Found 182 related files. Current in page 1
KUNCI JAWABAN LATIHAN SOAL UJIAN SERTIFIKASI AKUNTAN PUBLIK (Certified Public Accountant – Exam) AAS APK AMSI (Audit & Assurance) (Akuntansi & Pelaporan Keuangan) (Akuntansi Manajemen & Sistem Informasi) No. JAWABAN SOAL AAS APK AMSI 1 A 2 C 3 C 4 C 5 D 6 B 7 B 8 B 9 D 10 B 11 D 12 B 13 A 14 D 15 A 16 D 17 D 18 D 19 B 20 C 21 C 22 B 23 B 24 B 25 C 26 C 27 D 28 A 29 D 30 A D D B A No. JAWABAN SOAL AAS APK AMSI A 31 D C 32 A C 33 D D 34 A B 35 C C 36 C B 37 A C 38 C A 39 C D 40 A C 41 D B D D B D D C D A C A A C C C A C A C C C B 42 D A B C 43 B A C B 44 D D C B 45 A C D B D 46 D B B C B 47 D D A D C 48 C C D D B 49 B B B D D 50 A C A C A 51 C A B C D 52 C C C B D 53 D B B C B 54 A D C B B 55 D A B C B 56 C C A A C 57 C C B B B 58 B B C C D 59 D D A D D 60 A A C C D A B C C C D A A C No. JAWABAN SOAL AAS APK AMSI No. JAWABAN SOAL AAS APK AMSI 61 C A C 91 C B 62 A B C 92 A 63 B C B 93 B C B 64 A A C 94 D D 65 A B C 95 D D 66 A B A 96 B 67 D C C 97 C B B 68 A A A 98 D B 69 A C B 99 D D 70 D D B 100 A D 71 D D B 72 A B B 73 C D C 74 A A C 75 B D C 76 A B 77 D D 78 B C 79 B C 80 A B 81 B C 82 D B 83 A A 84 D D 85 D B 86 C C 87 B C 88 A B 89 D A 90 B A
Lots of companies go on-line these days. That is for the reason that you will find more opportunities when utilizing the internet.
Jan 24, 2014 ... To determine if the Metro-North Railroad (Metro-North) used American ... Metro- North, a subsidiary of the Metropolitan Transportation Authority ... To determine if the Metro-North Railroad (Metro-North) used American Recovery and Reinvestment Act (Recovery Act) funds efficiently and for authorized purposes, and whether the funds were properly monitored to prevent fraud, waste and abuse. Our audit covered the period April 30, 2009 to June 30, 2012. Background Metro-North, a subsidiary of the Metropolitan Transportation Authority (MTA), has four projects funded by the Recovery Act, namely, Poughkeepsie Station Building-Doors/Window ($4.6 million), Grand Central Terminal Elevators ($7.7 million), Grand Central Terminal Facilities Rehabilitation ($22.7 million), and Tarrytown Station Improvement ($37.3 million). Key Finding • Our review of Metro-North’s monitoring of employees paid with Recovery Act funds found that Metro-North officials could better monitor their employees to ensure that Recovery Act funds are used for authorized purposes and instances of fraud, waste and abuse are mitigated. MetroNorth officials should improve the timekeeping method used for conductors to better ensure they are actually working the hours they are paid for, require that all overtime is pre-approved and justified prior to being worked, and consider whether it is the most efficient practice and whether government funds are being wasted by paying conductors 2 hours and 40 minutes of overtime every day for indirect tasks such as changing their clothes, washing up, and traveling to and from the project site. Also, an unannounced visit to the Tarrytown Station found one conductor was not at his assigned post when a train made a stop. Key Recommendations • Monitor employees’ time and attendance to ensure that they are only paid for actual hours worked. • Establish agency-wide policies and procedures that govern the use, pre-approval and justification of overtime. • Ensure the most efficient practices are in place and government funds