QUESTION: 73

A bank uses customer departmentalization to categorize its departments.
Which of the following groups best exemplifies this method of categorization?

Community, institutional, and agricultural banking
Mortgages, credit cards, and savings.
South, southwest and east.
Teller, manager, and IT specialist

Answer(s): A

Explanation:

Customer Departmentalization: This method categorizes departments based on the type of customers they serve. It aligns services and strategies with the specific needs and characteristics of different customer groups.

Examples of Customer Departmentalization:
Community Banking: Focuses on services tailored for local communities, often involving personal banking services.
Institutional Banking: Caters to large organizations, offering specialized financial products and services.
Agricultural Banking: Provides financial services to farmers and agricultural businesses, addressing their unique needs.
Comparison with Other Options:
Product Departmentalization: Option B categorizes by products offered, such as mortgages and credit cards.
Geographical Departmentalization: Option C categorizes by regions, such as south and southwest. Functional Departmentalization: Option D categorizes by job functions, such as teller and manager.

Reference:

Customer departmentalization is exemplified by categorizing banking services into community, institutional, and agricultural sectors, focusing on the distinct needs of different customer groups.

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QUESTION: 74

An organization does not have a formal risk management function. According to the Standards, which of the following are conditions where the internal audit activity may provide risk management consulting?
1. There is a clear strategy and timeline to migrate risk management responsibility back to management.
2. The internal audit activity has the final approval on any risk management decisions.
3. The internal audit activity gives objective assurance on all parts of the risk management framework for which it is responsible.
4. The nature of services provided to the organization is documented in the internal audit charter.

1 and 4 only.
2 and 4 only.
1 and 3 only.
2 and 3 only.

Answer(s): A

Explanation:

Conditions for Risk Management Consulting by Internal Audit:
Strategy and Timeline for Migration: The internal audit activity can provide risk management consulting if there is a clear strategy and timeline to transfer risk management responsibilities back to management. This ensures a temporary arrangement with a defined end goal. Documentation in Internal Audit Charter: The nature of services provided, including risk management consulting, must be documented in the internal audit charter. This formalizes the internal audit activity's role and ensures transparency and alignment with organizational governance.
IIA Standards:
Standard 1130 Impairment to Independence or Objectivity: When internal auditors perform risk management roles, it must not impair their objectivity. Clear documentation and a transition strategy mitigate potential conflicts of interest.

Standard 2050 Coordination and Reliance: Internal auditors must coordinate with other assurance providers, ensuring roles are clear and documented.
Inappropriate Conditions:
Final Approval on Risk Management Decisions: The internal audit activity should not have final approval on risk management decisions, as this impairs independence and objectivity. Objective Assurance on Own Work: Providing objective assurance on parts of the risk management framework for which the internal audit activity is responsible creates a conflict of interest.

Reference:

The conditions under which internal audit can provide risk management consulting must include a clear strategy for migrating responsibilities back to management and documentation in the internal audit charter to ensure transparency and avoid conflicts of interest.

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QUESTION: 75

Which of the following is the most appropriate reason for a chief audit executive to conduct an external assessment more frequently than five years?

Significant changes in the organization's accounting policies or procedures would warrant timely analysis and feedback.
More frequent external assessments can serve as an equivalent substitute for internal assessments.
The parent organization's internal audit activity agreed to perform biennial reciprocal external assessments to provide greater assurance at a reduced cost.
A change in senior management or internal audit leadership may change expectations and commitment to conformance

Answer(s): D

Explanation:

Introduction:
The frequency of external assessments for the internal audit activity (IAA) is typically every five years. However, certain circumstances may necessitate more frequent assessments.
Reasons for More Frequent Assessments:
Significant organizational changes or shifts in internal audit leadership can impact the effectiveness and alignment of the internal audit function with organizational goals.
Options Analysis:

Option A: While changes in accounting policies might warrant review, they do not specifically necessitate a more frequent external assessment.
Option B: More frequent external assessments cannot substitute for ongoing internal assessments, which are continuous and serve different purposes.
Option C: Reciprocal external assessments can be cost-effective but are not a primary reason for increased frequency.
Option D: Changes in senior management or internal audit leadership can lead to shifts in expectations and commitment to compliance, thus justifying more frequent external assessments to ensure continued alignment and conformance with standards.
Conclusion:
The most appropriate reason for a chief audit executive (CAE) to conduct an external assessment more frequently than five years is when there is a change in senior management or internal audit leadership, as this may alter expectations and commitment to conformance.

Reference:

Internal Audit Standards and Practice Guides .

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QUESTION: 76

An internal auditor has discovered that duplicate payments were made to one vendor Management has recouped the duplicate payments as a corrective action Which of the following describes managements action in this case?

A condition-based action plan
A cause-based action plan.
A root cause-based action plan.
An effect-based action plan.

Answer(s): D

Explanation:

Introduction:
When duplicate payments are identified and corrected, the management's response typically addresses the immediate impact or effect of the issue.
Types of Action Plans:
Condition-Based: Addresses the condition or the issue itself. Cause-Based: Focuses on the underlying cause of the issue. Root Cause-Based: Delves deeper to identify and address the fundamental reason for the issue. Effect-Based: Focuses on addressing the consequences or the effects of the issue.
Options Analysis:
Option A: A condition-based action plan would involve identifying and rectifying the condition that led to the duplicate payments.
Option B: A cause-based action plan would address the immediate causes of the duplicate payments. Option C: A root cause-based action plan would investigate and mitigate the fundamental reasons behind the duplicate payments.
Option D: An effect-based action plan addresses the consequences of the duplicate payments, such as recouping the funds, which is what management did in this scenario.
Conclusion:
Management's action in recouping the duplicate payments is an effect-based action plan as it focuses on addressing the impact of the error.

Reference:

Internal Audit Standards and Practice Guides .

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