementation of a policy or safeguard assets or avoid fraud and error. Internal Control is a major part of managing an organization. It comprises the plans, methods, and procedures used to meet missions, goals, and objectives and, in doing so, support performance-based management. Internal Control which is equal with management control helps managers achieve desired results through effective stewardship of resources. Internal controls should reduce the risks associated with undetected errors or irregularities, but designing and establishing effective internal controls is not a simple task and cannot be accomplished through a short set of quick fixes. In this paper the concepts of internal controls and different aspects of internal controls are discussed. Keywords: Internal Control, management controls, Control Environment, Control Activities, Monitoring1. IntroductionThe necessity of control in new variable business environment is not latent for any person and management as a response factor for stockholders and another should implement a great control over his/her organization. Control is the activity of managing or exerting control over something. he emergence and development of systematic thoughts in recent decade required a new attention to business resource and control over this wealth. One of the hot topic a bout controls over business resource is analyzing the cost-benefit of each control.Internal Controls serve as the first line of defense in safeguarding assets and preventing and detecting errors and fraud. We can say Internal control is a whole system of controls financial and otherwise, established by the management for the smooth running of business; it includes internal cheek, internal audit and other forms of controls.COSO describe Internal Control as follow. Internal controls are the methods employed to help ensure the achievement of an objective. In accounting and organizational theory, Internal control is defined as a process effected by an organization's structure, work and authority flows, people and management information systems, designed to help the organization accomplish specific goals or objectives. It is a means by which an organization's resources are directed, monitored, and measured. It plays an important role in preventing and detecting fraud and protecting the organization's resources, both physical (e.g., machinery and property) and intangible (e.g., reputation or intellectual property such as trademarks). At the organizational level, internal control objectives relate to the reliability of financial reporting, timely feedback on the achievement of operational or strategic goals, and compliance with laws and regulations. At the specific transaction level, internal control refers to the actions taken to achieve a specific objective (e.g., how to ensure the organization's payments to third parties are for valid services rendered.) Internal controlprocedures reduce process variation, leading to more predictable outcomes. Internal controls within business entities are called also business controls. They are tools used by manager's everyday.* Writing procedures to encourage compliance, locking your office to discourage theft, and reviewing your monthly statement of account to verify transactions are common internal controls employed to achieve specific objectives.All managers use internal controls to help assure that their units operate according to plan, and the methods they use--policies, procedures, organizational design, and physical barriers-constitute. Internal control is a combination of the following：1. Financial controls, and2. Other controlsAccording to the institute of chartered accountants of India internal control is the plan of organization and all the methods and procedures adopted by the management of an entity to assist in achieving management objective of ensuring as far as possible the orderly and efficient conduct of its business including adherence to management policies, the safe guarding of assets prevention and detection of frauds and error the accuracy and completeness of the accounting records and timely preparation of reliable financial information, the system of internal control extends beyond those matters which relate to the function of accounting system. In other words internal control system of controls lay down by the management for the smooth running of the business for the accomplishment of its objects. These controls can be divided in two parts i.e. financial control and other controls.Financial controls:- Controls for recording accounting transactions properly.- Controls for proper safe guarding company assets like cash stock bank debtor etc- Early detection and prevention of errors and frauds.- Properly and timely preparation of financial records I e balance sheet and profit and loss account.- To maximize profit and minimize cost.Other controls: Other controls include the following:Quality controls.Control over raw materials.Control over finished products.Marketing control, etc6. Parties responsible for and affected by internal controlWhile all of an organization's people are an integral part of internal control, certain parties merit special mention. These include management, the board of directors (including the audit commit tee), internal auditors, and external auditors.The primary responsibility for the development and maintenance of internal control rests with an organization's management. With increased significance placed on the control environment, the focus of internal control has changed from policies and procedures to an overriding philosophy and operating style within the organization. Emphasis on these intangible aspects highlights the importance of top management's involvement in the internal control system. If internal control is not a priority for management, then it will not be one for people within the organization either.As an indication of management's responsibility, top management at a publicly owned organization will include in the organization's annual financial report to the shareholders a statement indicating that management has established a system of internal control that management believes is effective. The statement may also provide specific details about the organization's internal control system.Internal control must be evaluated in order to provide management with some assurance regarding its effectiveness. Internal control evaluation involves everything management does to control the organization in the effort to achieve its objectives. Internal control would be judged as effective if its components are present and function effectively for operations, financial reporting, and compliance. he boards of directors and its audit committee have responsibility for making sure the internal control system within the organization is adequate. This responsibility includes determining the extent to which internal controls are evaluated. Two parties involved in the evaluation of internal control are the organization's internal auditors and their external auditors.Internal auditors' responsibilities typically include ensuring the adequacy of the system of internal control, the reliability of data, and the efficient use of the organization's resources. Internal auditors identify control problems and develop solutions for improving and strengthening internal controls. Internal auditors are concerned with the entire range of an organization's internal controls, including operational, financial, and compliance controls.Internal control will also be evaluated by the external auditors. External auditors assess the effectiveness of internal control within an organization to plan the financial statement audit. In contrast to internal auditors, external auditors focus primarily on controls that affect financial reporting. External auditors have a responsibility to report internal control weaknesses (as well as reportable conditions about internal control) to the audit committee of the board of directors.8. Limitations of an Entity's Internal ControlInternal control, no matter how well designed and operated, can provide only reasonable assurance of achieving an entity's control objectives. The likelihood of achievement is affected by limitations inherent to internal control. These include the realities that human judgment in decision-making can be faulty and that breakdowns in internal control can occur because of human failures such as simple errors or mistakes. For example, errors may occur in designing,Maintaining, or monitoring automated controls. If an entity’s IT personnel do not completely understand how an order entry system processes sales transactions, they may erroneously design changes to the system to process sales for a new line of products. On the other hand, such changes may be correctly designed but misunderstood by individuals who translate the design into program code. Errors also may occur in the use of information produced by IT. For example, automated controls may be designed to report transactions over a specified dollar limit for management review, but individuals responsible for conducting the review may not understand the purpose of such reports and, accordingly, may fail to review them or investigate unusual items.Additionally, controls, whether manual or automated, can be circumvented by the collusion of two or more people or inappropriate management override of internal control. For example, management may enter into side agreements with customers that alter the terms and conditions of the entity’s standard sales con tract in ways that would preclude revenuerecognition. Also, edit routines in a software program that are designed to identify and report transactions that exceed specified credit limits may be overridden or disabled.Internal control is influenced by the quantitative and qualitative estimates and judgments made by management in evaluating the cost-benefit relationship of an entity’s internal control. The cost of an entity's internal control should not exceed the benefits that are expected to be derived. Although the cost-benefit relationship is a primary criterion that should be considered in designing internal control, the precise measurement of costs and benefits usually is not possible.Custom, culture, and the corporate governance system may inhibit fraud, but they are not absolute deterrents. An effective control environment, too, may help reduce the risk of fraud. For example, an effective board of directors, audit committee, and internal audit function may constrain improper conduct by management. Alternatively, the control environment may reduce the effectiveness of other components. For example, when the nature of management incentives increases the risk of material misstatement of financial statements, the effectiveness of control activities may be reduced.9. Balancing Risk and ControlRisk is the probability that an event or action will adversely affect the organization. The primary categories of risk are errors, omissions, delay and fraud In order to achieve goals and objectives, management needs to effectively balance risks and controls. Therefore, control procedures need to be developed so that they decrease risk to a level where management can accept the exposure to that risk. By performing this balancing act "reasonable assurance” can be attained. As it relates to financial and compliance goals, being out of balance can causebe proactive, value-added, and cost-effective and address exposure to risk.11. ConclusionThe concept of internal control and its aspects in any organization is so important, therefore understanding the components and standards of internal controls should be attend by management. Internal Control is a major part of managing an organization. Internal control is an accounting procedure or system designed to promote efficiency or assure the implementation of a policy or safeguard assets or avoid fraud and error. According to custom definition, Internal Control is a process affected by an entity's board of directors, management and other personnel designed to provide reasonable assurance regarding the achievement of objectives in the following categories namely. The major factors of internal control are Control environment, Risk assessment, Control activities, Information and communication, Monitoring. This article reviews the main standards and principles of internal control and described the relevant concepts of internal control for all type of company.内部控制透视：理论与概念哈米德阿拉德（Philae）会计系，伊斯兰阿扎德大学，哈马丹，伊朗巴克Joshed -纳维德哈尼学院会员伊斯兰阿扎德大学，克尔曼伊朗国王，伊朗摘要：内部控制是会计程序或控制系统，旨在促进效率或保证一个执行政策或保护资产或避免欺诈和错误。

外文翻译原文Audits of Internal ControlMaterial Source:/cpajournal/2005/505/essentials/p22.htmAuthor: Jack W. PaulMAY 2005 - The Sarbanes-Oxley Act of 2002 requires public accounting firms that audit public companies to register with the Public Company Accounting Oversight Board (PCAOB) and to adhere to professional standards established by the board for audits of public companies. The PCAOB’s pronouncement, Auditing Standard 2, An Audit of Internal Control over Financial Reporting Performed in Conjunction with an Audit of Financial Statements, requires auditors to issue an opinion on the effectiveness of their public company clients’ internal control.On June 5, 2003, the SEC issued Release 33-8238 to implement section 404(a) of the Sarbanes-Oxley Act (SOA), which requires management to include in the annual report to shareholders its assessment of the effectiveness of internal control. The company’s external auditors must attest to and report on management’s assessment for fiscal years beginning on or after January 15, 2006, for accelerated filers, and on or after July 15, 2006, for no accelerated filers. Standard 2 imposes many new responsibilities on public companies’ auditors and, by extension, on the public companies themselves. In it over 200 pages, Standard 2 delineates the PCAOB’s expectations for an internal control audit.Auditor’s responsibilities. Standard 2 requires the auditor to do the following: •Understand and evaluate management’s process for assessing the effectiveness of the company’s internal control over financial reporting.•Plan and conduct an audit of the company’s internal control.•Based on this audit, provide an opinion on management’s written assessment about the effectiveness of the company’s internal control.This opinion incorporates the auditor’s opinion on the effectiveness of the company’s internal control over financial reporting.These responsibilities augment those required for the financial statement audit. Included EntitiesIn general, the scope of the audit of internal control includes all entities over which management has the ability to affect internal control:•Entities acquired on or before the date of management’s assessment as of the end of the fiscal year, including consolidated entities or those proportionately consolidated; and•Those accounted for as discontinued operations at the end of the fiscal year.In some situations, such as when management does not have the ability to affect the controls of an equity method investee, the auditor’s s cope includes only the controls related to the investor’s financial reporting of its interest in the investee, rather than the controls in place at the investee. The applicable controls are those designed to ensure proper application of the equity method in reporting the company’s proportion of investee income or loss, the investment balance, adjustments, and disclosures. Variable interest entities (VIE), defined in FASB Interpretation 46, are treated in a similar fashion when management is not the primary beneficiary and does not consolidate the VIE. Importantly, the auditor must evaluate the reasonableness of management’s claims regarding its inability to affect controls at such entities.Whereas design effectiveness pertains to whether a control is properly crafted, operating effectiveness deals with use of a properly designed control to prevent, detect, or correct misstatements or irregularities on a timely basis. For example, a daily reconciliation of cash receipts is not effectively designed when the cashier performs the reconciliation. But if an independent person is designated to perform the reconciliation and the other procedures are properly documented, the control is effectively designed. The control is not operating effectively when the independent reconciler either fails to perform the reconciliation daily or does so in a perfunctory manner. Design effectiveness of this control could be tested by reviewing documentation to ensure that the procedures are satisfactory. Operating effectiveness could b e tested by examining the reconciler’s initials on the daily reconciliation sheet.A striking difference between a financial statement and an internal control audit relates to the opportunity to correct deficiencies. Whereas a company can correct material misstatements detected during a financial statement audit by accepting the auditor’s proposed adjustments, if the auditor detects a material control weakness, itmay not be possible to fix it in time. Because the auditor’s opinion is “as of” the balance sheet date, the auditor must issue an adverse opinion on internal control when material weaknesses exist, even when the company receives an unqualified opinion on the financial statements.Take as a whole. The auditor exercises judgment to ascertain those accounts considered “significant” or more than material. The auditor also considers qualitative characteristics. For example, investment balances not material to the overall financial statements may obscure the true nature of the relationship, especially when the investment is in partially consolidated entities or involves debt guarantees. And certain accounts that are liquid or incorporate significant estimates are riskier than others. Examples include cash, marketable securities, and warranty liabilities.Point in time. Internal control procedures can relate to either transaction flows or account balances, sometimes referred to as “stocks.” Examples of controls relating to transaction flows include approving cash disbursements; prelisting cash receipts; approving credit sales; and matching purchase orders, vendor invoices, and receiving reports when booking accounts payable. Controls over balances (stocks) include periodic reconciliation of bank accounts; reconciliation of subsidiary ledgers with control accounts; procedures for physical inventory counts; and controls governing the periodic preparation of financial statements. Overarching controls include the factors comprising the control environment. Overarching controls and those pertaining to flows operate continuously throughout the fiscal period; controls relating to balances typically operate less frequently. Thus bank accounts are reconciled monthly, whereas controls over cash flows are continuous.Timing considerations. Controls must operate for a long enough period, which need not be an entire fiscal year, to provide sufficient confidence in the auditor’s control tests. Accordingly, the auditor must make several observations of controls that operate only at a point in time. Controls that operate infrequently should be tested closer to the “as of” date. These include controls over: the periodic preparation of financial statements; individual account balances; and no routine transactions. Consider a calendar-year company that begins the procedure of reconciling the accounts-receivable subsidiary ledger to the control account only at the end of December. The auditor might conclude that one observation is not sufficient to evaluate this control’s operating effectiveness.These considerations suggest that an unqualified opinion on internal control should state: “The controls were effective for a sufficient period of time during the fiscal year to be able to support the conclusion that they were still effective at the end of the period.” Nevertheless, Standard 2 calls for expressing an opinion as of a point in time, the end of the fiscal year.PCAOB Standard 2 requires the auditor to obtain evidence of the effectiveness of controls pertaining to all relevant assertions for all significant accounts each year; each year must stand on its own. It also calls for the auditor to vary the nature, extent, and timing of testing from year to year to introduce unpredictability and to respond to changing circumstances. Examples of variations include changing the number of tests performed and adjusting the combination of testing procedures.Audit ReportsStandard 2 specifies the content of the report on internal control. Auditors should be aware of several factors:•An auditor may provide either separate or combined reports on the financial statements and internal control.•Whereas the opinion on the financial statements typically addresses multiple periods, the opinion on internal control covers only the most recent fiscal year.•When an auditor issues separate reports, the annual report must contain both.•The reports should have the same date, normally the last day of fieldwork.•An auditor’s report on management’s assessment of internal control over financial reporting includes an opinion on the company’s internal control.When the auditor issues an unqualified opinion on the financial statements but an adverse opinion on internal control, due to one or more material weaknesses, the report should indicate that the conduct of the financial statement audit took those material weaknesses into account. This information helps readers of the financial statements understand why the auditor gave an unqualified opinion on the financial statements. The auditor should include similar language when the adverse opinion on internal control affects the opinion on the financial statements.Most Likely Reasons for Opinion ModificationsAs a practical matter, opinion modifications are likely to arise from three circumstances:•Material misstatements detected by the auditor were not identified by the company. This situation could result in an adverse opinion.•Inadequate documentation. This situation is a control deficiency that may constitute a material weakness if extensive. In this case, the auditor renders an adverse opinion.•Inadequate management assessment creates a scope limitation requiring a disclaimer, a qualified opinion on internal control, or withdrawal from the engagement.Because it requires the auditor to go well beyond the review and evaluation of controls that was the norm for reporting on financial statements, Standard 2 promises to fundamentally alter the control systems in public companies and auditors’ assessment of them, thereby providing additional assurance to u sers.译文内部控制审计资料来源:http:// /cpajournal/2005/505/essentials/p22.htm作者：杰克·保罗2005年5月的萨班斯-奥克斯利法案, PCAOB发布了其第2号审计标准：“与财务报表审计相关的针对财务报告的内部控制的审计”，该标准关注对财务报告的内部控制的审计工作，以及这项工作与财务报表审计的关系问题。

