{"product_id":"the-controllers-toolkit-isbn-9781119700647","title":"The Controller's Toolkit","description":"\u003cp\u003e\u003cb\u003eGet practical tools and guidance for financial controllership you can put to immediate use\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eThe Controller's Toolkit\u003c\/i\u003e delivers a one-of-a-kind collection of templates, checklists, review sheets, internal controls, policies, and procedures that will form a solid foundation for any new or established financial controller. You'll get the tools and information you need to master areas like business ethics, corporate governance, regulatory compliance, risk management, security, IT processes, and financial operations.\u003c\/p\u003e \u003cp\u003eAll of the tools contained in this indispensable book were recommended by corporate and business unit controllers from small to medium-sized companies and large, multinational firms. You will benefit from master-level guidance in areas like:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eEthics, Codes of Conduct, and the \"Tone at the Top\" to support ethical behavior\u003c\/li\u003e \u003cli\u003eThe operational and financial aspects of corporate governance\u003c\/li\u003e \u003cli\u003eThe importance of the Committee of Sponsoring Organizations of the Treadway Commission Framework\u003c\/li\u003e \u003cli\u003eThe requirement for entity-level controls\u003c\/li\u003e \u003cli\u003eThe importance of linking the business plan with the budget process\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003ci\u003eThe Controller's Toolkit\u003c\/i\u003e also belongs on the bookshelves of finance and accounting students, executives, and managers who wish to know more about the often-complex world of financial controls.\u003c\/p\u003e \u003cp\u003ePART 1\u003c\/p\u003e \u003cp\u003eChapter 1 About This Toolkit\u003c\/p\u003e \u003cp\u003e Chapter 2 Defining the Role of a Controller\u003c\/p\u003e \u003cp\u003eIntroduction\u003c\/p\u003e \u003cp\u003eGovernance, Risk Management and Compliance (GRC).\u003c\/p\u003e \u003cp\u003eController Job Responsibilities\u003c\/p\u003e \u003cp\u003eThe Controller as Business Partner\u003c\/p\u003e \u003cp\u003eSECTION 1 – CORPORATE AND REPUTATIONAL RISK\u003c\/p\u003e \u003cp\u003eSection Introduction\u003c\/p\u003e \u003cp\u003eChapter 3 The Controller and Risk Management\u003c\/p\u003e \u003cp\u003eIntroduction\u003c\/p\u003e \u003cp\u003eRisk Management Process Flow\u003c\/p\u003e \u003cp\u003eRisk Management Defined\u003c\/p\u003e \u003cp\u003eRisk Management Models\u003c\/p\u003e \u003cp\u003eRisk Management Table of Controls\u003c\/p\u003e \u003cp\u003eRisk Management Risk and Controls Matrix\u003c\/p\u003e \u003cp\u003eChapter 4 The Controller and Ethics\u003c\/p\u003e \u003cp\u003eIntroduction\u003c\/p\u003e \u003cp\u003eEthics Program Process Flow\u003c\/p\u003e \u003cp\u003eWhat is “Tone at the Top?”\u003c\/p\u003e \u003cp\u003eExample Code of Conduct: MCI\u003c\/p\u003e \u003cp\u003eCode of Conduct and Ethical Violations\u003c\/p\u003e \u003cp\u003eControllers and the Code of Conduct\u003c\/p\u003e \u003cp\u003eThe Reaction to Unethical Behavior\u003c\/p\u003e \u003cp\u003eA Comparison of Sarbanes Oxley Section 302 and Section 404\u003c\/p\u003e \u003cp\u003eSox and Whistleblower Protection\u003c\/p\u003e \u003cp\u003eEthics Training Programs\u003c\/p\u003e \u003cp\u003eKey Considerations for an Ethics Hotline\u003c\/p\u003e \u003cp\u003eHow to Manage an Ethics Hotline\u003c\/p\u003e \u003cp\u003eHow Do We Know That “Tone at the Top” Is Effective?