严格检查与专业辅导相结合 推进行业执业质量检查工作

按照中注协的要求和部署,从2004年开始我省对会计师事务所实施执业质量检查,确定5年为一个检查周期,对事务所开展每年度执业质量检查工作。2004年至2008年5年中,省注协共抽调192名注册会计师对全省545家次会计师事务所进行了执业质量检查(包括与省财政厅联合检查),检查累计涉及注册会计师3956人次,检查的事务所数量和涉及注册会计师人数均超出全省会计师事务所总量和注册会计师总人数(截至2008年底全省有会计师事务所281家,注册会计师2757人)。     

中国注册会计师协会会计师事务所执业质量检查通告(第七号)

根据《会计师事务所执业质量检查制度》(会协[2011] 39号)和《关于开展2012年会计师事务所执业质量检查工作的通知》(会协[2012] 124号),在中国注册会计师协会(以下简称中注协)统一部署和指导下,各地方注册会计师协会(以下简称地方注协)组织实施并圆满完成了2012年会计师事务所执业质量检查工作.     

中国注册会计师协会关于开展2012年会计师事务所执业质量检查工作的通知

会协[2012]124号各省、自治区、直辖市注册会计师协会:为做好2012年会计师事务所执业质量检查工作,根据2012年全国会计师事务所执业质量监管工作会议精神和《会计师事务所执业质量检查制度》(会协[2011]39号)要求,我会制定了《2012年全国会计师事务所执业质量检查工作方案》,现予印发,     

2006年行业执业质量检查系列报道

按照中注协《关于开展2006年会计师事务所执业质量检查工作的通知》的要求,各地方协会积极开展检查工作。截至9月15日,25个地方协会已经完成现场检查阶段的工作,下一步将对检查发现存在问题的会计师事务所和注册会计师予以惩戒。各地方协会要认真贯彻落实“严格检查、严格惩戒”的精神,按照中注协《关于做好2006年会计师事务所执业质量检查工作的补充通知》的要求,做好对违规会计师事务所和注册会计师的处理处罚和移交工作。※天津市注协对会计师事务所的现场检查工作已经结束。天津市注协共抽调12名检查人员组成3个检查小组,对23家事务所进…     

关于会计师事务所执业质量检查工作的几点认识

笔者有幸参加了安徽省2004年度会计师事务所执业质量检查和中注协在南昌举办的2005年度执业质量检查布置会。与2004年度相比,今年的执业质量检查,在检查目的、指导原则、检查内容等方面没有发生变化,但在对检查对象、检查结果的处理上进行了调整,即今年重点检查对象是新设立的、变更的和规模较小的事务所,且不得少于本年检查事务所总数的80%;要求地方注协对检查过程中发现的问题加大行业惩戒的力度,特别强调了应予行政处罚的执业质量问题和事务所设立条件问题要移交主管财政部门处理。本文拟就做好今后的会计师事务所执业质量检查谈几点认识。     

中国注册会计师协会关于开展2008年会计师事务所执业质量检查工作的通知

会协[2008]28号各省、自治区、直辖市注册会计师协会:《2008年会计师事务所执业质量检查工作方案》已经制订完成,现予印发。请各地注册会计师协会根据本方案,结合本地会计师事务所实际情况,制定本地区会计师事务所执业质量检查工作方案。根据《会计师事务所执业质量检查制度(试行)》的规定,所有会计师事务所每五年内应当至少     

中注册会计师协会关于开展2010年会计师事务所执业质量检查工作的通知

各省、自治区、直辖市注册会计师协会: 为做好2010年会计师事务所执业质量检查工作,巩固会计师事务所开展深入学习实践科学发展观活动和整改落实工作成果,我会制订了<2010年全国会计师事务所执业质量检查工作方案>,现予印发,并就开展2010年会计师事务所执业质量检查工作通知如下:     

中注协党委梁立群副书记在全国会计师事务所执业质量检查人员培训班上的讲话

同志们:今天,我们在这里举办全国会计师事务所执业质量检查人员培训班,并对各地方协会负责监管工作的人员和来自会计师事务所的兼职检查员通过远程教育系统进行集中培训,这次培训班的主要任务是贯彻落实执业质量检查制度改革精神和2011年全国会计师事务所执业质量检查工作会议精神,围绕执业质量检查制度改革相关内容进行统一培训,系统讲解质量控制体系检查、职业道德检查、业务项目质量检查等检查手册内容,为做好执业质量检查工作奠定基础.     

中注协举办全国会计师事务所执业质量检查人员培训班

2013年6月14日—17日,中注协2013年全国会计师事务所执业质量检查人员培训班在厦门国家会计学院举行。本次培训班的主要任务是深入贯彻落实会计师事务所执业质量检查制度改革精神和2013年全国会计师事务所执业质量检查工作方案要求,对全国各级注协的全体监管干部和全体检查人员进行系统培训,动员部署2013年执业质量检查工作。中注协党委副书记梁立群出席     

中注协举办2015年全国注协监管干部培训班

最近,中注协在上海国家会计学院举办2015年全国注协监管干部培训班.培训班结合全国行业监管工作实际,深入贯彻落实会计师事务所执业质量检查制度改革精神和“国际化建设年”主题活动要求,总结2014年全国会计师事务所执业质量检查工作,讲解国内外中小事务所执业质量检查实务,介绍会计审计准则最新变化及发展趋势,并对2015年检查工作进行了研究部署.中注协党委专职副书记梁立群出席开班式并讲话.     