附录A:internal control systeminternal control the management of internal checking, with the development of society has put forward the accounting control, management control, internal control structure, internal control integrated framework, internal control risk management framework, concepts.1.internal checkingas recorded in the historical books, as early as in the year before 3600 left and right of the Mesopotamia Cultural period, which, at that time was extremely simple financial management activities, the author requested the money to be paid for by money payment list, and by another record will be the inventory reconciliation and summary reports; and in ancient Egypt, the oversight officer of the institution; and the ancient Roman Empire of the royal treasury, there has been a double account; my Western Zhou period there have been "a bit financial access, the tree, the eyes and ears had been chapter." The period during the Song dynasty in the main library and 3 in the easy. All of these are internal checking of the application. Therefore, internal checking a person is not safe disposal account, and another person cannot be independent of the control system, that is to say it must be two employees of mutual restraint and mutual inspection. internal checking the implementation of the system is to two is of universal significance of the basic assumption that: One is two or more than two persons or departments inadvertently committing the same the possibility of errors is very small, 2 is two or more than two persons or departments of conscious collusion collusion and fraud of possibilities is far lower than a single individual or department for fraud. As part of its internal control, internal checking requirements in management, all the assets and cash and cash equivalents of receipt and payment, clearing and its registration, it should be by two or more people to deal with, in order to check each other, and troubleshooting the disadvantages.2.internal control systemwith the industrial revolution, the AB, the market competition is becoming increasingly intense, the original simple internal checking system gradually by individual economic control to all economic activities. The United States registered accounting belonging to the Association of the audit procedures in the 1958 release of the 29 audit procedures bulletin the independent auditors evaluating internal control of the internal accounting controls, in the internal control in the internalaccounting control", and "internal management control, and the internal accounting control" is defined as: "The security of property and the accuracy of the accounting records, and reliability with direct contact of the methods and procedures. internal accounting control, including the authorization and approval system, the financial assets of the physical control; accounting and preparation of financial statements, their property assets, and other on-the-job separation; as well as the internal audit and control.In 1972, the American Institute of Certified Public Accountants in the Auditing Standards Bulletin No. 1 in accounting control and management control of the definition of a re-specification. The notice pointed out that the accounting control plans and procedures, in order to safeguard assets and financial data for reliability, and for the following points provide reasonable assurance that: 1. Implementation of the economic business must meet the level of a general authorization or special authorization requirements; 2. Record economic business must, in accordance with generally accepted accounting principles, or other criteria based on financial statements, and the protection of assets; 3. To access assets, must be approved by the senior management; 4. accounting personnel must be in a certain interval period, the assets of the account number for the amount and the physical assets of the number and amount in the inventory stock, once it is found that difference, it is timely to take effective measures to remedy the situation. In 1973, the Auditing Standards Bulletin No. 1 of the amendment, it is necessary to further improve the accounting control of the definition and scope.3 internal control structure80's of the 20th Century, Western auditors gradually believe that internal control should be the focus of the internal control structure. In 1988 the American Institute of Certified Public Accountants in the audit guidelines Bulletin No. 55 of the notice stated that: "The Enterprise Internal control structures, including the provision to meet enterprise-specific goals and establish the norms and procedures. Notice of the internal control structure of the 3 elements, namely the control environment, the accounting system and control procedures. control environment, including the establishment of, and the strengthening or weakening of specific policies and procedures that affect various factors; accounting system provides the economic business identification, analysis, classification, and registration, as well as a report of the method, at the same time it made clear the assets and liabilities of the operational and management responsibilities; and control procedures wherebymanagement guidelines and procedures, with a view to achieving a certain goal. internal control structure, there are no longer clear distinction between accounting control and management control, and the content and scope has expanded to include more management control of the content. The salient features of which are the control environment, the elements, and stressed that the management of internal control of the attitudes, awareness and behavior, and control of their environment, lease, and that these factors is to achieve control objectives of the environment that requires auditors to assess the risks involved, in addition to our concern about accounting system and control procedures, it is responsible for the internal and external environment for evaluation. From the accounting control" and "management control" of the case, and that the internal control structure of the building, so that internal control has expanded the scope and content, and, more importantly, from a single policy and procedural changes to the 3 elements of build Chongqing people have learned, + thesis into the "structure" in order to bring about the internal control of the heat sink to the system of change and development. This shift also led the internal control from the technology-oriented enterprise to guide development.4 internal control the overall research frameworkto the 1990s, in order to curb the ever fiercer accounting fraud activities, 1992 COSO Committee published the internal control integrated framework report, as a result of the 1994 revision, and the internal control is defined as: "The internal control is a business by the Board, the management and other staff, the management layer is designed to achieve the following objectives and provide reasonable assurance that the process: Improve business performance and efficiency, and ensure that the financial reporting reliable and relevant laws are followed. Report and the internal control of the "3 elements" to "5 elements, namely control environment, risk assessment, control activities, information and communication, and monitoring. Since then, internal control into the overall framework of the era. COSO consolidation of the internal control framework emphasized the following concepts: the first, internal control is a long-term process that is used to achieve the purpose of the tool, and not an end in itself; its 2, internal control is in the organization at every level of staff, and is not simply a policy, the manual and a table; its 3, the internal control of the board of directors and management to provide reasonable assurance that, rather than an absolute guarantee of its 4, the internal control by adjusting to achieve one or more independent, but there are cross-cuttingobjectives.5 risk-management frameworksince the start of the 21st century, there have been a few major events, in particular, the Enron bankruptcy, WorldCom's scandal and Xerox's take account of events, the heavy blow to the investor confidence in capital markets. Based on this, and in 2004 for the month of September, the Commission COSO published the enterprise risk management framework, the constructor has an internal risk control framework, internal control of 4 goals and 8 major elements. 4 goals, strategic objectives, operational objectives, objective of the report and the legitimacy of target. 8 elements, respectively, to control the environment, goals, risk identification, risk assessment, risk response, control activities, information and communication, and monitoring. The report also pointed out that the risk to the business management is a process, and it is composed of a main body of the board of directors and management, as well as all of the other employees, and to the specified strategic and cross-cutting the enterprise production and management, and is designed to identify and assess the possible impact that the principal objectives of the potential issues and risk management, and to make it to the main goal of providing a risk capacity within reasonable assurance.The COSO for the enterprise risk management" concept of the State, has a strong emphasis on the following concepts: A. enterprise risk management is a process, and it flows to the business; B. enterprise risk management is applied to develop a strategy for the entire process; C. enterprise risk management is in the organization at all levels of all staff in the implementation of the; D. enterprise risk management throughout the business, at all levels and units, including the Enterprise at all levels of the risk portfolio;E. enterprise risk management to identify any in the event of a may affect business operations and production potential, and the risk to control the inclusion of risk capacity; F. enterprise risk management will be able to provide a corporate board and management to provide reasonable assurance that; G Enterprise Risk Management's goal was to achieve one or more different types, but also cross-cutting goals.附录B:内部控制制度发展内部控制源于企业管理的内部牵制，随着社会的发展先后提出了会计控制、管理控制、内部控制结构、内部控制整合框架、内部控制风险管理框架等概念。