\u003c\/p\u003e \u003cp\u003e“Tone at the Top” and the “Tone in the Middle”\u003c\/p\u003e \u003cp\u003e“Tone at the Top” and the U.S. Sentencing Guidelines\u003c\/p\u003e \u003cp\u003e“Tone at the Top” and the Foreign Corrupt Practices Act (FCPA)\u003c\/p\u003e \u003cp\u003eAnti-Bribery Provisions of the FCPA\u003c\/p\u003e \u003cp\u003eRecord Keeping Requirements of the FCPA\u003c\/p\u003e \u003cp\u003eGuidelines for FCPA Compliance\u003c\/p\u003e \u003cp\u003eThe Dodd-Frank Act\u003c\/p\u003e \u003cp\u003eThe Whistleblower Protection Act of 1989\u003c\/p\u003e \u003cp\u003eThe False Claims Act\u003c\/p\u003e \u003cp\u003eTable of Controls\u003c\/p\u003e \u003cp\u003eTable of Risks and Controls\u003c\/p\u003e \u003cp\u003eChapter 5 The Controller and Corporate Governance\u003c\/p\u003e \u003cp\u003eIntroduction\u003c\/p\u003e \u003cp\u003eCorporate Governance Process Flow\u003c\/p\u003e \u003cp\u003eCorporate Governance for Small Business\u003c\/p\u003e \u003cp\u003eCorporate Governance for Private Companies\u003c\/p\u003e \u003cp\u003eThe Financial Aspects of Corporate Governance (Cadbury Committee 1992)\u003c\/p\u003e \u003cp\u003eThe International Finance Corporation (IFC) and The Global Corporate Governance Forum\u003c\/p\u003e \u003cp\u003eThe Organization for Economic Cooperation and Development (OECD) and Corporate Governance\u003c\/p\u003e \u003cp\u003eWhen Corporate Governance is Flawed\u003c\/p\u003e \u003cp\u003eThe Sarbanes Oxley Act of 2002 (SOX) and Corporate Governance\u003c\/p\u003e \u003cp\u003eTable of Controls\u003c\/p\u003e \u003cp\u003eTable of Risks and Controls\u003c\/p\u003e \u003cp\u003eChapter 6 Entity Level Controls\u003c\/p\u003e \u003cp\u003eIntroduction\u003c\/p\u003e \u003cp\u003eEntity Level Controls Process Flow\u003c\/p\u003e \u003cp\u003eBenefits of Entity Level Controls\u003c\/p\u003e \u003cp\u003eWhy Focus on Entity-Level Controls?\u003c\/p\u003e \u003cp\u003eWhy is Committee of Sponsoring Organizations of the Treadway Commission (COSO) Framework Important to Entity-Level Controls?\u003c\/p\u003e \u003cp\u003eImplementing an Entity-Level Controls Framework\u003c\/p\u003e \u003cp\u003eExamples of Entity-Level Controls\u003c\/p\u003e \u003cp\u003eExecuting an Entity-Level Controls Questionnaire\u003c\/p\u003e \u003cp\u003eTable of Controls\u003c\/p\u003e \u003cp\u003eTable of Risks and Controls\u003c\/p\u003e \u003cp\u003e SECTION 2 – STRATEGIC AND M\u0026amp;A RISK\u003c\/p\u003e \u003cp\u003eSection Introduction\u003c\/p\u003e \u003cp\u003eChapter 7 Strategic Planning and M\u0026amp;A\u003c\/p\u003e \u003cp\u003eIntroduction\u003c\/p\u003e \u003cp\u003eStrategic Plan Process Flow\u003c\/p\u003e \u003cp\u003eThe Strategic Planning Process\u003c\/p\u003e \u003cp\u003ePreparing for Strategy (Step 1)\u003c\/p\u003e \u003cp\u003eArticulating the Mission, Vision, and Values (Step 2)\u003c\/p\u003e \u003cp\u003eSample Mission Statements\u003c\/p\u003e \u003cp\u003eVision Statements for New and Small Firms\u003c\/p\u003e \u003cp\u003eAssessing the Situation (Step 3)\u003c\/p\u003e \u003cp\u003eDeveloping Strategies, Goals, Objectives and Budget (Step 4)\u003c\/p\u003e \u003cp\u003eWriting the Strategic Plan (Step 5)\u003c\/p\u003e \u003cp\u003eExample Strategic Plan Table of Contents\u003c\/p\u003e \u003cp\u003eImplementing the Strategic Plan (Step 6)\u003c\/p\u003e \u003cp\u003eEvaluating the Effectiveness of the Strategic Plan (Step 