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COST AUDIT
INTRODUCTION ,[object Object]
OVERVIEW ,[object Object],[object Object],[object Object]
OBJECTIVES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Financial Audit  vs  Cost Audit ,[object Object],[object Object],[object Object],[object Object]
COST AUDIT PROGRAMME ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
TAX AUDIT
TAX AUDIT ,[object Object],[object Object],[object Object],[object Object]
OBJECTIVES OF TAX AUDIT ,[object Object],[object Object],[object Object],[object Object]
Intricacies of tax audit  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Non-Applicability of Tax Audit ,[object Object]
Compliance of conditions before acceptance of Tax Audit assignment   ,[object Object]
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Furnishing of reports ,[object Object],[object Object]
In the audit report, the tax auditor has to express his opinion as to      Whether or not the financial statements give a true and fair view of the profit or loss and the state of affairs (the auditor is required to state this where the accounts of the assessee have not been audited under any other law); and     Whether or not the prescribed particulars contained in the statement annexed to the audit report are true and correct.
MANAGEMENT AUDIT
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[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Functional objectives should be referred to as subordinate objectives and are set for accomplishment of organizational objectives. Management audit should consider the following points for appraisal of company objectives and functional objectives:
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Functional Objective .  The review of the management audit can make substantial contribution in this area. These objectives are set for accomplishment of company’s objectives.  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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3. Appraisal of Planning Process and Plans. Planning is an economic and motivational necessity. It is a beginning of the order. It provides basis for decision making. It aims at designing tomorrow. It is a call for action. Plans are the measures devised within the guidelines laid down by policies, to attain an objective.  ,[object Object],[object Object]
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5.  Appraisal of Organizational Functions. Management audit is not confined to critical appraisal of management functions alone  (i.e.,  Planning, Organization and Control, etc. It has to be subject to its review organizational functions  (i.e.,  Production, Distribution, Personnel, etc.) Management functions influence  organizational functions. Planning is a management function and production is an organizational function. This explains the basic attitude of management audit.
A. Appraisal of Production For appraisal of production, management will have to review a number of activities like: a. Buying, b. Planning, b. Processes, d. Storage and e. Inspection.
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A . Appraisal of Purchase Function Following points are taken care of: a. Organization of purchase function. b. Purchase policy should be seen, collating the various clauses. c. It should be examined whether purchase Procedure necessitates that the purchase requirements should be dependent on production schedule and level of inventories. d. Does the company ensure regular and dependable supplier? f.  How is latest market information collected? g. Are the prices properly analyzed?
B. The Appraisal of Distribution i . Sales Records. ii. Sales policy iii. Service to customer iv. Publicity. Accounts and Finance .  Here management auditor should not criticize the technical accountancy of the company: That is the subject of financial auditor. Management auditor may point out, if necessary, statistical information, which may have bearing on decision-making in the organization. Following points are of concern to management au4itor in this area:
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Legal and Secretarial Practice .  Here management auditor critically reviews the system relating to office organization. An effort will be made to determine whether the activities and routines related to handling of correspondence, filing system, telephone, telex and messenger service, etc, are carried out in simplest and most effective manner. Main concern management auditor in this area remains focused on appraisal of systems in vogue. ,[object Object],[object Object],[object Object],[object Object],[object Object]
 

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Cost Audit

  • 1.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17. In the audit report, the tax auditor has to express his opinion as to     Whether or not the financial statements give a true and fair view of the profit or loss and the state of affairs (the auditor is required to state this where the accounts of the assessee have not been audited under any other law); and    Whether or not the prescribed particulars contained in the statement annexed to the audit report are true and correct.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27.
  • 28. 5. Appraisal of Organizational Functions. Management audit is not confined to critical appraisal of management functions alone (i.e., Planning, Organization and Control, etc. It has to be subject to its review organizational functions (i.e., Production, Distribution, Personnel, etc.) Management functions influence organizational functions. Planning is a management function and production is an organizational function. This explains the basic attitude of management audit.
  • 29. A. Appraisal of Production For appraisal of production, management will have to review a number of activities like: a. Buying, b. Planning, b. Processes, d. Storage and e. Inspection.
  • 30.
  • 31. A . Appraisal of Purchase Function Following points are taken care of: a. Organization of purchase function. b. Purchase policy should be seen, collating the various clauses. c. It should be examined whether purchase Procedure necessitates that the purchase requirements should be dependent on production schedule and level of inventories. d. Does the company ensure regular and dependable supplier? f. How is latest market information collected? g. Are the prices properly analyzed?
  • 32. B. The Appraisal of Distribution i . Sales Records. ii. Sales policy iii. Service to customer iv. Publicity. Accounts and Finance . Here management auditor should not criticize the technical accountancy of the company: That is the subject of financial auditor. Management auditor may point out, if necessary, statistical information, which may have bearing on decision-making in the organization. Following points are of concern to management au4itor in this area:
  • 33.
  • 34.
  • 35.