中文4500字本科生毕业设计（论文）外文原文及译文所在系管理系学生姓名郭淼专业会计学班级学号指导教师2013年6月外文文献原文及译文Internal ControlEmergence and development of the theory of the evolution of the internal controlInternal control in Western countries have a long history of development, according to the internal control characteristics at different stages of development, the development of internal control can be divided into four stages, namely the internal containment phase, the internal control system phase, the internal control structure phase, overall internal control framework stage.Internal check stages: infancy internal controlBefore the 1940s, people used to use the concept of internal check. This is the embryonic stage of internal control. "Keshi Accounting Dictionary" definition of internal check is "to provide effective organization and mode of operation, business process design errors and prevent illegal activities occur. Whose main characteristic is any individual or department alone can not control any part of one or the right way to conduct business on the division of responsibility for the organization, each business through the normal functioning of other individuals or departments for cross-examination or cross-control. designing effective internal check to ensure that all businesses can complete correctly after a specified handler in the process of these provisions, the internal containment function is always an integral part. "The late 1940s, the internal containment theory become important management methods and concepts. Internal check on a "troubleshooting a variety of measures" for the purpose of separation of duties and account reconciliation as a means to money and accounting matters and accounts as the main control object primary control measures. Its characteristics are account reconciliation and segregation of duties as the main content and thus cross-examination or cross-control. In general, the implementation of internal check function can be roughly divided into the following four categories: physical containment; mechanical containment; institutional containment; bookkeeping contain. The basic idea is to contain the internal "security is the result of checks and balances," which is based on two assumptions: First: two or more persons1西安交通大学城市学院本科毕业设计（论文）or departments making the same mistake unconsciously chance is very small; Second: Two or more the possibility of a person or department consciously partnership possibility of fraud is much lower than a single person or department fraud. Practice has proved that these assumptions are reasonable, internal check mechanism for organizations to control, segregation of duties control is the foundation of the modern theory of internal control.Internal control system phases:generating of internal controlThe late1940s to the early1970s, based on the idea of internal check, resulting in the concept of the internal control system, which is the stage in the modern sense of internal control generated. Industrial Revolution has greatly promoted the major change relations of production, joint-stock company has gradually become the main form of business organization of Western countries, in order to meet the requirements of prevailing socio-economic relations,to protect the economic interests of investors and creditors, the Western countries have legal requirements in the form of strengthen the corporate financial and accounting information as well as internal management of this economic activity.In 1934, the "securities and exchange act" issued by the U.S. government for the first time puts forward the concept of "internal accounting control", the implementation of general and special authorization book records, trading records, and compared different remedial measures such as transaction assets. In 1949, the American institute of certified public accountants (AICPA) belongs to the audit procedures of the committee (CPA) in the essential element of internal control: the system coordination, and its importance to management department and the independence of certified public accountants' report, the first official put forward the definition of internal control: "the design of the internal control includes the organization and enterprise to take all of the methods and measures to coordinate with each other. All of these methods and measures used to protect the property of the enterprise, to check the accuracy of accounting information, improve the efficiency of management, promote enterprise stick to established management guidelines." The definition from the formulation and perfecting the inner control of the organization, plan, method and measures such as rules and regulations to implement internal control, break through the limitation of control related to the financial and accounting department directly, the four objectives of internal control, namely the enterprise in commercial2外文文献原文及译文activities to protect assets, check the veracity and reliability of financial data, improve the work efficiency, and promote to management regulations. The definition of positive significance is to help management authorities to strengthen its management, but the scope of limitation is too broad. In 1958, the commission issued no. 29 audit procedures bulletin "independent auditors evaluate the scope of internal control", according to the requirements of the audit responsibility, internal control can be divided into two aspects, namely, the internal accounting control and internal management control. The former is mainly related to the first two of the internal control goal, the latter mainly relates to the internal control after two goals. This is the origin of the internal control system of "dichotomy". Because the concept of management control is vague and fuzzy, in the actual business line between internal control and internal accounting control is difficult to draw. In order to clear the relations between the two, in 1972 the American institute of certified public accountants in the auditing standards announcement no. 1, this paper expounds the internal management control and internal accounting control: the definition of "internal management control including, but not limited to organization plan, and the administrative department of the authorized approval of economic business decision-making steps on the relevant procedures and records. This authorization of items approved activities is the responsibility of management, it is directly related to the management department to perform the organization's business objectives, is the starting point of the economic business accounting control." At the same time, the important content of internal accounting control degree and protect assets, to ensure that the financial records credibility related institutions plans, procedures and records. After a series of changes and redefine the meaning of the internal control is more clear than before and the specification, increasingly broad scope, and introduces the concept of internal audit, has received recognition around the world and references, the internal control system is made.The internal control structure stage: development of the internal controlTheory of internal control structure formed in the 90 s to the 1980 s, this phase of western accounting audit of internal control research focus gradually from the general meaning to specific content to deepen. During this period, the system management theory has become the new management idea, it says: no physical objects in the world are composed of elements of3西安交通大学城市学院本科毕业设计（论文）system, due to the factors, there exists a complicated nonlinear relationship between system must have elements do not have new features, therefore, should be based on the whole the relationship between elements. System management theory will enterprise as a organic system composed of subsystems on management, pay attention to the coordination between the subsystems and the interaction with the environment. In the modern company system and system management theory, under the concept of early already cannot satisfy the need of internal control systems. In 1988, the American institute of certified public accountants issued "auditing standards announcement no. 55", in the announcement, for the first time with the word "internal control structure" to replace the original "internal control", and points out that: "the enterprise's internal control structure including provide for specific target reasonable assurance of the company set up all kinds of policies and procedures". The announcement that the internal control structure consists of control environment, accounting system (accounting system), the control program "three components, the internal control as a organic whole composed of these three elements, raised to the attention of the internal control environment.The control environment, reflecting the board of directors, managers, owners, and other personnel to control the attitude and behavior. Specific include: management philosophy and operating style, organizational structure, the function of the board of directors and the audit committee, personnel policies and procedures, the way to determine the authority and responsibility, managers control method used in the monitoring and inspection work, including business planning, budgeting, forecasting, profit plans, responsibility accounting and internal audit, etc.Accounting systems, regulations of various economic business confirmation, the collection, classification, analysis, registration and preparing method. An effective accounting system includes the following content: identification and registration of all legitimate economic business; Classifying the various economic business appropriate, as the basis of preparation of statements; Measuring the value of economic business to make its currency's value can be recorded in the financial statements; Determine the economic business events, to ensure that it recorded in the proper accounting period; Describe properly in the financial statements of4外文文献原文及译文economic business and related content.The control program, refers to the management policies and procedures, to ensure to achieve certain purpose. It includes economic business and activity approval; Clear division of the responsibility of each employee; Adequate vouchers and bills setting and records; The contact of assets and records control; The business of independent audit, etc. Internal structure of control system management theory as the main control thought, attaches great importance to the environmental factors as an important part of internal control, the control environment, accounting system and control program three elements into the category of internal control; No longer distinguish between accounting control and management control, and uniform in elements describe the internal control, think the two are inseparable and contact each other.Overall internal control framework stages: stage of internal controlAfter entering the 1990 s, the study of internal control into a new stage. With the improvement of the corporate governance institutions, the development of electronic information technology, in order to adapt to the new economic and organizational form, using the new management thinking, "internal control structure" for the development of "internal control to control the overall framework". In 1992, the famous research institutions internal control "by organization committee" (COSO) issued a landmark project - "internal control - the whole framework", also known as the COSO report, made the unification of the internal control system framework. In 1994, the report on the supplement, the international community and various professional bodies widely acknowledged, has wide applicability. The COSO report is a historical breakthrough in the research of internal control theory, it will first put forward the concept of internal control system of the internal control by the original planar structure for the development of space frame model, represents the highest level of the studies on the internal control in the world.The COSO report defines internal control as: "designed by enterprise management, to achieve the effect and efficiency of the business, reliable financial reporting and legal compliance goals to provide reasonable assurance, by the board of directors, managers and other staff to5西安交通大学城市学院本科毕业设计（论文）implement a process." By defining it can be seen that the COSO report that internal control is a process, will be affected by different personnel; At the same time, the internal control is a in order to achieve business objectives the group provides reasonable guarantee the design and implementation of the program. The COSO report put forward three goals and the five elements of internal control. The three major target is a target business objectives, information and compliance. Among them, the management goal is to ensure business efficiency and effectiveness of the internal control; Information goal is refers to the internal control to ensure the reliability of the enterprise financial report; Compliance goal refers to the internal controls should abide by corresponding laws and regulations and the rules and regulations of the enterprise.COSO report that internal control consists of five elements contact each other and form an integral system, which is composed of five elements: control environment, risk assessment, control activities, information and communication, monitoring and review.Control Environment: It refers to the control staff to fulfill its obligation to carry out business activities in which the atmosphere. Including staff of honesty and ethics, staff competence, board of directors or audit committee, management philosophy and management style, organizational structure, rights and responsibilities granted to the way human resources policies and implementation.Risk assessment: It refers to the management to identify and take appropriate action to manage operations, financial reporting, internal or external risks affecting compliance objectives, including risk identification and risk analysis. Risk identification including external factors (such as technological development, competition, changes in the economy) and internal factors (such as the quality of the staff, the company nature of activities, information systems handling characteristics) to be checked. Risk analysis involves a significant degree of risk estimates to assess the likelihood of the risk occurring, consider how to manage risk.Control activities: it refers to companies to develop and implement policies and procedures, and 6外文文献原文及译文to take the necessary measures against the risks identified in order to ensure the unit's objectives are achieved. In practice, control activities in various forms, usually following categories: performance evaluation, information processing, physical controls, segregation of duties.Information and communication: it refers to enable staff to perform their duties, to provide staff with the exchange and dissemination of information as well as information required in the implementation, management and control operations process, companies must identify, capture, exchange of external and internal information. External information, including market share, regulatory requirements and customer complaints and other information. The method of internal information including accounting system that records created by the regulatory authorities and reporting of business and economic matters, maintenance of assets, liabilities and owners' equity and recorded. Communication is so that employees understand their responsibilities to maintain control over financial reporting. There are ways to communicate policy manuals, financial reporting manuals, reference books, as well as examples such as verbal communication or management.Monitoring: It refers to the evaluation of internal controls operation of the quality of the process, namely the reform of internal control, operation and improvement activities evaluated. Including internal and external audits, external exchanges.Five elements of internal control system is actually wide-ranging, interrelated influence each other. Control environment is the basis for the implementation of other control elements; control activities must be based on the risks faced by companies may have a detailed understanding and assessment basis; while risk assessment and control activities within the enterprise must use effective communication of information; Finally, effective monitoring the implementation of internal control is a means to protect the quality. Three goals and five elements for the formation and development of the internal control system theory laid the foundation, which fully reflects the guiding ideology of the modern enterprise management idea that security is the result of systems management. COSO report emphasizes the integration framework and internal control system composed of five elements, the framework for the7西安交通大学城市学院本科毕业设计（论文）establishment of an internal control system, operation and maintenance of the foundation.In summary,because of social, economic and environmental change management, internal control functions along with the changes, in order to guide the evolution of the internal control theory. As can be seen from the history of the development of internal control theory, often derived from the internal control organizational change management requirements, from an agricultural economy to an industrial economy, innovation management methods and tools for the development of the power to bring internal controls.From the internal containment center,controlled by the internal organization of the mutual relations between the internal control of various subsystems and went to COSO as the representative to the prevention and management loopholes to prevent the goal, through the organization of control and information systems,to achieve the overall system optimization of modern internal sense of control theory, from Admiral time, corresponding to the two economic revolution.Therefore, in the analysis of foreign internal control theory and Its Evolution, requires a combination of prevailing socio-economic environment and business organization and management requirements, so as to understand the nature of a deeper internal control theory of development.8外文文献原文及译文译文：内部控制Ge.McVay一、内部控制理论的产生与发展演进内部控制在西方国家已经有比较长的发展历史，根据内部控制在不同发展阶段的特征，可以将内部控制的发展分为四个阶段，即内部牵制阶段、内部控制制度阶段、内部控制结构阶段、内部控制整体框架阶段。

会计学内部‎审计中英‎文资料外文‎翻译文献‎内部审计在‎沙特阿拉伯‎的发展：协‎会理论透视‎内部审计职‎能的价值1‎早先的研究‎已经运用各‎种各样的方‎法来制定适‎当的标准以‎评估内部审‎计职能的有‎效率。

比如‎说，视遵照‎标准的程度‎为影响内部‎审计表现的‎其中因素之‎一。

一份‎1988 ‎年国际会计‎师协会英国‎协会的研究‎报告就致力‎与研究内部‎审计作用价‎值中高级管‎理层和外部‎审计员的认‎知力。

这项‎研究证明了‎衡量所提供‎服务的价值‎的艰难性就‎是做评估的‎主要障碍。

‎收益性，费‎用标准以及‎资源利用率‎都被确认为‎服务价值的‎衡量标准。

‎在这项研究‎里，它强调‎了确保内部‎审计工作应‎遵从 SP‎P IA 的‎必要性。

在‎美国，19‎88 的‎A lbre‎c hta ‎研究过内部‎审计的地位‎和作用，还‎为了能有效‎的评估内部‎审计的效率‎特别制定出‎一套框架。

‎他们发现有‎四个能让内‎部审计部门‎发展从而提‎高内部审计‎效率的要件‎：一个合适‎的企业环境‎，高级管理‎层的支持，‎具备高素质‎的内部审计‎人员以及高‎质量的内部‎审计工作。

‎在这项研究‎里学者们强‎调管理层和‎审计人员都‎应该承认内‎部审计职能‎对于企业来‎说是一种具‎有增值性的‎职能。

在英‎国，199‎7年，R‎i dley‎和D’‎S ilva‎证明遵循‎专业标准的‎重要性是促‎进内部审计‎职能增值功‎能的最重要‎的因素。

遵‎循 SPP‎I A大量的‎研究都特别‎专注于内部‎审计部门对‎于 SPP‎I A 遵从‎性的研究。

‎1992 ‎年，Pow‎e ll e‎t al 对‎11 个‎国家的国际‎会计师协会‎的成员进行‎了一项全球‎性的调查以‎证明是否有‎全球性的内‎部审计文化‎。

有他‎们发现对这‎11 个‎国家的国际‎会计师协会‎成员的调查‎中， 82‎的是遵循‎S PPIA‎的。

这个‎蛮高的百分‎比率促使学‎者们建议‎S PPIA‎提供内部‎审计这个职‎业全球化的‎证据。

会计内部控制中英文对照外文翻译文献会计内部控制中英文对照外文翻译文献(文档含英文原文和中文翻译)内部控制系统披露—一种可替代的管理机制根据代理理论，各种治理机制减少了投资者和管理者之间的代理问题（Jensen and Meckling，1976； Gillan，2006）。

传统上，治理机制已经被认定为内部或外部的。

内部机制包括董事会及其作用、结构和组成（Fama，1980；Fama and Jensen，1983），管理股权(Jensen and Meckling，1976)和激励措施，起监督作用的大股东(Demsetz and Lehn，1985)，内部控制系统(Bushman and Smith，2001)，规章制度和章程条款(反收购措施)和使用的债务融资（杰森，1993）。

外部控制是由公司控制权市场(Grossman and Hart,1980)、劳动力管理市场（Fama,1980）和产品市场（哈特,1983）施加的控制。

各种各样的金融丑闻，动摇了世界各地的投资者，公司治理最佳实践方式特别强调了内部控制系统在公司治理中起到的重要作用。

内部控制有助于通过提供保证可靠性的财务报告，和临时议会对可能会损害公司经营目标的事项进行评估和风险管理来保护投资者的利益。

这些功能已被的广泛普及内部控制系统架构设计的广泛认可，并指出了内部控制是用以促进效率，减少资产损失风险，帮助保证财务报告的可靠性和对法律法规的遵从（COSO,1992）。

尽管有其相关性，但投资者不能直接观察，因此也无法得到内部控制系统设计和发挥功能的信息，因为它们都是组织内的内在机制、活动和过程（Deumes and Knechel,2008）。

由于投资者考虑到成本维持监控管理其声称的（Jensen and Meckling，1976）,内部控制系统在管理激励信息沟通上的特性，以告知投资者内部控制系统的有效性,是当其他监控机制（该公司的股权结构和董事会）比较薄弱，从而为其提供便捷的监控（Leftwich et等,1981）。