7)\u003c\/p\u003e \u003cp\u003eMergers and Acquisitions (M\u0026amp;A)\u003c\/p\u003e \u003cp\u003eThe M\u0026amp;A Process Flow\u003c\/p\u003e \u003cp\u003eThe M\u0026amp;A Due Diligence Checklist\u003c\/p\u003e \u003cp\u003eTable of Controls\u003c\/p\u003e \u003cp\u003eTable of Risks and Controls\u003c\/p\u003e \u003cp\u003e SECTION 3 – INTERNAL CONTROLS RISK\u003c\/p\u003e \u003cp\u003eIntroduction to this Section\u003c\/p\u003e \u003cp\u003e Chapter 8 Internal Controls Program\u003c\/p\u003e \u003cp\u003eIntroduction\u003c\/p\u003e \u003cp\u003eInternal Controls Process Flow\u003c\/p\u003e \u003cp\u003eApplication of Internal Controls\u003c\/p\u003e \u003cp\u003eThe Three Critical Corporate Controls\u003c\/p\u003e \u003cp\u003eAbout the Committee of Sponsoring Organizations of the Treadway Commission (COSO)\u003c\/p\u003e \u003cp\u003eMonitoring Internal Controls\u003c\/p\u003e \u003cp\u003eRoles and Responsibilities\u003c\/p\u003e \u003cp\u003eThe Impact of the Sarbanes Oxley Act of 2002 (SOX) Section 404 on Internal Controls Programs\u003c\/p\u003e \u003cp\u003eInternal Controls Best Practices for Privately Held Companies\u003c\/p\u003e \u003cp\u003eLeveraging Internal Control Basics to Implement a Controls Self-Assessment (CSA) Program\u003c\/p\u003e \u003cp\u003eInternal Controls and Fraud Prevention\u003c\/p\u003e \u003cp\u003eThe Fraud Triangle and Example of Fraud\u003c\/p\u003e \u003cp\u003eThe Fraud Diamond\u003c\/p\u003e \u003cp\u003eTable of Controls\u003c\/p\u003e \u003cp\u003eTable of Risks and Controls\u003c\/p\u003e \u003cp\u003e SECTION 4 – COMPLIANCE RISK\u003c\/p\u003e \u003cp\u003eIntroduction to this Section\u003c\/p\u003e \u003cp\u003e Chapter 9 Corporate Compliance\u003c\/p\u003e \u003cp\u003eIntroduction\u003c\/p\u003e \u003cp\u003eCorporate Compliance Process Flow\u003c\/p\u003e \u003cp\u003eThe Chief Compliance Officer\u003c\/p\u003e \u003cp\u003eDuties of the Chief Compliance Officer\u003c\/p\u003e \u003cp\u003eThe Controller’s Compliance Toolkit\u003c\/p\u003e \u003cp\u003eTable of Controls\u003c\/p\u003e \u003cp\u003eTable of Risks and Controls\u003c\/p\u003e \u003cp\u003ePART 2\u003c\/p\u003e \u003cp\u003e SECTION 5 – PAYMENT RISK\u003c\/p\u003e \u003cp\u003eIntroduction to this Section\u003c\/p\u003e \u003cp\u003eCorporate Payments Market Drivers\u003c\/p\u003e \u003cp\u003eAdditional Statistics\u003c\/p\u003e \u003cp\u003eScope of Corporate Payments Risk\u003c\/p\u003e \u003cp\u003eTable of Business Process, Sub-Process, Risk Impacts and Indicators\u003c\/p\u003e \u003cp\u003eChapter 10 Procure to Pay (P2P)\u003c\/p\u003e \u003cp\u003eIntroduction\u003c\/p\u003e \u003cp\u003eProcurement\u003c\/p\u003e \u003cp\u003eContract Management\u003c\/p\u003e \u003cp\u003ePurchasing and Ordering\u003c\/p\u003e \u003cp\u003eProcurement Reporting, Metrics and Analytics\u003c\/p\u003e \u003cp\u003eAccounts Payable\u003c\/p\u003e \u003cp\u003eSupplier Master File\u003c\/p\u003e \u003cp\u003eInvoice Processing\u003c\/p\u003e \u003cp\u003ePayment Process\u003c\/p\u003e \u003cp\u003eAccounting Process\u003c\/p\u003e \u003cp\u003eCustomer Service\u003c\/p\u003e \u003cp\u003eP-Cards\u003c\/p\u003e \u003cp\u003eT\u0026amp;E\u003c\/p\u003e \u003cp\u003e Chapter 11 Hire to Retire (H2R)\u003c\/p\u003e \u003cp\u003eIntroduction\u003c\/p\u003e \u003cp\u003eHuman Resources\u003c\/p\u003e \u003cp\u003ePayroll\u003c\/p\u003e \u003cp\u003e Chapter 12 Order to Cash (O2C)\u003c\/p\u003e \u003cp\u003eIntroduction\u003c\/p\u003e \u003cp\u003eOrder to