are not wasted by paying overtime for indirect tasks such as employees changing their clothes, washing up and traveling to and from the project site. • Monitor conductors to make sure that they are on site and working at their assigned posts to better ensure the safety of passengers, contract workers and other Metro-North employees when trains stop at a station during ongoing track work. Other Related Audit/Report of Interest Metropolitan Transportation Authority/Long Island Rail Road: Overtime and Other Time and Attendance Matters Found in the Use of Certain Federal Funds (2010-S-2) Division of State Government Accountability
AutoCAD Command Shortcuts IN THIS GUIDE This guide lists AutoCAD shortcuts in groups according to the command sequence. For example, all text relevant shortcuts are grouped together. Quick Link BLOCKS 5 COMMON COMMANDS 5 CONTROL KEYS 5 COORDINATE ENTRY 5 DIMENSIONING 5 DRAWING OBJECTS 5 EXTERNAL REFERENCE 5 FORMATTING 5 FUNCTION KEYS 5 INQUIRY 5 LAYERS 5 MODIFYING OBJECTS 5 OBJECT SELECTION 5 OBJECT SNAP 5 TEXT 5 3D 5 UCS 5 VIEWPORTS 5 Notes: 1. Generally a shortcut prefixed with ” -“ will suppress the associated dialogue from appearing. 2. Some of the following shortcuts only work with AutoCAD 2006. 3. Not all of the shortcuts listed work with AutoCAD LT. BLOCKS SHORTCUT COMMAND COMMENT ATT ATTDEF Opens attribute definition dialogue box ATTEDIT ATTEDIT Edit attribute values for a specific block B BLOCK Opens block dialogue box in order to make a block BATTMAN BATTMAN Opens block attribute manager BATTORDER BATTORDER Displays attribute order dialogue box BC BCLOSE Closes the block editor BCOUNT BCOUNT Counts the blocks in a drawing BE BEDIT Opens the edit block definition dialogue box EATTEXT EATTEXT Enhanced attribute extraction wizard to count blocks GATTE GATTE Global attribute edit of multiple blocks I INSERT Opens insert dialogue to insert a block -I INSERT Insert a block by name MINSERT MINSERT Insert block in rectangular array REFEDIT REFEDIT Edit a block reference in place REN RENAME Opens rename dialogue box to rename blocks, layers, etc W WBLOCK Write a block - for use in other drawings XLIST XLIST Lists type/block name/layer name/color/linetype of a nested object in a block or an xref Page 1 of 13 © 2007 H O MEM IC R O AutoCAD C ommand Shortcuts www.homemicro.co.uk C AD _003 TIPS 1. 2. 3. Create a new block on layer 0 so that the block will use the layer and properties of the current layer it is inserted on. Text can be set to colour white. Set ATTDIA to 1 to use dialog box with block attributes or 0 to use command line. AutoCAD 2006 allows you to change the insertion point on the fly. INSERT and select BASEPOINT. This allows you to pick anywhere in the drawing (and anywhere in the block you are inserting) as your new insertion point (basepoint). COMMON COMMANDS SHORTCUT COMMAND COMMENT A ARC Draw an arc AL ALIGN Align an object with another AP APPLOAD Opens application load dialogue box AR ARRAY Opens array dialogue box AUDIT AUDIT Audit drawing for errors AV DSVIEWER Opens ariel view of drawing B BLOCK Opens block dialogue box C CIRCLE Draw a circle CO COPY Copy an object CHA CHAMFER Chamfer between 2 non-parallel lines COL COLOR Opens select color dialogue box CUI Opens customise user interface dialogue D DIMSTYLE Opens dimstyle manager DC ADCENTER Opens designcenter DI DIST Check a distance ...