外文文献翻译译文一、外文原文原文：Internal controlIntroductionThe system of internal control over financial reporting in Japan under the Financial Instruments and Exchange Act (FIEA) was implemented as of the fiscal year starting on April 1 2008.Under this system, executive officers of listed companies are obligated to evaluate their company's internal control over financial reporting and to file the results of such evaluation in the form of an internal audit report with the Financial Services Agency (FSA). In this report, executive officers should state material weakness if they judge any material weakness exists in the company's internal control over financial reporting. The report should also be audited by outside accounting auditors before being filed with the FSA. Since most Japanese companies have a fiscal year that ends in March, June 2009 will be the first time most companies file such a report.When the internal control system was introduced, it made reference to the Sarbanes-Oxley Act of the US. Under the Japanese system, clear standards were set regarding the set-up of internal controls over financial reporting in an effort to prevent the creation of excessive documentation and to control costs, two issues which had occurred in the US. However, even with such standards, some uncertainty exists. In particular, uncertainty arises regarding the connection between this system under the FIEA and the rules of the Companies Act.Failure to submit the internal audit report or submission of false statements can lead to liabilities and criminal penalties under the Financial Instruments and Exchange Act (FIEA). However, if there is a material weakness in the company's internal controls over financial reporting and executive officers disclose such material weakness in theinternal audit report, no sanctions will be imposed under the Financial Instruments and Exchange Act, nor will it directly lead to the director's liabilities under the Companies Act. Rather, disclosure of such material weakness is thought to be desirable, because by disclosing such material weakness, a company can improve the quality of its internal control over financial reporting, which will enable the company to submit more accurate financial reports in the future.Internal control is a process-effected by an entity's board of directors, management, and other personnel--designed to provide reasonable assurance regarding the achievement of objectives in the following categories: reliability of financial reporting, effectiveness and efficiency of operations, and compliance with applicable laws and regulations. Internal control consists of the following five interrelated components.1、Control environment sets the tone of an organization, influencing the control consciousness of its people. It is the foundation for all other components of internal control, providing discipline and structure.2、Risk assessment is the entity's identification and analysis of relevant risks to achievement of its objectives, forming a basis for determining how the risks should be managed.3、Control activities are the policies and procedures that help ensure that management directives are carried out.4、Information and communication are the identification, capture, and exchange of information in a form and time frame that enable people to carry out their responsibilities.5、Monitoring is a process that assesses the quality of internal control performance over time.The interlaced audit issue is as follows: under the internal control system of the Companies Act, company auditors must audit the method and the results of the accounting audit conducted by outside accounting auditors. On the other hand, the internal control system of the FIEA requires the outside accounting auditors to auditthe company auditors' monitoring of internal financial controls. Therefore, company auditors that audit outside accounting auditors under the Companies Act are audited by the same outside accounting auditors under the FIEA. This interlaced audit however is expected to make each audit more effective because the company auditor and the outside accounting auditor will each monitor the audit of the other.The time lag issue is expected to arise due to the timing of the submissions of the various audit reports required under the FIEA and the Companies Act. Company auditors will need to prepare and submit audit reports regarding the execution of duties by directors for the fiscal year as required by the Companies Act. However, it is expected that these audit reports will be submitted before the internal audit report required under the FIEA is submitted and audited by the outside accounting auditors. Thus, if the internal audit report points out a material weakness that was not referred to in the audit reports prepared by the company auditor, the company auditor will be placed in a difficult position and will need to decide whether to amend and make changes to the audit reports as such audit reports should also disclose such weaknesses. However, if the directors, the company auditors, and the accounting auditors are cooperating properly, this issue would not arise.It is expected that the system of internal control over financial reporting will prompt companies to build better control systems through cooperation between the directors, company auditors and outside accounting auditors.Connection between the two internal control systemsOn the internal financial controls and internal accounting control the similarities and differences.A difference between monitoring and control objectives.Reason for the difference between the two, simply because of financial supervision and control of the target company's material flow and cash flow, and accounting internal control object is the information flow. Understanding of Marx's words, “the production and the production of bookkeeping records are two different things after all, just to ship the same loading and shipping order are two differentthings.” Corporate material production process is based on the currency as the leading material movement, production and operation of the currency as the beginning and the end result, is achieving its goal of expanding the value of value. And accounting control is passed that have occurred in the material flow, capital flow formed by the flow of information to be the recognition, measurement, reporting. The former to productivity gains, the latter objective, the real target. However, operation of the accounting value of enterprise assets, after all, subordinate to the overall objective, we should also ask for the overall objective of internal control should also be an asset value of its end. Why is this request? This is because the production activities of financial decisions and accounting need to subordinate corporate financial activities, accounting control objectives are to be subject to financial control target.Internal accounting control system is now setting goals, still remain in traditional accounting supervision and legal, reasonable levels, while ignoring the principles of economic efficiency, not subordinated to the overall goal of corporate finance. We know that even if the security integrity of corporate assets and personnel compliance. However, poor economic efficiency of enterprises can not continue to exist, then such an accounting internal control system, despite the integrity of the specification how beneficial for them? Accounting supervision, internal accounting controls, is the business management of the important part, if not for the continued survival and development of enterprises play a useful role, it is indeed sad . Although the internal financial control and internal accounting control objectives differ, but the overall goal should always be consistent. Accounting control objectives should always be subject to financial supervision and corporate goals. Accounting internal controls for business expenses from their own legitimacy and rationality to make judgments, give expenditure or expenditure not to start. This is the person in charge of the accounting organization's powers. The specific operation is completed by the cashier. Economic business is completed, signed by the person in charge, after verification of the accounting charge, the decision to grant or not to grant reimbursement claims. Practices through review of the original certificate and found areas of doubt or vulnerability. In acheck, be controlled when reimbursement. Another major accounting internal control task is to ensure that the accounting information provided by an objective, true, complete and timely.Financial internal control is based on the financial accounts of enterprises as the main target of supervision, to consider the legality of the decision-making costs, reasonable, and consistent with the principles of economic interests. The right balance of enterprises in the enterprise legal person units, in determining the expenditure, the accounting bodies and accounting personnel to provide business only the amount of funds available for expenditure obligations, and no decision-making rights. Usually the meeting was the participation by the general accountant, accounting bodies and accounting personnel did not participate in conference events. Therefore, the financial supervision to monitor the main orientation is very necessary. Financial supervision should be in advance of supervision as well, so that you can not burn in prevention. Matter of course, need supervision in order to promptly correct the error.From a doctrinal perspective the Catholic Church is highly centralized under the authority of the pope and his bishops. However, from an administrative perspective the church is quite decentralized with each diocese and each parish within the diocese having a fair amount of autonomy. Dioceses have virtually no external or regulatory oversight of their financial statements. Unlike corporations which provide quarterly financial statements to the SEC and hold quarterly conference calls with outside analysts, the church is subject to almost no recurring outside financial scrutiny. Many dioceses voluntarily post their audited annual financial statements on their website at the conclusion of the year-end audit. Additionally, many dioceses provide parishioners with an annual financial and administrative newsletter which provides a highly summarized view of the cash flows for the year and the results of social and spiritual programs offered by the diocese. But many other dioceses do neither. Since they are not required by law to be transparent and accountable in their finances, they choose to keep their finances private.Corporate Financial ControlsRecent scandals, such as the Enron and Tyco scandals, contributed to the passage of the Sarbanes-Oxley Act in 2002. This has resulted in U.S. corporations undergoing intensive review, analysis, and testing of their internal control structures.The primary focus of the Sarbanes-Oxley bill is on fraudulent financial reporting. In a number of high-profile cases, management aggressively recognized revenue or manipulated (deferred) expenses to purposely make the company look better than it really was. This financial reporting chicanery had the impact of inflating the stock price which greatly benefited top management, holders of large blocks of the companies’ stock and stock options.Fraudulent financial reporting is much less of a concern for the dioceses and other not-for-profit entities. Safeguarding an entity’s assets is a bigger concern for not-for-profit entities. Revelations of embezzlements in not-for-profit entities are routinely reported in the media. Occasionally, those embezzlements occur at the highest levels of the organization. For example, the Orthodox Church of America recently fired its chancellor and began an audit. The chancellor is at the center of allegations brought by the former church treasurer of missing money, diverted cash, and un-audited accounts totaling millions of dollars. A pastor in the Bridgeport, Connecticut Catholic diocese was investigated on charges that he misspent $1.4 million of parish donations. Four purchasing agents for the archdiocese of New York allegedly extorted over two million dollars in a kickback scheme over eight years from various food vendors to maintain lavish lifestyles. The church lost over one million dollars by having to pay higher prices for the food being purchased for schools and parishes.There have been a number of studies that have documented the importance of and the general inadequacy of internal financial controls in churches. Others have focused on the relationship between the spiritual aspects of a church and its accounting practices.The objectives of the internal financial control structure of an entity are:1. Provide reliable financial statements and accounting records2. Safeguard the entity’s assets3. Promote operational efficiency and effectiveness4. Promote adherence to management’s policies and proceduresAn effective internal control structure consists of three levels:1. Control environment2. Accounting system3. Control proceduresRegardless of whether the entity is a Fortune 500 company or a diocese of the Catholic Church, the objectives of the internal control structure remain the same.They have difficulty separating duties and employees often have little supervision by a qualified financial manager. A fundamental tenet of internal accounting control is to keep the financial recordkeeping duties separate from those individuals that have access to assets, especially cash.Source: Jean C. Bedard, 2009 “Internal control”. T he Accounting Rreview.V ol.84,No.3.pp.839-867.二、翻译文章译文：内部控制介绍内部控制下的财务报告在日本的金融商品交易法（FIEA）下系统实施是从2008年4月1日开始的。

Appendix：Disclosure on Internal Control SystemsAs a Substitute of Alternative GovernanceMechanismsAccording to agency theory, various governance mechanisms reduce the agency problem between investors and management (Jensen and Meckling, 1976; Gillan, 2006). Traditionally, governance mechanisms have been identified as internal or external. Internal mechanisms include the board of directors, its role, structure and composition (Fama, 1980; Fama and Jensen, 1983), managerial share ownership (Jensen and Meckling, 1976) and incentives, the supervisory role played by large shareholders (Demsetz and Lehn, 1985), the internal control system (Bushman and Smith, 2001), bylaw and charter provisions (anti-takeover measures) and the use of debt financing (Jensen, 1993). External control is exerted by the market for corporate control (Grossman and Hart, 1980), the managerial labor market (Fama, 1980) and the product market (Hart, 1983).After the various financial scandals that have shaken investors worldwide, corporate governance best practices have stressed in particular the key role played by the internal control system (ICS) in the governance of the firm. Internal control systems contribute to the protection of investors’ interests both by promoting and giving assu rance on the reliability of financial reporting, and by addressing the boards’ attention on the timely identification, evaluation and management of risks that may compromise the attainment of corporate goals. These functions have been widely recognized by the most diffused frameworks for the design of ICS that have stated the centrality of internal control systems in providing reasonable assurance to investors regarding the achievement of objectives concerning the effectiveness and efficiency of operations, the reliability of financial reporting and the compliance with laws and regulations (COSO, 1992; 2004).Notwithstanding their relevance, investors cannot directly observe ICSs and therefore cannot get information on their design and functioning because they areinternal mechanisms, activities and processes put in place within the organization (Deumes and Knechel, 2008).As investors take into account the costs they sustain to monitor management when pricing their claims (Jensen and Meckling 1976), management have incentives to communicate information on the characteristics of the ICS in order to inform investors on the effectiveness of ICS when other monitoring mechanisms (the ownership structure of the firm and the board of directors) are weak, and thereby providing them with the convenient level of monitoring (Leftwich et al., 1981). The possible existence of substitution among different mechanisms has been debated in corporate governance literature (Rediker and Seth, 1995; Fernandez and Arrondo, 2005) based on Williamson’s (1983) substitute hypothesis, which argues that the marginal role of a particular control mechanism depends upon its relative importance in the governance system of the firm.In this paper, we contend that disclosure on the characteristics of ICS is a relevant alternative governance mechanism in the monitoring package selected by the management. According to Leftwich et al. (1981) “managers select a monitoring package, and the composition of the chosen package depends on the costs and benefits of the various monitoring devices” (p. 59).In particular, we focus particular on the relationship between ICS disclosure and two other mechanisms of the monitoring package ( the ownership structure of the firm and the board of directors) that according to literature (Jensen and Meckling, 1976; Fernandez and Arrondo,2005; Gillan, 2006) play a relevant role in monitoring management’s behavior. We posit that incentives for reporting on the ch aracteristics of ICS depend on the supervisory role played by t he firms’ ownership structure and board of directors.We therefore examine the contents and extent of ICS disclosure of 160 European firms listed in four different stock exchanges (London, Paris, Frankfurt and Milan) on a three-year period (2003 - 2005). By using this international sample, we are able to the depict some features of different institutional environments.We find evidence that disclosure on ICS is a substitute for the monitoring role played by other governance mechanisms as ownership concentration, institutional ownership, the proportion of independent directors sitting on the board and the proportion of accounting expert members on the audit committee.We add to previous literature on the governance role played by disclosure on ICS by adopting a complete disclosure framework that allows us to consider in detail the content and extent of information the management discretionarily communicates on the ICS of the firm. While corporate governance best practices ask for the disclosure on the characteristics of the ICS, they do not provide instructions on whatmanagement should disclose and on the extent of such disclosure. Such lack of instructions leaves management with a discretionary choice on the narrative content of ICS disclosure.This paper off ers empirical support for Williamson’s (1983) substitute hypothesis among different governance mechanisms and it has relevant policy implications.While most corporate governance studies consider disclosure as a complementary mechanism management adopts to reinforce the governance system of the firm (Chen and Jaggi, 2000; Eng and Mak, 2003; Barako et al., 2006) and indeed provide contrasting results, in this study we show that disclosure on ICS substitutes for other governance mechanisms. This means that not necessarily better governance implies greater transparency and disclosure. Firms adhere to corporate governance best practices by disclosing information on the ICS and such disclosure is more extensive when investors need more assurance about the protection of their interests, when other governance mechanisms are weak. On the other side, when the governance system is sound, management have less incentives to extensively disclose information on the ICS, as this is a costly activity and its benefits are overwhelmed by the other governance mechanisms.The evidence provided by the empirical research has important policy implications, because it offers insights to firms and practitioners on the relevance of disclosure on internal control systems as a monitoring mechanism for investors. The remainder of the paper is structured as follows. The next section reviews the theoretical background and develops the research hypotheses. The research method isdescribed in section 3, followed by results discussed in section 4. Concluding remarks are presented in the last section.Theoretical Background and Hypotheses DevelopmentAccording to corporate governance literature, the main internal monitoring mechanisms are the board of directors, the ownership structure of the firm, and the internal control system (Gillan, 2006). In particular, ICSs play a central role in the protection of investors’ interests both assuring the reliability of financial reporting and promoting the timely identification, assessment and management of relevant risks that encumber upon the business. The centrality of ICS in corporate governance has been widely recognized by the vast majority of codes of best practice1.In order to express their concerns and price their claims, investors need to get information on the design and functioning of monitoring mechanisms. In the cases of mechanisms like the ownership structure and the board of directors, information concerning structure and composition, type and composition ofcommittees in place, number of meetings and so on, is publicly available. In some other cases, the enforcement of reporting on ICS weaknesses or material deficiencies - like those required by the SOX - provide investors with relevant information about possible gaps in the functioning of the ICS (Leone, 2007).Nevertheless, specific information on the characteristics of the ICS is indeed more difficult and expensive to gather because ICSs are complex sets of activities and processes carried out internally to the firm (Deumes and Knechel, 2008; Bronson et al., 2006). Indeed, while corporate governance best practices require to disclose information on the ICS, they do not provide instruction on the narrative contents of ICS disclosure. Therefore, investors are unlikely to be informed about the nature, extent, processes and quality of internal controls, unless disclosure on the characteristics of the ICS is provided by the management. The content and extent of such disclosure will depend on the existing monitoring package (Leftwich et al., 1981; Williamson, 1983) of the firm.At the best of our knowledge, disclosure on the specific characteristics and functioning of ICS has been deserved poor attention. While the introduction of theSOX in the USA, and the related requirement for disclosure on ICS deficiencies or material weaknesses has increasingly attracted academic interest in recent times (among the others see Ash Baugh et al., 2007; Doyle et al., 2007; Leone, 2007), only few studies focused on the specific characteristics of ICS disclosure.Bronson et al. (2006) examine firm characteristics associated to disclosure on ICS before it was made mandatory by SOX. They find a positive association between the likelihood of issuing a management report on internal control and corporate governance variables like the number of audit committee meetings and the percentage of institutional shareholders. Deumes and Knechel (2008) identify a list of six disclosure items that capture the ICS information generally available in the annual reports of firms analyzed. They find that the disclosure index on ICS is significantly associated to variables that proxy for the agency costs of equity and with variables that proxy for agency costs of debt.According to our theoretical framework, if disclosure on ICS acts as an alternative governance mechanism, when the pricing of claims is high (Jensen and Meckling, 1976) -due to the fact that the other various monitoring devices already in place are not effective enough to limit the costs of the agency relationship - we expect that disclosure on ICS acts as substitute for other monitoring mechanisms in order to reduce the overall intensity of agency conflicts (Williamson, 1983, Fernandez and Arrondo, 2005).In order to test this hypothesis, we focus on two fundamental elements of the monitoring package,besides the disclosure on ICS: the ownership structure and the board of directors. Corporate governance studies identify three proxies for the supervisory role of the ownership structure: i) the supervisory role of large investors, ii) the monitoring role of institutional investors and iii) the alignment effect of managerial ownership. We expect that the incentives for management to disclose information on the firm’s ICS will be higher for those firms where the monitoring r played by the owners is weaker.Literature and empirical evidences attribute to large shareholders a key supervisory role. Kang and Shivdasani (1995) detected a positive association between the presence of large shareholders and management’s turnover in underperforming firms. On the other side, a disperse ownership is usually associated to a lower monitoring ability and greater information symmetries (Shleifer and Vishny, 1986; Zeckhauser and Pound, 1990; Barako et al. 2006).Alternatively said, the direct supervision performed by large shareholders reduces the need for alternative monitoring mechanisms. Consequently, we expect that incentives to disclose on ICS are higher when the ownership is diffused.Institutional investors also play a relevant supervisory role. While individual investors in public firms have little incentive to monitor management as they are exposed to private costs against which there are public benefits (Grossman and Hart, 1980), institutional investors have higher incentives to play an active monitoring role on the management because of their large voting power (Milgrom and Roberts, 1992). Moreover, institutional investors can access to management through privileged information channels, in order to get disclosure on the firm’s operations (S chadewitz and Blevins, 1998). Thus we expect that in presence of institutional investors, management have lower incentives to disclose on ICS.The last proxy for the supervisory role of the ownership structure is the managerial ownership. It is generally accepted that management’s stock ownership contributes to the alignment of managerial and shareholders’ interes ts (Jensen and Meckling, 1976; Bronson etal., 2006; Deumes and Knechel, 2008), thus reducing the agency conflicts inside the firm (Eng and Mak, 2003; Fernandez and Arrondo, 2005 Cheng and Courtenay, 2006). As managerial stock ownership reduces the need for monitoring, we expect that incentives to disclose on ICS are higher when the level of managerial ownership is lower.Boards of directors play a crucial role in monitoring management as shareholders delegate to them the power to control managerial decisions. Previous literature (Carcelo and Neal, 2000;Fernandez and Arrondo, 2005; Krishan, 2005) identifies different proxies for the capability of the board to monitor managerial behavior : i) the proportion of independent directors, ii) the presence of CEO duality, iii) the presence of accounting experts and iv) the monitoring ability of the audit committee. We expect that the more powerfulthe monitoring role of the board of directors, the lower the incentives for management to disclose information on ICS. Independent directors are expected to monitor the activities of the board and to limit managerial opportunism (Fama, 1980; Fama and Jensen, 1983). Empirical evidences support this expectation. Rosenstein and Wyatt (1990) explain the positive stock price effects associated to the appointment of a new independent director in terms of positive reaction signals of the markets to the monitoring role played by the outsiders. A number of studies document a positive relationship between the proportion of independent directors on the board and firms’ performance (Baysinger and Butler, 1985; Goodstein and Boeker, 1991; Pearce and Zahra, 1992): the proportion of independent directors of the board is considered a proxy of the capability of the board to control managerial actions (Fernandez and Arrondo, 2005) thus supporting a positive association between the proportion of independent members of the board and effectiveness of their monitoring role. Therefore, we expect that the higher the presence of independent directors, the lower incentives for management to voluntarily disclose on ICS.-- Sergio Beretta. Disclosure on Internal Control Systems-As a Substitute ofAlternative Governance Mechanisms, Bocconi University，Press.2009.附录：内部控制系统披露—一种可替代的管理机制根据代理理论，各种治理机制减少了投资者和管理者之间的代理问题(Jensen and Meckling, 1976； Gillan, 2006)。