Cash (O2C) Process Flow Diagram\u003c\/p\u003e \u003cp\u003eSales\u003c\/p\u003e \u003cp\u003eCustomer Master File\u003c\/p\u003e \u003cp\u003eCredit Analysis\u003c\/p\u003e \u003cp\u003eOrder Fulfilment and Invoicing\u003c\/p\u003e \u003cp\u003eAccounts Receivable and Collections\u003c\/p\u003e \u003cp\u003eCash Application and Management\u003c\/p\u003e \u003cp\u003eO2C Reporting, Analytics and Metrics\u003c\/p\u003e \u003cp\u003ePART 3\u003c\/p\u003e \u003cp\u003e SECTION 6: FINANCIAL OPERATIONS RISK\u003c\/p\u003e \u003cp\u003eSECTION INTRODUCTION\u003c\/p\u003e \u003cp\u003eChapter 13 THE RECORD TO REPORT (R2R) PROCESS\u003c\/p\u003e \u003cp\u003eChapter 14 BUDGETS AND FORECASTS\u003c\/p\u003e \u003cp\u003eCAPITAL BUDGETS AND FIXED ASSETS\u003c\/p\u003e \u003cp\u003eChapter 15 THE SUPPLY CHAIN PROCESS AND INVENTORY CONTROL\u003c\/p\u003e \u003cp\u003eChapter 16 THE TREASURY AND CASH MANAGEMENT PROCESS\u003c\/p\u003e \u003cp\u003eChapter 17 SHARED SERVICES AND BUSINESS PROCESS OUTSOURCING (BPO)\u003c\/p\u003e \u003cp\u003eChapter 18 DATA VALIDATION,ANALYTICS, METRICS AND BENCHMARKING\u003c\/p\u003e \u003cp\u003e SECTION 7: IT RISK\u003c\/p\u003e \u003cp\u003eSECTION INTRODUCTION\u003c\/p\u003e \u003cp\u003e Chapter 19 INFORMATION TECHNOLOGY (IT) CONTROLS AND CYBERSECURITY\u003c\/p\u003e \u003cp\u003eSECTION 8: SECURITY AND BUSINESS CONTINIUTY RISK\u003c\/p\u003e \u003cp\u003eSECTION INTRODUCTION\u003c\/p\u003e \u003cp\u003eChapter 20 BUSINESS CONTINUTY AND PHYSICAL SECURITY\u003c\/p\u003e \u003cp\u003eBusiness Continuity\u003c\/p\u003e \u003cp\u003ePhysical Security\u003c\/p\u003e \u003cp\u003e SECTION 9: LEADERSHIP AND CHANGE MANAGEMENT RISK\u003c\/p\u003e \u003cp\u003eSECTION INTRODUCTION\u003c\/p\u003e \u003cp\u003e Chapter 21 LEADERSHIP AND MANAGING CHANGE\u003c\/p\u003e \u003cp\u003e Chapter 22 TRENDS, PROCESS TRANSFORMATION AND DIGTIZATION\u003c\/p\u003e \u003cp\u003eRoadmap for Process Transformation\u003c\/p\u003e \u003cp\u003ePART 4\u003c\/p\u003e \u003cp\u003eSECTION 11 – ADDENDUM\u003c\/p\u003e \u003cp\u003eTable of Controller's Tools\u003c\/p\u003e \u003cp\u003eKey Performance Indicator (KPI) Library\u003c\/p\u003e \u003cp\u003eSECTION 10 – GLOSSARY\u003c\/p\u003e \u003cp\u003eIndex           \u003c\/p\u003e  \u003cp\u003e\u003cb\u003eCHRISTINE H. DOXEY, CAPP, CCSA, CICA, CPC,\u003c\/b\u003e is president of Doxey, Inc., a consultancy that has brought vast improvements to the finance departments of leading organizations worldwide. Doxey is on the Advisory Boards of The Exchange Summit and The Institute for Internal Controls. Previously, Christine was a financial executive at Hewlett Packard and Verizon Business. She has authored several books and speaks on a range of financial processes and internal controls best practices at global conferences.   \u003c\/p\u003e\u003cp\u003eIn \u003ci\u003eThe Controller's Toolkit\u003c\/i\u003e, accomplished executive, consultant, and author Christine H. Doxey delivers a comprehensive collection of templates, checklists, roadmaps, review sheets, internal controls, policies, and procedures. These practical and implementable tools will enable aspiring, new, and established controllers to take a giant leap forward as finance and accounting leaders. \u003c\/p\u003e\u003cp\u003eThe provided tools assist in a wide array of competencies, including business ethics, corporate governance, regulatory compliance, risk management, security, IT processes, and financial operations. \"Soft\" skills, like leadership