#2 - Employment-Based (EB) Employer-Sponsored PR: U.S. employers are not required or obligated to sponsor PR for any foreign worker; it is the employer’s choice. If the employer chooses to sponsor a FN hired into an eligible position, the employer pays all costs. The U.S. Department of Labor (DOL) has strict rules which focus on protecting U.S. workers, that is, no minimally qualified U.S. workers are able to fill the position and the employment of a foreign worker will not adversely affect the wages and working conditions of similarly employed U.S. workers. These rules include: 1. Eligible position: It must be a permanent full-time position. 2. Recruiting U.S. workers for the job opportunity: If a U.S. employer chooses to sponsor a FN for PR, DOL requires the employer to conduct a full bona fide recruitment to make the permanent full-time job available to U.S. workers. Though this type of recruitment serves the purpose for the sponsoring employer to document and verify to DOL that the permanent full-time job opportunity is indeed open and available to U.S. workers, anyone can apply since it is a full bona fide recruitment. 3. Job advertisement: The job requirements must adhere to what is customarily required for the occupation in the U.S. and may not be tailored to the foreign worker’s qualifications. In addition, the employer shall document that the job opportunity is described without unduly restrictive job requirements, unless adequately documented as arising from business necessity. 4. Wages: The employer must pay at least the prevailing wage set by DOL. 5. Recruitment report: The employer must prepare a recruitment report in which it categorizes the lawful jobrelated reasons for rejection of U.S. applicants and provide the number of U.S. applicants rejected in each category. The recruitment report does not have to identify the individual U.S. applicants; however, if requested by the Certifying Officer, the employer must submit copies of the application materials. 6. Audits/requests for information: The employer must provide the required supporting documentation if the employer's application is selected for audit or if the Certifying Officer requests it. 7. Retention of records: The employer is required to retain copies of application materials and all supporting documentation.
Much has been written about the need for organizations to improve their risk management capability. The collapse of Enron, the WorldCom scandal, the 2008 financial crisis, BP’s Deepwater Horizon disaster and the European debt crisis have all been examples called out by regulators and news media evidencing the need for more inclusive, effective risk management practices and oversight. The IIA and RIMS believe that collaboration between the disciplines of internal audit and risk management, can lead to stronger risk practices in meeting stakeholder expectations. The two functions make a powerful team when they collaborate and leverage one another’s resources, skill sets and experiences to build risk capabilities within their organizations. The adage, “the sum is greater than the parts,” certainly applies. And, it is clear that leading organizations have discovered efficiencies, better decision-making and improved results by forming strong alliances between the risk management and internal audit functions. Traditionally, risk managers have approached their duties with an eye towards protecting the organization’s assets and balance sheet, while internal auditors have been concerned with reviewing the efficiencies and effectiveness of internal controls. But before we explore how these two groups can form an effective collaboration, it will be helpful to take a more in-depth look at their specific roles and responsibilities within an organization. The Roles and Responsibilities of Risk Management Over time, the risk management function has evolved in line with changing business needs, in order to deliver recognized additional value to organizations (Figure 1). The risk manageFigure 1
OUR MISSION Embedded in the PONY Baseball motto, “PROTECT OUR NATIONS YOUTH” is a philosophy that emphasizes good sportsmanship and fair play. Accordingly, one of our primary goals at LCA is to ensure that an atmosphere of good sportsmanship and fair play prevails throughout the entire league. In addition ensuring that every adult and child associated with LCA abides by the specific rules that govern our league as well as the rules of PONY Baseball / ASA Softball. It is important to remember that the attainment of exceptional athletic skill and winning is secondary to the welfare and self-esteem of our players. The purpose of our league is to give as many children as possible the opportunity to participate, to learn the game of baseball / softball, and feel good about their achievements. These are only games for children and not to win or die situation. The aforementioned officers shall be elected at an annual meeting of the league. The election shall be held no later than June 15. A secret ballot voting process will do this, with a three-person committee to tally votes. The committee will be comprised of the leagues Vice President, Commissioner and Secretary. The newly elected officers shall have a transition period to learn the responsibilities of their assumed positions. The descending officers shall make every opportunity to provide a thorough pass down of information to their successor. The new Board of Directors shall assume their appointed positions on August 15. The only exceptions shall be the President and Treasurer, which will descend after the August 15 deadline with the completion of the base audit, but no later than November 1.