内部控制【外文翻译】外文文献翻译译文一、外文原文原文：Internal controlIntroductionThe system of internal control over financial reporting in Japan under the Financial Instruments and Exchange Act (FIEA) was implemented as of the fiscal year starting on April 1 2008.Under this system, executive officers of listed companies are obligated to evaluate their company's internal control over financial reporting and to file the results of such evaluation in the form of an internal audit report with the Financial Services Agency (FSA). In this report, executive officers should state material weakness if they judge any material weakness exists in the company's internal control over financial reporting. The report should also be audited by outside accounting auditors before being filed with the FSA. Since most Japanese companies have a fiscal year that ends in March, June 2009 will be the first time most companies file such a report.When the internal control system was introduced, it made reference to the Sarbanes-Oxley Act of the US. Under the Japanese system, clear standards were set regarding the set-up of internal controls over financial reporting in an effort to prevent the creation of excessive documentation and to control costs, two issues which had occurred in the US. However, even with such standards, some uncertainty exists. In particular, uncertainty arises regarding the connection between this system under the FIEA and the rules of the Companies Act.Failure to submit the internal audit report or submission of false statements can lead to liabilities and criminal penalties under the Financial Instruments and Exchange Act (FIEA). However, if there is a material weakness in the company's internal controls over financial reporting and executive officers disclose such material weakness in theinternal audit report, no sanctions will be imposed under the Financial Instruments and Exchange Act, nor will it directly lead to the director's liabilities under the Companies Act. Rather, disclosure of such material weakness is thought to be desirable, because by disclosing such material weakness, a company can improve the quality of its internal control over financial reporting, which will enable the company to submit more accurate financial reports in the future.Internal control is a process-effected by an entity's board of directors, management, and other personnel--designed to provide reasonable assurance regarding the achievement of objectives in the following categories: reliability of financial reporting, effectiveness and efficiency of operations, and compliance with applicable laws and regulations. Internal control consists of the following five interrelated components.1、Control environment sets the tone of an organization, influencing the control consciousness of its people. It is the foundation for all other components of internal control, providing discipline and structure.2、Risk assessment is the entity's identification and analysis of relevant risks to achievement of its objectives, forming a basis for determining how the risks should be managed.3、Control activities are the policies and procedures that help ensure that management directives are carried out.4、Information and communication are the identification, capture, and exchange of information in a form and time frame that enable people to carry out their responsibilities.5、Monitoring is a process that assesses the quality of internal control performance over time.The interlaced audit issue is as follows: under the internal control system of the Companies Act, company auditors must audit the method and the results of the accounting audit conducted by outside accounting auditors. On the other hand, the internal control system of the FIEA requires the outside accounting auditors to auditthe company auditors' monitoring of internal financial controls. Therefore, company auditors that audit outside accounting auditors under the Companies Act are audited by the same outside accounting auditors under the FIEA. This interlaced audit however is expected to make each audit more effective because the company auditor and the outside accounting auditor will each monitor the audit of the other.The time lag issue is expected to arise due to the timing of the submissions of the various audit reports required under the FIEA and the Companies Act. Company auditors will need to prepare and submit audit reports regarding the execution of duties by directors for the fiscal year as required by the Companies Act. However, it is expected that these audit reports will be submitted before the internal audit report required under the FIEA is submitted and audited by the outside accounting auditors. Thus, if the internal audit report points out a material weakness that was not referred to in the audit reports prepared by the company auditor, the company auditor will be placed in a difficult position and will need to decide whether to amend andmake changes to the audit reports as such audit reports should also disclose such weaknesses. However, if the directors, the company auditors, and the accounting auditors are cooperating properly, this issue would not arise.It is expected that the system of internal control over financial reporting will prompt companies to build better control systems through cooperation between the directors, company auditors and outside accounting auditors.Connection between the two internal control systemsOn the internal financial controls and internal accounting control the similarities and differences.A difference between monitoring and control objectives.Reason for the difference between the two, simply because of financial supervision and control of the target company's material flow and cash flow, and accounting internal control object is the information flow. Understanding of Marx's words, “the production and the production of bookkeeping records are two different things after all, just to ship the same loading and shipping order are two differentthings.” Corporate material production process is based on the currency as the leading material movement, production and operation of the currency as the beginning and the end result, is achieving its goal of expanding the value of value. And accounting control is passed that have occurred in the material flow, capital flow formed by the flow of information to be the recognition, measurement, reporting. The former to productivity gains, the latter objective, the real target. However, operation of the accounting value of enterprise assets, after all, subordinate to the overall objective, we should also ask for the overall objective of internal control should also be an asset value of its end. Whyis this request? This is because the production activities of financial decisions and accounting need to subordinate corporate financial activities, accounting control objectives are to be subject to financial control target.Internal accounting control system is now setting goals, still remain in traditional accounting supervision and legal, reasonable levels, while ignoring the principles of economic efficiency, not subordinated to the overall goal of corporate finance. We know that even if the security integrity of corporate assets and personnel compliance. However, poor economic efficiency of enterprises can not continue to exist, then such an accounting internal control system, despite the integrity of the specification how beneficial for them? Accounting supervision, internal accounting controls, is the business management of the important part, if not for the continued survival and development of enterprises play a useful role, it is indeed sad . Although the internal financial control and internal accounting control objectives differ, but the overall goal should always be consistent. Accounting control objectives should always be subject to financial supervision and corporate goals. Accounting internal controls for business expenses from their own legitimacy and rationality to make judgments, give expenditure or expenditure not to start. This is the person in charge of the accounting organization's powers. The specific operation is completed by the cashier. Economic business is completed, signed by the person in charge, after verification of the accounting charge, the decision to grant or not to grant reimbursement claims. Practices through review of the original certificate and found areas of doubt or vulnerability. In acheck, be controlled when reimbursement. Another majoraccounting internal control task is to ensure that the accounting information provided by an objective, true, complete and timely.Financial internal control is based on the financial accounts of enterprises as the main target of supervision, to consider the legality of the decision-making costs, reasonable, and consistent with the principles of economic interests. The right balance of enterprises in the enterprise legal person units, in determining the expenditure, the accounting bodies and accounting personnel to provide business only the amount of funds available for expenditure obligations, and no decision-making rights. Usually the meeting was the participation by the general accountant, accounting bodies and accounting personnel did not participate in conference events. Therefore, the financial supervision to monitor the main orientation is very necessary. Financial supervision should be in advance of supervision as well, so that you can not burn in prevention. Matter of course, need supervision in order to promptly correct the error.From a doctrinal perspective the Catholic Church is highly centralized under the authority of the pope and his bishops. However, from an administrative perspective the church is quite decentralized with each diocese and each parish within the diocese having a fair amount of autonomy. Dioceses have virtually no external or regulatory oversight of their financial statements. Unlike corporations which provide quarterly financial statements to the SEC and hold quarterly conference calls with outside analysts, the church is subject to almost no recurring outside financial scrutiny. Many dioceses voluntarily post their audited annual financial statements on their website at the conclusion of the year-end audit. Additionally, many dioceses provide parishioners with an annual financial and administrativenewsletter which provides a highly summarized view of the cash flows for the year and the results of social and spiritual programs offered by the diocese. But many other dioceses do neither. Since they are not required by law to be transparent and accountable in their finances, they choose to keep their finances private.Corporate Financial Controls。

本科生毕业论文（设计）外文文献翻译译文：内部控制爆炸学生姓名学号指导教师二级学院专业名称班级内部控制爆炸①摘要：Power的1997版书以审计社会为主题的探讨使得审计活动在联合王国（英国）和北美得到扩散。

由审计爆炸一同带动的是内部控制制度的兴起。

审计已经从审计结果转向审计制度和内部控制，它已然成为公众对公司治理和审计监管政策的辩论主题。

Power表示对什么是有效的内部控制各方说法不一。

本人对内部控制研究方面有一个合理的解释。

内部控制对非常不同概念的各个领域的会计进行探究，并研究如何控制不同水平的组织。

因此，内部控制研究的各类之间的交叉影响是有限的，而且，许多内部会计控制是研究是再更宽广的公司治理问题的背景下进行的。

所以，许多有关内部控制制度对公司治理的价值观点扔需要进行研究。

关键词：机构理论；公司治理；外部审计；内部审计；内部控制制度；管理控制1 概述Power的1997版书以审计社会为主题的探讨使得审计活动在联合王国（英国）和北美得到扩散。

