Professional Documents
Culture Documents
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firm by an outside party. However, this internal controls over the quality of products
attribute may also become the audit’s major sold. The importance of such a check has
limitation because it fails to take advantage become more obvious in this era of
of the full background, knowledge and increased consumer consciousness, recalls,
experience of the auditors. Nor does it and court suits.
exploit the possible benefits to be derived
from observations made by trained outside Practical Limitations
specialists. Every management audit, no matter how
badly needed or efficiently implemented, is
Program management audit: The method likely to generate some human relations
and mechanics of the program audit does not problems for the firm concerned.
differ substantially from those outlined for
the complete management or compliance A generally receptive management attitude
audits except that the scope and the direction must exist throughout a firm if an audit is to
of its activities are focused on a specific prove effective. If an audit is imposed on
program. For large diversified agribusiness the firm by a dictatorial management, the
firms, the program audit is designed to chances for success are small, indeed. Line
appraise performance within a specified management must not fear the audit nor look
program while in no way disturbing other upon it as a threat to their job security. If
firm operations. As such, it is well adapted such an attitude does exist, the audit is open
to larger firms which operate multiple in- to sabotage at numerous phases and the
house programs or deal with several results, therefore, will be lacking in the
distinctively different commodities or needed credibility.
products.
A major limitation in implementing a
Similarly, for those firms holding different management audit, therefore, is related to
contracts for the sale or purchase of products the selection of audit personnel. The
or services, the program audit is often auditors, of course, must be competent in
included as a separate condition for each background, experience, and professional
contract. Since such audits become ability. But in addition, they must
mandatory, management will generally find demonstrate an ability to deal successfully
it to their advantage to construct an audit with human relations problems. In other
design such that the reporting procedure of words, they must be able to objectively
each is consistent. appraise the actions of others without
generating undue suspicions and, thereby,
Functional management audit: As one adding to a set of already strained
would expect from the title, the functional conditions. As already noted, the natural
audit is designed to measure variations feeling of someone being audited is one of
between actual performance and objectives, defensiveness; i.e., the auditors are working
with a particular emphasis on a specific for the boss who is “out to get me.” This
function rather than a program or total firm attitude must be avoided. To do so, the
operation. For example, those agribusiness better auditors will establish a pre-audit
firms engaged in food processing may condition expressing their willingness to
regularly schedule an audit of their quality discuss their evaluation with the affected
control function. Such an audit will provide personnel before it is reported to higher
a continual check on the proficiency of management. In many cases this will evolve
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into a negotiation-discussion process Summary
whereby those concerned begin to view the Many agribusiness firms are inclined to
audit as a way in which weaknesses may be search for organizational stability and
pinpointed and their performances (and bypass those courses of action which are
rewards) improved. risky and yet contribute most towards
achieving the firm’s objectives. In this
Finally, essential to the success of the audit situation, a management audit may prove
is a willingness by those being audited to very useful. The management audit does
accept change. Too many in management vary in scope, direction, and complexity.
positions, particularly those who have risen Basically, however, it is composed of a
through the ranks, feel that the current way systematic procedure for objectively
of doing business is good enough. They appraising the variations (if any) between a
may be allowed to retain this belief only if firm’s actual performance and that
the audit supports their contentions with expressed via the firm’s established
facts. Rarely will this be the case, and even objectives. A successful audit identifies
if it were, the “good enough syndrome” will both strengths and weaknesses. It
eventually destroy all desires for continual encourages management to issue rewards
improvement. The audit is designed to and implement changes where desired.
pinpoint strengths and weaknesses in the Some members of the management team
firm’s operations. It is up to management at may react in fear of the audit and resist any
all levels to implement rewards or corrective audit-stimulated change. Yet proper
action. If no action is taken in response to involvement of all management personnel in
the auditor’s findings, then the effort has the audit process will reduce and often
been wasted. eliminate this practical limitation.
Ken D. Duft
Extension Marketing Economist