Shirley Mulvaney, Simon Attard Montalto Abstract Aim: To assess the concordance of treatment of children attending with tonsillitis in Paediatric Accident and Emergency with established guidelines, and subsequent review of the management of this condition after a simple educational exercise. Methods: An audit on children with tonsillitis was carried out amongst doctors working in the Paediatric Accident and Emergency Department during a three month period in 2009. Eleven doctors completed an anonymous questionnaire requesting details on presentation, symptoms, investigations and treatment of children presenting with acute tonsillitis. The results obtained from this questionnaire were compared to NICE guidelines and modified Centor (McIsaac) criteria, and fed back to the participating doctors together with copies of these guidelines via a simple, structured educational exercise. Three months later, a second identical questionnaire was again completed by the same cohort of doctors. Shirley Mulvaney MD Simon Attard Montalto MD (L’pool), FRCPCH, FRCP * Chairman, Department of Paediatrics NPICU Mater Dei Hospital ,Malta. firstname.lastname@example.org *corresponding author Malta Medical Journal Volume 25 Issue 03 2013 Results: The first questionnaire showed that there was a tendency towards unnecessary prescription of antibiotics and investigations in children with acute tonsillitis, when compared to recommendations in the guidelines. Following educational feedback, the second questionnaire showed a reduction in antibiotic prescriptions by 9% (p=0.5) and investigations by 37% (p=0.1). Compliance with guidelines had improved significantly with regard to non-prescribing of antibiotics with a fever of <38oC (Phi -0.76, p=0.0005), and with tonsillar pus but no fever (Phi -0.68, p=0.002). Increased compliance was observed when prescribing antibiotics in the presence of pus plus a fever, lymphadenopathy >1cm and presence of underlying disease although these changes were not statistically significant. Conclusion: Although doctors were initially only partly compliant with established guidelines for children with acute tonsillitis, compliance improved significantly after a simple educational exercise.
BG PERSPECTIVE REQUIREMENTS GSW 1120 ( GSW 1100/1110) Quantitative Literacy (Group A Recommended) Elective Natural Science Elective Elective Social and Behavioral Sciences Elective Elective Humanities and Arts Elective Elective Cultural Diversity in the United States Elective Additional BG Perspective Course Elective One BG Perspective course from above is an International Perspective course CHOOSE ONE COURSE FROM THE FOLLOWING: _________ FCS 4800 Modernist Design Architecture _________ FCS 4800 Modernist Design Thinking _________ FCS 3950 Design Analysis _________ FCS 3950 Vanguard Design Composition _________ FCS 4800 Euro. Culture & Design (Study Abr) **Can also be used to fulfill one of the electives in BG Perspective requirements. All interior design core courses offered through the interior design program must be completed for a letter grade requirement. Faculty strongly encourage interior design majors to complete a work co-op as this greatly improves employment opportunities upon graduation. Completion of all coursework on this checksheet results in fewer than 122 hours. A minor is not required; however, students should choose to complete their electives by selecting courses which reinforce their major. ID students may also choose a minor to complete the minimum hours required for graduation. See University catalog for possible minors on the web at www.bgsu.edu/catalog/minors.html. At least 30 credit hours must be BGSU courses. Degree Audit Report (DAR) is available on MyBGSU. This is an unofficial record of a student’s progress.
Luxury audience? Your search ends here. For 33 years, Phoenix Home & Garden’s experienced writers, editors and designers have served as the authoritative voice on Southwest style, providing fine ideas for the Southwest home and regionally-suited advice for growing plants in the desert. Filled with inspiring articles, breathtaking photography, a local events calendar, art gallery updates and more, Phoenix Home & Garden is the ultimate guide to the luxury Southwest lifestyle. Phoenix Home & Garden ranked among other regional titles as a top circulation gainer in the United States this past decade. Additionally, our advertisers are plentiful, diverse and loyal because our affluent, sophisticated readers are engaged and responsive... ...Sources: Audit Bureau of circulation’s statement June 2012, subject to audit. The Insight Group, 2007. Experian, 2008. *Audience based upon Phoenix Home & Garden magazine’s total circulation. Pass-along circulation based upon 2.6 readers per copy, Magazine Publishers of America Circulation Metrics 2010... ...No media speaks to affluent devotees of the Southwest luxury lifestyle as directly and cost-effectively as Phoenix Home & Garden magazine. However, Phoenix Home & Garden magazine does far more than simply “reach” an attractive audience; we make you a part of our readers’ lives in a way that few other publications can...