由审计爆炸一同带动的是内部控制制度的兴起。

审计已经从审计结果转向审计制度和内部控制，它已然成为公众对公司治理和审计监管政策的辩论主题。

例如，在最近的对于欧洲联盟内外部审计服务的内部市场形成的辩论中，监管建议建立关于内部控制和内部审计制度。

虽然对有关内部控制的价值期望高，但Power表示对什么是有效的内部控制各方说法不一。

本人对内部控制研究方面有一个合理的解释。

内部控制是对非常不同概念的各个领域的会计进行探究，并研究如何控制不同水平的组织。

因此，内部控制研究的各类之间的交叉影响是有限的，而且，许多内部会计控制是研究是再更宽广的公司治理问题的背景下进行的。

所以，许多有关内部控制制度对公司治理的价值观点扔需要进行研究。

在审计和公司治理的公共政策辩论中，内部控制的概念越来越得到重视。

公共越来越关注内部控制，令人对power在1997年英国和北美的书中的审计社会的现状有所信服。

外文文献及翻译THE CONCEPT OF INTERNALCONTROLSYSTEM: THEORETICALASPECTVaclovas Lakis, Lukas Giriūnas*Vilnius University, LithuaniaIntroductionOne of the basic instruments of enterprise control, whose implementation in modern economic conditions provide conditions for achieving a competitive advantage over other enterprises is the creation of an effective internal control system. In the industry sector, the market is constantly changing, and this requires changing the attitude to internal control from treating it only in the financial aspect to the management of the control process. Internal control as such becomes an instrument and means of risk control, which helps the enterprise to achieve its goals and to perform its tasks. Only an effective internal control in the enterprise is able to help objectively assessing the potential development and tendencies of enterprise performance and thus to detect and eliminate the threats and risks in due time as well as to maintain a particular fixed level of risk and to provide for its reasonablesecurity .The increasing variety of concepts of internal control systems requires their detailed analysis. A detailed analysis of the conceptions might help find the main reasons for their increasing number. It may also help to elaborate a structural scheme of the generalized concept of internal control. Consequently, it may help decrease the number of mistakes and frauds in enterprises and to offer the precautionary means that might help to avoid mistakes and build an effective internal control system.The purpose of the study: to compile the definition of the concept of internal control system and to elaborate the structural scheme of the generalized conception for Lithuanian industrial enterprises.The object of the research: internal control.To achieve the aim, the following tasks were carried out:to examine the definitions of internal control;to design a flowchart for the existing definitions of internal control;to formulate a new internal control system definition;? to identify the place of the internal control system in a company’s objectives and ? its management activities.Study methods: for the analysis of the conceptions of control, internal control, theconcept of internal control system, systematic and comparative means of scietific methods of analysis were used.1. Research of control conceptionAccording to J. Walsh, J. Seward (1990), H. K. Chung, H. Lee Chong, H. K.Jung (1997), control may be divided into two types – internal and external controls those might help to equalize authority or concerned party‘s attitudes to some certain organization control. Internal control involves the supreme enterprise control apparatus and enterprise shareholders, whereas external control might be defined as the power in the market or branch, competitive environment or state business regulation. Such analytical division is essential when analysing industrial or other enterprises, because this attitude to control makes it more specific and properly defined.The identification of an appropriate primary theoretical base is an important task in forming the structure of knowledge about the study subject. Appropriately selected conceptions enable to elucidate the essence of the processes, to characterize them and to realize their interplays and interaction principles. Conceptions may be defined as a summation of empirical cognition which transforms practically achieved results into conceptions. The above ideas might be taken as abstractions and lead to an ungrounded conclusion, and through conceptions the reality might be lost. Operating with more than one conceptions allows to form a universal opinion about the reality. Noteworthy, when operating with conceptions an optimal agreement might be found between theory and practice: using the common point of contact –conceptions –a theorist and a practician will always find the way and understand one another.The main problem of internal control is related to the definition of control conception and the identification of the place of internal control in an organization. Constant changes of the extent, functions and roles of internal control enable to form acommon definition of internal control and to identify its place in an organization.Analysis of the concept of internal control and its interpretation are essential for assessing the internal control system, because the conception of control is widely used not only in scientific research, but also in the daily activities of an enterprise; therefore the same conception might have a lot of various meanings and interpretations. Analysis of the concept provides conditions for the further research, because it is impossible to form a model of internal control assessment if the research object is unknown. A lot of definitions and variations of control can be found in thepublications by Lithuanian and foreign scientists and in public information sources. For example, in the Dictionary of International Words (2002), control is defined as: supervision, inspection of something; comparison of actual and required ? conditions; an enterprise or a group of people that control the work and responsibility of other ? enterprises or groups of people;maintenance of something.?In addition to the above seven internal control, and documentation control. Performance control and worker quality control, etc. The new system of accounting supervision system on the unit interior, the main contents of the internal control system.On the other hand, in the specialized Dictionary of Economic Terms (2005), control is defined as a performance with a definite influence on the management of an enterprise, as rights based on laws and contracts that involve proprietary rights to the whole property or its part, or any other rights that enable to exert a significant influence on the management and performance of an enterprise, or state supervision. Even in common information sources the definitions of control are formulated differently, although the common meaning is quite similar. Analysis and practical studies of Lithuanian scientists’ works enable to state that there is no one solid concept, definition or description of control. For example, E. Bu?kevi?iūt? (2008) says that when control is more particularly defined, its rules and requirements are described in more detail, it becomes more effective, more specific, more psychologically suggestive, it gives more freedom limits of choice for supervisors and less possibilities of lawlessness for people under control when. Identifying the object of the research, it should be noted that different definitions of control are given in scientific studies by Sakalas, 2000; Navickas, 2011; Katkus, 1997; Bu?kevi?iūt?, 2008; Drury, 2012; Bi?iulaitis, 2001; Lee Summers, 1991; Patrick, Fardo, 2009; Spencer, Pickett, 2010; Gupta, 2010 and other Lithuanian and foreign scientists (see Fig. 1).The different conceptions and their interpretations indicate that there is no solid opinion about how to define control, and even scientists and practicians themselves do not agree upon a unified definition or description of control or the conception of internal control and its interpretations. In scientific literature, different interpretations of control conceptions are usually related to different aspects of this conception, and their meaning in different situations may be defined in different ways depending on the situation and other external factors. According to A. Katkus (1997), C. Drury (2009), R. Bi?iulaitis (2001), D. R. Patrick, S. W. Fardo (2009), K. H. S. Pickett (2010), during a long-term period control is usually related to achieving the alreadysettled goals, their improvement and insurance. In other information sources (Dictionary of International Words, 2002; Sakalas, 2000; Bukeviiūt, 2008; Lee Summers, 1991) control is emphasized as a certain means of inspection which provides a possibility to regulate the planned and actual states and their performance. Despite these different opinions, control might be reasoned and revealed as a traditional function of any object of control, emphasized as one of the main self-defence means from the possible threats in the daily performance of an organization. There is also a more modern approach. For example, V. Navickas (2011) and P. Gupta (2010), presenting the concept of control, name it not only as one of the main factors that influence the organization’s performance and influences its management, but also as one of the assessment means of the taken decisions and achieved values. Such interpretation of the conception of control shows the main role of control. For example, R. Kanapickien? (2008) has analysed a big number of control definitions and says that only an effective and useful control should exist in an enterprise because each enterprise tries to implement its purposes and avoid the possible losses, i.e. mistakes and frauds. According to J.A. Pfister (2009), there are several types of control, and they can be grouped into strategic, management, and internal control. Thus, different researchers give different definitions of control, their descriptions have different goals, but different control definitions lead to numerous variations in the analysis of the conception of control. Thus, to create an effective control, the presence of its unified concept becomes a necessity and the basis for ensuring an effective control of the organization’s performance. The existence of different conceptions of control also indicates that there might be different types or kinds of control.2. The conception of internal controlHistorical development of internal control as individual enterprise system is not as broad as other management spheres in science directions. The definition of internal control was presented for the first time in 1949 by the American Institute of Certificated Accountants (AICPA). It defined internal control as a plan and other coordinated means and ways by the enterprise to keep safe its assets, check the covertness and reliability of data, to increase its effectiveness and to ensure the settled management politics. However, the presented definition of control concept has been constantly improved, and nowadays there is quite an extensive set of conceptions that indicates the system of internal control as one of the means of leadership to ensure safety of enterprise assets and its regular development. In 1992, the COSOmodelappeared; its analysis distinguished the concepts of risk and internal control. Nnow, the concept of internal control involved not only accounting mistakes and implementing means of their prevention, but also a modern attitude that might identify the spheres of control management and processes, and also a motivated development of their detailed analysis. The Worldwide known collapses of such companies as Enron, Worldcom, Ahold, Parmalat and others determined to issue in 2002 the Law of Sarbanes–Oxley in the USA, in which attention is focused on the effectiveness of the enterprise internal control system and its assessment. Such a significant law as that of Sarbanes–Oxley has dearly show that not only the internal control system must be concretized and clearly defined, but also the means of implementing the internal control system and assessing their effectiveness must be covered. The concept of internal control was further improved by such Lithuanian and foreign scientists as A.Сонин(2000), D. Robertson (1993), M.R. Simmons (1995), I. Toliatien? (2002), V. Lakis (2007), R. Biiulaitis (2001), J. Mackeviius (2001) and the international scientific organizations COSO, INTOSAI, CICA, IT Governance Institute.A comparative analysis of the introduced concepts of internal control shows that the usage of the concept of internal control is quite broad as it is supposed to involve the performance not only of the state, but also of the private sector. Although the conception of internal control is defined in different ways emphasizing its different aspects, the essential term still remains the same in all authors’ definitions: internal control is the inspection, observation, maintenance and regulation of the enterprise’s work (see Fig. 3.).It should be also be mentioned that the system of internal control may be defined in different ways every time. For example, R. T. Yeh and S. H. Yeh (2007) pay attention to the fact that usually such values as honesty, trust, respect, openness, skills, courage, economy, initiative, etc. are not pointed out, although they definitely can influence not only the understanding of the concept of internal control, but also its definition, because in different periods of time and in different situations it can obtain slightly different shades of meaning. Control and people, and values produced by people or their performance are tightly connected; consequently, internal control must be also oriented to the enterprise’s values, mission and vision; it does not matter how differently authors define the conception assessment limits: significant attention must be paid not to internal control itself, but to the identification of its functions andevaluation. Mostly internal control is concerned with authority management tools that help to control processes and achieve enterprise goals (COSO, 1992; Сонин, 2000; INTOSAI, 2004; CobiT, 2007; Toliatien?, 2002; Coco, 1995).C.J. Buck, J.B. Breuker (2008) declare internal control as a mistake detecting and correctingsystem; although J. Mackevi?ius (2001) and R. Bi?iulaitis (2001a) state that internal control is defined as a summation of certain rules, norms and means, actually such definitions are identical, but internal control must be related to safety, the rational use of property and the reliability of financial accounting.Results of a comprehensive analysis of internal control enable to state that, although different authors give different definitions of internal control, there are still some general purposes of the system of internal control, aimed, to ensure reliable and comprehensive information, to protect the property and documents, to enssure an effective economic performance, observation of accounting principles and presentation of reliable financial records, obeying laws and executive acts, enterprise rules and the effective control of risk. Analysis of concept of internal control, presented in both foreign and Lithuanian literature enables to formulate its generalized definition: the system of internal control is part of enterprise management system, which ensures the implementation of its goals, effective economic and commercial performance, observance of accounting principles and an effective control of risks, which enables to minimize the number of intentional and unintentional mistakes and to avoid frauds in the process of enterprise performance, made by its authority or employees.The internal control is an important symbol of modern enterprise management, through the practice of the conclusion is: to control is strong, weak, without control is controlled, disorderly. The new regulations "accounting law 27 units shall establish and perfect the system of supervision unit interior accountant. Unit interior accountant controls on the execution, the internal control is.The internal control is the formation of a series of measures to control functions, procedures, methods, and standardized and systematized, make it become a rigorous, relatively complete system. According to the control of the internal control can be divided into different purpose accounting control and management control. Accounting control and protection of assets is safe, the accounting information authenticity and integrity and financial activities related to the legitimacy of control, Management control means to ensure operation policy decision, implementation ofbusiness activities and promote the efficiency and effectiveness, and the effect of the relevant management to achieve the goals of control. Accounting control and management control and not mutually exclusive, incompatible, some control measures can be used for accounting control, and can also be used to control.The goal is to ensure that the internal control unit operations efficiency and effect, safety, economic information of assets and financial reports of reliability. Its main functions: one is to achieve target management policy and management, Second is the assets of safety protection unit is complete, prevent loss of assets, Three is to guarantee the business and financial accounting information authenticity and integrity. In addition, the legitimacy of the financial activities within the unit is the internal control goals.Good, although the internal control to achieve these goals, but whether the internal control design and operation, it is not how to eliminate its inherent limitations. This limitation must also be clear and prevention. Main show is: (1) the limited by cost benefit principle, (2) if the employee has different responsibility ignore control program, misjudgment, even the collusion, inside and outside, often cause in fraud internal control malfunction, (3) management personnel abuse, and to set up or Passover control of internal control ignored, also can make the establishment of internal control non-existing.The internal control system in a company must cover and help to properly organize and control the entire activity of the company; thus, according to majority of authors, internal control is all-inclusive activity in financial and management accounting, as well as in the strategic management of projects, operations, personneland the total quality management. However, the most important thing is that internal control should not only cover the entire activity of the company, but also take into account its objectives, goals and tasks in order to make its economic-commercial activity as effective as possible. Analysis of scientific literature in the field shows that it is important not only to predict the particular areas of internal control and interrelate them, but also to stress that the most important objective of internal control is the effective management of risk by identifying and eliminating errors and frauds inside the company. Therefore, the concept of internal control offered by the authors covers a company’s areas of activities, its tasks and objectives; also, it provides for the main goal – an effective risk management.Despite the quantitative indicators used for goal assessment, each enterprise and especially extractive industry enterprises where attention should be focused onavoiding mistakes and fraud should elaborate and introduce a really effective and optimal system of internal control and accounting so as to strengthen its position in the market and optimize profitability.ConclusionsThe analysis of control definitions has shown that rather wide variations of definitions and their interpretations prove control to be a wide concept, mainly due to the fact that control has quite many different aspects and its meaning in different situations may be also defined differently.Nevertheless, there are still some general aspects of the system of internal control, which include ensuring reliable and comprehensive information, protecting the property and documents, to ensure an effective economic performance, keeping to the principles of accounting and presenting reliable financial records, obeying laws and executive acts, enterprise rules and ensuring an effective control of risk.As a result of the study, the authors present an inclusive and generalizing definition of internal control: the system of internal control is part of the enterprise management system that ensures the implementation of the enterprise’s goals, its effect ive economic-commercial performance, observance of accounting principles and an effective control of work risks, which enables to minimize the number of intentional and unintentional mistakes, and to avoid frauds in the process of enterprise performance, made by its authority or employees.中文翻译：内部控制制度：理论研究拉基斯，卢卡斯维尔纽斯大学，立陶宛引言企业控制的基本工具之一，建立一个有效的内部控制制度，为现代经济条件下企业获得竞争优势提供了条件。