Change through persuasion

Faced with the need for a massive change, most managers respond predictably. They revamp the organization's strategy, shift around staff, and root out inefficiencies. They then wait patiently for performance to improve--only to be bitterly disappointed because they've failed to adequately prepare employees for the change. In this article, the authors contend that to make change stick, leaders must conduct an effective persuasion campaign-one that begins weeks or months before the turn-around plan is set in concrete. Like a political campaign, a persuasion campaign is largely one of differentiation from the past. Turnaround leaders must convince people that the organization is truly on its deathbed-or, at the very least, that radical changes are required if the organization is to survive and thrive. (This is a particularly difficult challenge when years of persistent problems have been accompanied by few changes in the status quo.) And they must demonstrate through word and deed that they are the right leaders with the right plan. Accomplishing all this calls for a four-part communications strategy. Prior to announcing a turnaround plan, leaders need to set the stage for employees' acceptance of it. At the time of delivery, they must present a framework through which employees can interpret information and messages about the plan. As time passes, they must manage the mood so that employees' emotional states support implementation and follow-through. And at critical intervals, they must provide reinforcement to ensure that the desired changes take hold and that there's no backsliding. Using the example of the dramatic turn-around at Boston's Beth Israel Deaconess Medical Center, the authors elucidate the inner workings of a successful change effort.     

Colluding through suppliers

This article investigates downstream firms’ ability to collude in a repeated game of competition between supply chains. We show that downstream firms with buyer power can collude more easily in the output market if they also collude on their input supply contracts. More specifically, an implicit agreement on input supply contracts with above‐cost wholesale prices and negative fixed fees (that is, slotting fees) facilitates collusion on downstream prices. Banning information exchange about wholesale prices decreases the scope for collusion. Moreover, high downstream prices are more difficult to sustain if upstream rather than downstream firms make contract offers.     

Decentralization through Tokenization

We examine decentralization of digital platforms through tokenization as an innovation to resolve the conflict between platforms and users. By delegating control to users, tokenization through utility tokens acts as a commitment device that prevents a platform from exploiting users. This commitment comes at the cost of not having an owner with an equity stake who, in conventional platforms, would subsidize participation to maximize the platform's network effect. This trade-off makes utility tokens a more appealing funding scheme than equity for platforms with weak fundamentals. The conflict reappears when nonusers, such as token investors and validators, participate on the platform.     

Retention through redemption

Corporate America and the U.S. Navy share one big problem: employee retention. Today's knowledge workers hop from start-up to start-up. And 40% of the navy's new recruits leave the service before their four-year tours of duty are up. D. Michael Abrashoff came face to face with the navy's retention problem when he took command of the USS Benfold. Before he became captain, sailors couldn't get away from the ship fast enough. Today the vessel is the pride of the Pacific fleet, and sailors from other ships are clamoring to join its crew. In this firsthand account, Abrashoff explains how he got the ship and its crew back on course by breaking bad habits--personal and professional ones--and jettisoning old attitudes. During his 21 months aboard the Benfold, Abrashoff came to realize that in today's technology-intensive U.S. Navy, the traditional command-and-control style wouldn't work. And it hadn't--the Benfold's 310 sailors had cheered derisively when Abrashoff's predecessor had left the ship. So he defied 225 years of navy tradition in his quest to engage the sailors in their work, increase their performance, and keep them around for their entire tours of duty. He retained his crew by redeeming them--showing them how to be not just better sailors but better people, too. That meant breaking them down when they were at their worst and then building them up to reach their best. It also meant personal redemption for Abrashoff; he resolved to really listen to what his sailors were saying. The result? Cost-saving ideas for the entire navy and surging confidence and commitment among crew members.     

Influence through ignorance

An individual (the leader) with free access to information decides how much public evidence to collect. Conditional on this information, another individual with conflicting preferences (the follower) undertakes an action that affects the payoff of both players. In this game of incomplete but symmetric information, we characterize the rents obtained by the leader as a result of his control of the generation of public information. These rents capture the degree of influence exerted by a chairman on a committee from his capacity to keep discussions alive or call a vote. Similar insights are obtained if the leader decides first how much private information he collects, and then how much verifiable information he transmits to the follower.     

Propping through related party transactions

Based on a sample of Chinese listed firms from 1998 through 2002, this paper documents that listed firms prop up earnings by using abnormal related sales to their controlling owners. Such related sales propping is more prevalent among state-owned firms and in regions with weaker economic institutions. We also find that these abnormal related sales are not entirely accrual-based but can be cash-based as well, and they serve as a substitute rather than complement to accruals management for meeting earnings targets. Since these abnormal related sales can be cash-based, there is significant cash transfer via related lending from listed firms back to controlling owners after the propping. However, no cash transfer via related lending is found to be associated with accruals earnings management.     

Reengineering Support through Measurement-driven Inference

External consulting services for business process reengineering are very expensive and the practice of process redesign itself is ripe for reengineering through AI technologies. The research described in this paper addresses the adaptation of extant knowledge-based systems to design and deploy a measurement-driven system for automated process-redesign support. The KOPeR system uses knowledge captured and formalized from the reengineering domain and is employed in the field through the redesign of three processes associated with procurement. The results demonstrate the use and utility of the system and lead to an agenda for future research directions along these lines. © 1997 John Wiley & Sons, Ltd.