and communication, are also covered. \u003c\/p\u003e\u003cp\u003e\u003ci\u003eThe Controller's Toolkit\u003c\/i\u003e is a one-stop resource for everything finance and accounting professionals need to be successful in their work. The book is divided into four parts. The first covers introductory material concerning the definition and role of a controller, as well as detailed information about strategic planning and mergers and acquisitions risk, internal controls risk, and compliance risk. \u003c\/p\u003e\u003cp\u003ePart Two is devoted to the different kinds of payment risk, while Part Three introduces financial operations risk, information technology risk, business continuity and physical security, and change management risk. Finally, Part Four includes an addendum with a Table of Controller's Tools, a Key Performance Indicator Library, and a full glossary of essential terms. \u003c\/p\u003e\u003cp\u003eAll of the indispensable tools contained in this book were recommended by actual corporate, plant, and business unit controllers from both small companies and large, multinational corporations. \u003c\/p\u003e\u003cp\u003ePerfect for new and established controllers who wish to quickly gain mastery over every important part of their essential work, \u003ci\u003eThe Controller's Toolkit\u003c\/i\u003e will also be of interest to aspiring accounting and finance professionals, students of accounting, and executives who require a better understanding of the complex world inhabited by controllers.   \u003c\/p\u003e\u003cp\u003e\u003cb\u003eMaster the elusive science of financial and accounting controllership with this comprehensive collection of original tools\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\u003ci\u003eThe Controller's Toolkit\u003c\/i\u003e provides aspiring, new, and established controllers a solid foundation from which to build a strong financial presence and span of influence throughout their organization. Readers will discover a wide array of tools and techniques which, together, provide a one-stop resource for everything finance and accounting professionals need to be successful in their work. \u003c\/p\u003e\u003cp\u003eYou'll get access to original templates, checklists, roadmaps, review sheets, internal controls, policies, and procedures that are easily implemented and highly practical. The tools cover functional areas from business ethics and corporate governance to regulatory compliance, risk management, security, IT processes, and financial operations. \u003c\/p\u003e\u003cp\u003eYou'll also benefit from the author's treatment of a variety of \"soft\" skills relevant to the world of controllers, like leadership and communication. \u003c\/p\u003e\u003cp\u003eJust as \u003ci\u003eThe Controller's Toolkit\u003c\/i\u003e is an essential resource for finance and accounting professionals currently in a controllership role, it also belongs on the bookshelves of aspiring controllers and students of accounting and finance. Finally, executives and other managers who require a better understanding of the financial controls present in their organizations will benefit greatly from the information presented within.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990199025893,"sku":"NP9781119700647","price":60.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119700647.jpg?v=1761786874","url":"https:\/\/k12savings.com\/products\/the-controllers-toolkit-isbn-9781119700647","provider":"K12savings","version":"1.0","type":"link"}