The enterprise internal control theoryThe internal control is an important symbol of modern enterprise management, through the practice of the conclusion is: to control is strong, weak, without control is controlled, disorderly. The new regulations "accounting law 27 units shall establish and perfect the system of supervision unit interior accountant. Unit interior accountant controls on the execution, the internal control is.What is the internal controlThe internal control is the formation of a series of measures to control functions, procedures, methods, and standardized and systematized, make it become a rigorous, relatively complete system. According to the control of the internal control can be divided into different purpose accounting control and management control. Accounting control and protection of assets is safe, the accounting information authenticity and integrity and financial activities related to the legitimacy of control, Management control means to ensure operation policy decision, implementation of business activities and promote the efficiency and effectiveness, and the effect of the relevant management to achieve the goals of control. Accounting control and management control and not mutually exclusive, incompatible, some control measures can be used for accounting control, and can also be used to control.The goal is to ensure that the internal control unit operations efficiency and effect, safety, economic information of assets and financial reports of reliability. Its main functions: one is to achieve target management policy and management, Second is the assets of safety protection unit is complete, prevent loss of assets, Three is to guarantee the business and financial accounting information authenticity and integrity. In addition, the legitimacy of the financial activities within the unit is the internal control goals.Good, although the internal control to achieve these goals, but whether the internal control design and operation, it is not how to eliminate its inherent limitations. This limitation must also be clear and prevention. Main show is: (1) the limited by cost benefit principle, (2) if the employee has different responsibility ignore control program, misjudgment, even the collusion, inside and outside, often cause in fraud internal control malfunction, (3) management personnel abuse, and to set up or Passover control of internal control ignored, also can make the establishment of internal control non-existing.Second, the basic structure of internal controlThe basic structure of internal control. Mainly includes controlenvironment, accounting system and control procedures in three aspects:(a) control environment. Control environment refers to establish or implement a policy of various factors, which affect mainly reflects unit managers and other personnel to control the attitude, understanding and action. Specific include: management ideas and management style, unit organization structure, functions and managers of these functions, determine the powers and responsibilities of the manager monitoring and inspection method, the working personnel policy measures to control, and its implementation, this unit of various external business relations.(2) accounting system. Accounting system refers to establish accounting and accounting supervision procedure and method of business activities. Effective accounting system should do:1, confirmed and record all real business, timely and detailed description of economic business, so in the financial and accounting reports of economic business appropriately classified.2 and measurement value of economic business, so in the financial and accounting reports records in the appropriate monetary value.3 and determine the time, business to business records in the appropriate accounting period.4 in the financial and accounting reports, business and proper disclosure of expression related matters.(3) control procedures. Control program to formulate policy and managers to ensure a certain procedure. Specific include: business and economic activity approval, The relevant personnel division of responsibilities clear, and prevent fraud, The bill and certificates and use, should guarantee business activities and recorded properly, Property and its use to have documented exposure measures to protect, For registered business valuation, and to review, etc.Third, the basic way of internal controlThe basic way of internal control mainly has: organization planning control, authorized control, budget control, material control, cost control, risk control and audit control.(a) to organize the control. According to the internal control requirements, the unit in determining the organizational structure andimprove the process, incompatible duties shall follow the principle of separation, the so-called incompatible duties, refers to those if by a man or a department, and may cheat yourself concealing its position of frauds. The economic activity of the unit can usually divided into five stages: namely, the approval issued by authorized, execution, and records. Normally, if each step by the relatively independent researchers (or department), can guarantee the separation incompatible duties, facilitating the function of the internal control. Organize and control mainly includes two aspects:1 and incompatible duties of separation. If the accounting work of accountant and cashier incompatible duties, need to separate. Should be separate positions usually have an authorized: economic business duties to separation, Execute a business with the position of the post to review: Execution of an economic position and record the business to business position: Keep a record of the property of the position and position of property to separation etc. Incompatible duties separation is based on the assumption that two personal unconscious accomplice a possibility, but the possibility of a person gains more than two people. If this hypothesis, breakthrough incompatible duties of separation cannot play control function.2, the organization's control. A unit of economic activities according to the needs of different departments and institutions set, the organization's set of responsibilities and should reflect the mutual control requirements. Specific requirement is: the responsibility and authority of the organizations must be licensed and guarantee the authority within the scope of authority without intervention, Each business must pass in operation of the department and guarantee in different departments concerned to check each other, In every business, should belong to was not inspectors, in order to ensure that the inspectors check out the problem was solved quickly.(2) authorized control. The authorized department of internal control unit to handle business or staff access control. Some departments or units within a clerk in the treatment of economic business, must be authorized or approved to, no approval. Authorized control unit can guarantee the implementation course and abuse. Authorized are generally authorized and particular authorized two forms: general mandate is to deal with average economic business level and the approval of the right conditions stipulated in the unit, usually in the internal control of clarifying, Special authorization of special economic business processing is theright level and approval conditions, such as when a prescribed amount exceeds the economic business department, only after approval within specific authorized to handle. Authorized the basic control requirement is: first, must be clear and specific license authorization of the general line and responsibility, Secondly, to clear the authorized business each program, Again, to establish the necessary examination system, to ensure that the processing after the authorized business working quality. Some current unit executes leadership "pen", with the approval of the internal control principles and requirements, should reform. Practice has proved, rights should be restricted, lose the right to restrict the corruption which easily.(3) budget control. Budget control is an important aspect of internal control, including financing, financing, purchasing, production, sales, investment and management activities. The economic business units to prepare detailed budget and plan, and through the authorized by relevant departments, the budget or plan implementation control, the basic requirements: first, the unit budget must reflect the management goal, and clear responsibility. Second, the budget shall be permitted by the authorized to budget adjustments to budget and more practical. Third, it shall timely feedback or regular budget implementation.(4) physical assets control. Physical assets control mainly include restrictions to control inventory control and regular two, this is the real assets of unit of safety control measures. There are two main: first, to limit to strictly control, to physical assets and the relevant documents of the physical assets, such as cash and bank deposit, securities and inventory, warehouse, the warehouser except cashier personnel and other personnel is limited, contact, to ensure the safety of assets. Second, regular physical assets inventory, guarantee the physical assets conform with the actual amount recorded book, such as accounts inconsistent, should investigate the cause and treatment. In addition to the above, physical assets control say from broad sense, also include the physical assets of purchase, storage, and shipping and sales process control.(5) cost control. Modern cost control can be divided into "extensive" and "intensive" two. Extensive cost control, refers to the production technology, product process under the condition of invariable, rely solely on reducing consumption materials, reasonable material to lower the cost of cost control, Intensive cost control, refers to raise the level of technology to improve the production technology, product process, thus reducing the cost control. These two kinds of methods, combining modern cost control.1, extensive cost control, the cost of raw materials procurement control from the final product sold throughout, and is one of the most fundamental and most main control method. First, the raw materials procurement cost control. For bulk materials generally used to open ZhaoBiaoFa or according to manufacturer direct purchasing. Second, the use of materials cost control. Generally, there are two ways: one is the objective cost control, it is through the "target cost price - goals profits target =", which is obtained by cost method to control costs. Veto Second, it is the cost control of various assignments, and through the analysis of cost drivers, costs and expenses of the collection, not only more reasonable truly computational cost, and thus find income and cost ratio or not only put no gains, so can largely reduce costs. Third, product sales, cost control. Mainly propaganda cost control, notable is, advertising, promotional role played only product quality is the foundation of the user's trust. Therefore, we should grasp investment and expenses of the matching principle. [NextPage]2 and intensive cost control. And can be divided into two types: one is to improve production technology by to reduce cost control. There are many ways to improve production technology, such as the introduction of new production line adopts high-tech products, etc. Two is improved by process to reduce the cost of cost control. Intensive cost control on intellectual achievements, it can make the excess profit achievements.(6) risk control. Risk is usually referred to as a result of the action, and the risk associated with another concept is uncertain. Some people only know beforehand action may result, but don't know they appear probability, or both all don't know, but only as a rough estimate. For example, enterprise test-manufacturing a new product, this product can certainly advance trial success or failure. But don't know these two consequences of possibility appeared. Business decisions are generally in uncertain circumstances. In practice, a result of action has many may not sure, risk, And as a result of the action, it is certainly not risk. The risk control is to prevent and avoid as far as possible adverse outcome. According to the reasons of the formation of risk and risk management can generally be divided into two categories: the financial risk,1, management risk. Risk management refers to the production and business operation reasons for corporate profits to the uncertainty. Due to the production and operation of enterprises will be derived from many aspects of the external and internal factors, thus greatly, and the uncertaintyof uncertainty, causes the enterprise profit margins or the changes, thus bringing risk. Operational risk changes from the external, nonetheless, enterprises should adopt the effective internal control measures to prevent.2, financial risk. Financial risk and risk, it is to because debt and the enterprise's financial results for uncertainty. Companies operating in the capital, debt all except the part of self-capital, borrowed funds for enterprise self-capital affect profitability, At the same time, borrowed money to repay captital with interest, if unable to repay debts that are due, the enterprise will into financial difficulties or bankruptcy. When the enterprise rate than pre-tax profit margins funds borrowed funds rate, use borrowed money earn profits and residual interest except compensation and thus make the self-capital profitability improve. However, if the enterprise income tax profit margins than money borrowed funds, at this moment, use borrowed money to finance the profits are not pay interest, still need to use their own funds to pay interest on the part of the profit margins, thereby reducing the self-capital, make enterprise losses incurred, even the bankruptcy of the danger. The risk for financing risk. The size of the risk degree of self-capital by borrowing money, borrowed money ratio, the greater the risk degree proportion with smaller proportion, borrowed funds, risk degree also decrease. For financial risk control, the key is to ensure a reasonable capital structure, maintain the appropriate level of debt, should make full use of the debt management skill gain financial leverage income, improve the self-capital profitability, To avoid excessive debt caused by the financial risk, which is the important link of the enterprise internal control, must take the necessary measures to prevent fundraising risk.(7) auditing control. Audit control mainly refers to the internal audit, internal audit and control of accounting is to supervise. Accounting information to internal audit, internal control is an integral part of the internal control is a kind of special form. Internal auditing is an organization in all kinds of activities and the internal control system of independent evaluation to determine whether the policy implementation, establish the procedure is in compliance with the standard of resources utilization, whether reasonable, effective and unit of objectives achieved. Internal audit content is very extensive, generally include internal financial audit and internal management audit. Internal audit supervision of accounting information, and is not only the internal control is effective means to ensure that the accounting information is true and complete. According to the basic principle of internal control and accounting work in our country actual situation, the new "law" regulation, the unit shall in internal accounting supervision system ofaccounting information in the regular internal audit methods and procedures, in order to make the internal audit institutions or internal auditors of accounting information system and procedure of audit work. In addition to the above seven internal control, and documentation control. Performance control and worker quality control, etc. The new system of accounting supervision system on the unit interior, the main contents of the internal control system. Including: responsibilities, and strict procedures, truthfully record, regular check, etc. In practice, establishing and implementing internal control should also consider: enterprise scale, organizational system and the owners' rights and interests; etc. Business property, diversity and complexity, Transfer, processing, and the methods to information, Applicable regulatory requirements, etc. At present many enterprise internal control was not good, except knowledge level, the main reasons of the administration is to establish and implement effective internal control of power, pressure, coerce, enough. This change of the accounting law depends on the implementation of new science and the modern enterprise system and the establishment of corporate governance structure. To help enterprises to establish internal control, can consult other countries and regions, by the relevant departments of the internal control of some important industry and points for each unit, reference, and learning to use gradually perfect the internal control system, in order to promote the comprehensive enterprise in our country, and in essence.企业内部控制理论内部控制是现代企业管理的重要标志，通过了结论的做法是：以控制强，弱，无控制的控制，无序。

文献信息：文献标题：Perspectives on Internal Control and Enterprise Risk Management（内部控制与企业风险管理透视）国外作者：İdil Kaya文献出处：《Eurasian Business Perspectives》,2017,11(02):379-389 字数统计：英文2788单词，16276字符；中文5242汉字外文文献：Perspectives on Internal Control and Enterprise RiskManagementAbstract Grounded on the literature review on Enterprise Risk Management (ERM) this paper aims to analyze the extent and the effectiveness of internal control as well as ERM and to explore their connection with the value creation. A theoretical lens is used to discuss whether effective internal control and ERM enhance performance and increase value creation ability. ERM is most frequently defined with the reference to the 2004 Guidance document published by Committee of Sponsoring Organizations of Treadway Commission (COSO). Proponents of COSO’s ERM Integrated Framework describe this framework as “a world-level template for best practice”, and claim that ERM used by management to enhance an organization ability to manage uncertainty and to consider how much risk to accept as it strives to increase stakeholder value. Additionally the Internal Control— Integrated Framework is a viable and suitable framework for designing, implementing, conducting and assessing the effectiveness of internal control and for reporting. The relationship between value creation and ERM is widely investigated in academic literature. Empirical studies on the value creation abilities of ERM and internal control suggest that there is a positive relation between value creation, internal control and ERM. These studies reveal that firm performance and value are enhanced by high-qualityERM adoption and implementation. Using different identifier of ERM such as Standard and Poor’s risk management ratings or presence of a Chief Risk Officer, the findings of empirical studies reveal that higher ERM quality is associated with less resource constraint, better corporate governance and better accounting performance. Additionally academic studies indicate that the risk-based communication is reinforced with ERM implication.Keywords: Enterprise risk management , Internal control , Value creation1.IntroductionChanging business and operating environments, increased competition, technology driven, global scale and complex structure of companies have increased the importance of effective internal control and risk management. Enterprise risk management (ERM) is a process that is viewed today as an indicator for optimal achievement of companies’ mission and execution of its strategy. This is also a coping mechanism vis-`a-vis new demand for reporting purposes and additional compliance mandate placed on organizations to have effective internal control and risk management. Rating agencies e.g. Standard & Poor’s have included ERM assessment in ratings of insurance companies since 2007. Furthermore the stakeholders’ demand for more transparency and accountability on the business decisions and governance forces enterprises to have effective internal control and ERM. Committee of Sponsoring Organizations of Treadway Commission (COSO) has released two frameworks provide guidance for management in implementing and evaluating effective enterprise risk management and internal control processes, leading to the improvement of organizational performance and governance. These are COSO’s Internal Control—Integrated Framework and COSO’s Enterprise Risk Management—Integrated Framework.COSO guidance is recognized as being globally and its integrated frameworks are viewed as being the principal tools that enable organizations to enhance their capacity in dealing with uncertainty that presents both risk and opportunity with the potential to erode or enhance value.Proponents of COSO’s ERM Integrated Framework describe this framework as “a world-level template for best practice”, and claim that ERM used by management to strengthen an organization ability to manage uncertainty and to consider how much risk to accept as it strives to increase stakeholder value. Additionally the Internal Control—Integrated Framework is a viable and suitable framework for designing, implementing, conducting and assessing the effectiveness of internal control and for reporting. COSO’s principal argument is that the essential prerequisites of firms’ long term success are good risk management and internal control (DeLoach and Thomson 2014).While internal control has been always an important field for internal and external audit, risk management has been a vital concern on the fields of finance and insurance but it is received widespread attention following accounting and corporate scandals in the beginning 2000s and 2008 global crisis (Wu et al. 2015). Section 404 of Sarbanes-Oxley Act and its impacts and repercussions on global capital markets have put the spotlight on COSO’s Internal Control Framework and the recent economic crisis has heightened considerably the importance of ERM (Landsittel and Rittenberg 2010).Grounded on the literature review on ERM this paper aims to analyze the extent and the effectiveness of internal control as well as ERM and to explore their connection with the value creation. A theoretical lens is used to discuss whether effective internal control and ERM enhance performance and increase value creation ability. The remainder of the paper is presented in three sections. Section 2 expands upon the COSO Integrated Frameworks. This is followed by the related literature that provides an overview of empirical research findings on internal control and enterprise risk management. The fourth and final section provides a conclusion providing some final comments.2.COSO Integrated FrameworksWhether applied individually or together, COSO frameworks are the principal guidance used by organizations to address internal and external pressures placed onthem to have effective internal control and risk management. Originally formed in 1985, COSO is voluntary private sector initiative dedicated to improve organizational performance and governance through effective internal control, enterprise risk management, and fraud deterrence. Its sponsoring organizations are the Institute of Internal Auditors, the American Accounting Association, and the American Institute of Certified Public Accountants, Financial Executives International, and the Institute of Management Accountants.COSO’s first Internal Control Framework is released in 1992 and is admitted widely as a recognized standard for developing and maintaining effective and efficient internal control. On May 14, 2013, as a result of multiyear project, COSO updated this Framework to include enhancements and clarifications for users.COSO (2013a, p. 3) defines internal control as “a process, affected by an entity’s board of directors, management, and other personnel, designed to provide reasonable assurance regarding the achievement of objectives in the following categories:–Effectiveness and efficiency of operations–Reliability of financial reporting–Compliance with applicable laws and regulations”.There is a growing support for the general argument that the effectiveness of internal control is a crucial and challenging system for organizations. COSO’s Internal Control Framework is developed in expecting to help and support organizations to design, implement, conduct and assess these systems of internal control. Components, objectives and entity levels presented three dimensions of internal control. These are presented in Table 1.Table 1 Three dimensions of internal controlSource: COSO (1992)The strength of the internal control system is to improve organizations’ achievements of their objectives through providing effectiveness and efficiency of their operations, reliability of their financial reporting and compliance with applicable laws and regulations. Internal control system needs to be assessed regularly to check its effectiveness. There are 17 relevant principles associated with the internal components. These are presented in Table 2.Table 2 Principles of internal control17 Principals by internal control componentsControl environmentmitment to integrity and ethical values2.Oversight of the development and performance of internal control3.Establishment of structures, reporting, authorities and responsibilitiesmitment to competence5.AccountabilityRisk assessment6.Suitable objectives11.Selection and development of general controls over technology12.Deployment through policies and proceduresInformation and communicatione of relevant information14.Internal communication15.External communicationMonitoring16.Conduct of ongoing and/or separate evaluations17.Evaluation and communication of deficienciesSource: COSO (2013b) Internal Control Integrated Framework PosterAnother area that COSO provides guidance is risk management that organizations need to effectively deal with uncertainty for optimal achievement of their mission and execution of their strategy. ERM Integrated Framework is developed as a process, ongoing and flowing through the enterprise that comprises aligning risk appetite and strategy, improving risk responses of the entity and seizing opportunities. According to Arnold et al. (2015), this strategic approach to the riskmanagement concentrates on the opportunity side of risk identification and response.ERM is defined by COSO (2004, p. 4) as “a process, affected by an entity’s board of directors, management and other personnel, applied in strategy setting and across the enterprise, designed to identify potential events that may affect the entity, and manage risks to be within its risk appetite, to provide reasonable assurance regarding the achievement of the entity’s objectives”. Internal control is an integral part of ERM.COSO’s ERM Framework (2004) and its new exposure draft emphasize that where properly implemented and executed ERM enables organizations to grow shareholder’s value through facilitating management’s ability deal effectively with uncertainty and enhancing the ability to communicate value creation. The COSO’s three dimensional model of ERM that is similar to its Internal Control Framework is presented in Table 3.Table 3 Three dimensions of ERMSource: COSO (2004)3.Empirical Researches on Internal Control and ERMERM and internal control is a fast growing area of interest in the academic research. Empirical studies use public information or survey data for measuring ERM implementation and majority of these studies have positive findings on the relationship of value creation and ERM.Different measures are used in empirical studies of internal control and ERM. Tobin’s Q ratio is the most commonly used as proxy for firm value in empirical risk management studies. This widely used ratio compares the market value of a firm’sassets to their replacement cost (Hoyt and Liebenberg 2011, 2015). It is usually calculated as the market value of equity plus the book value of liabilities divided by the book value of assets (Hoyt and Liebenberg 2011; McShane et al. 2011). Beasley et al. (2008) examine equity market reactions to announcements of appointments of senior executive officers overseeing the ERM processes.Researchers use also different measures for the identification of ERM practices in a firm. The existence of a Chief Risk Officer (CRO) position or similarly a senior risk officer is widely used as an identifier of ERM implication (Lundqvist 2014; Beasley et al. 2008; Hoyt and Liebenberg 2011; Liebenberg and Hoyt 2003; Pagach and Warr 2011). In several studies, firms have been asked directly through survey about their level of ERM implementation (Beasley et al. 2005). Risk management ratings from S&P are also used by many empirical studies (McShane et al. 2011). S&P ratings are said to be more sophisticated and comprehensive measure of ERM (Lundqvist 2014).Gordon et al. (2009) create an ERM index; variable data are collected from publicly available information, for example: sales, number of employees, material weakness disclosures, announcements of financial restatements, and auditor fees. The findings of this study suggest that the connection between ERM and firm performance is related to the proper match between ERM and firm level factors. These factors are the contextual variables surrounding the firm such as environment uncertainty, industry competition, firm complexity, and monitoring by Board of Directors.Razali et al. (2011) examined the determinants of ERM adoption in Malaysian Public Listed Companies and they found that firms with high turnover, appointing CRO and not diversifying internationally seem to adopt ERM. Lundqvist (2014) distinguished four components or pillars of ERM to measure how firms implement ERM dimensions. The first pillar is the general internal environment and objective setting; the second pillar is the general control activities, information and communication; the third one is the holistic organization of risk management; and finally the fourth pillar is the specific identification and risk assessment activities. According to the author, a well implemented ERM must have all four pillars; but onlythe third one separates ERM from non-ERM companies.According to DeLoach and Thomson (2014), the COSO ERM framework enhances risk-focused communication that comprises the issues relevant to improving governance, assessing risk, designing risk responses and control activities, facilitating relevant information and communication flows, and monitoring ERM and internal control performance. Baxter et al. (2013) pointed also the positive aspects of ERM; and they found that “higher quality ERM is associated with better corporate governance (i.e., audit committees charged with direct oversight of risk), less audit-related risk (i.e., stable auditor relationships and effective internal controls), presence of risk officers/committees, and boards with longer tenure” (Baxter et al. 2013, p. 1265).O’Donnell (2005) developed a theoretical understanding of how and when ERM facilitates value chain activities. Paape and Spekle´ (2012) investigated risk management effectiveness of COSO Frameworks for the mechanistic view on risk appetite and tolerance. Liebenberg and Hoyt (2003) found that financial leverage is positively associated with ERM implementation, but using a broader set of indicators, Hoyt and Liebenberg (2011) found that ERM has a negative relation to leverage. According to Liebenberg and Hoyt (2003), a major obstacle to empirical research in ERM is the difficulty in identifying firms engaging in ERM. Firms typically do not disclose whether they are managing risks in an integrated manner. Grace et al. (2015) investigated specific aspects of ERM’s value creation in insurance companies and they found that ERM practices significantly increase costs and revenues efficiency and they documented the impact of board involvement on reducing firm costs and augmenting firm value.McShane et al. (2011) examined the relationship between risk management and firm value using S&P’s ERM ratings. They found a positive relationship between firm value and increasing level of traditional risk management but not for a higher ERM rating. Their findings suggest that firm value augments as firms implement increasingly more sophisticated traditional risk management but does not augment further as firms attain ERM.Arnold et al. (2011) investigated ERM and organizational structure from a strategic management perspective in the context of Sarbanes Oxley Act’s section 404 requirements by companies. They found a powerful relationship between the strength of ERM processes and organizational flexibility and this relation is mediated by the level of IT compatibility. Furthermore, Arnold et al. (2015) found that ERM have a positive impact on supply chain performance and they imposed a theoretical understanding of ERM’s impact on the values chain activities.To conclude this section, empirical studies on the value creation abilities of ERM and internal control present in general positive findings. Most of the studies found positive relation between value creation, internal control and ERM. These studies reveal that firm performance and value are enhanced by high-quality ERM adoption and implementation. The studies which use Standard and Poor’s risk management ratings, reveal that higher ERM quality is associated with less resource constraint, better corporate governance and better accounting performance. Beside these findings some researchers assert that there is no evidence that application of the COSO frameworks improve risk management and internal control effectiveness. Neither do they find a support for value creation ability of these frameworks. There are still some questions to be posed and answered by researchers on the effectiveness and efficiency of internal control and ERM.4.ConclusionInternal control and ERM effectiveness is crucial to identify events that may impact the organization’s well-being and erode the shareholder’s value and respond to identified risks. New demand for reporting purposes and additional compliance mandate placed on organizations to have effective internal control and risk management have enhanced the role and importance of ERM. COSO frameworks are the principal guidance used by organizations to address the issues relevant to improving governance, strategy setting, business planning, and execution, monitoring and adapting processes of an enterprise.Over the past years, a substantial body of academic research on internal controland ERM has developed on the search of empirical evidence on whether and how they affect corporate values. These studies have generated a number of findings that should be of interest to the development of risk management in companies. Understanding how academic literature assesses internal control and ERM practices has significant value. Also important is the recognition that the role of risk managers is crucial for companies that are positioned to strategically align their goals of main stakeholders.Empirical researches support the significance and importance of the ERM practices on providing value for shareholders in an environment where the stakeholders are increasingly demanding for more transparency and accountability on the business decisions and governance. Additionally academic studies indicate that the risk-based communication is reinforced with ERM implication.中文译文：内部控制与企业风险管理透视摘要本文以企业风险管理（ERM）文献综述为基础，旨在分析内部控制和企业风险管理的范围和有效性，并探讨其与价值创造的关系。

会计内部控制中英文对照外文翻译文献n:Internal control is an accounting re or control system ___ policies。

protecting assets。

and preventing fraud and errors。

It is an important component of nal management that includes planning。

methods。

and res used to meet tasks。

goals。

and objectives。

and in doing so。

supports performance-based management。

Internal control is equal to management control and can help managers achieve the expected effective management of resources。

However。

designing and establishing effective internal control is not a simple task and cannot be achieved through quick fixes。

This article discusses the different aspects of the concept of internal control and management.Keywords: internal control。

management control。

control environment。

control activities。

n2.Internal Control Perspective: ___The environment requires new business control variables that are not responsive to any potential ___ control。