Ministry of higher education, science and innovation tashkent state university of economics

MINISTRY OF HIGHER EDUCATION, SCIENCE AND INNOVATION
TASHKENT STATE UNIVERSITY OF ECONOMICS

At the Faculty of “Finance and accounting” Registered № «____» _______2023 y.

At the Department of “Accounting” Registered № «____» _______2023 y.

Report
By qualifying practice
“Namangan Mikro Standart Servis” LLC

Performed the report : 4th course, BRU-54, Kamolxanov Bekzod

Supervisor: Xalilov Sh. A.
Board members who accepted the report protection ________________________
_________________________
_________________________
Result: “___” mark ”_____”________2023 y.
Tashkent 2023

	Content
1	Organizational structure of an economic entity, technology for organizing production (works, services) and organizational structure of accounting and internal audit
2	Audit preparation
3	Accounting and audit of long-term assets
4	Accounting and audit of current assets
5	Accounting and audit of wages
6	Cost accounting and audit
7	Accounting and audit of finished products (works, services) and their
8	Accounting and audit of liabilities
9	Accounting and audit of capital, reserves
10	Accounting and audit of financial results
11	Preparation and analysis of financial statements
12	Completion of the audit. Auditor's report and auditor's conclusion
	Conclusion………………………………………………………………..
	The list of used literature………………………………………………….

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   Organizational structure of an economic entity, technology for organizing production (works, services) and organizational structure of accounting and internal audit
   

The organizational structure of an economic entity plays a crucial role in facilitating efficient operations, managing production processes, and ensuring effective accounting and internal audit practices. This article explores the interconnection between the organizational structure of an economic entity, the technology employed for organizing production, and the organizational structure of accounting and internal audit. Understanding the relationship between these elements is vital for promoting operational effectiveness, optimizing resource allocation, and maintaining robust internal controls.
I. Organizational Structure of an Economic Entity:
The organizational structure of an economic entity refers to the framework that outlines the division of tasks, responsibilities, and reporting lines within the organization. It establishes the hierarchical relationships and communication channels necessary for smooth operations. A well-designed organizational structure promotes clear decision-making, enhances coordination, and streamlines workflow.
Key components of the organizational structure include:
Functional Departments: Different functional areas, such as production, marketing, finance, and human resources, are organized into departments to ensure specialized expertise and efficient coordination within each domain.
Reporting Hierarchy: The reporting hierarchy establishes the chain of command and defines the lines of authority and accountability within the organization. It enables effective communication and decision-making processes.
Span of Control: The span of control refers to the number of subordinates directly reporting to a manager. It determines the extent of supervision and coordination within the organization.
Matrix Structure: In some organizations, a matrix structure is employed, where individuals are assigned to both functional departments and cross-functional project teams. This facilitates collaboration and resource sharing across different departments.
II. Technology for Organizing Production (Works, Services):
Technology plays a vital role in organizing production processes efficiently. It enables automation, streamlines workflows, improves productivity, and enhances the quality of products or services. Some key technologies used for organizing production include:
Enterprise Resource Planning (ERP) Systems: ERP systems integrate various business functions, including production planning, inventory management, and order processing. They provide real-time data, facilitate coordination, and support decision-making in production activities.
Computer-Aided Design and Manufacturing (CAD/CAM): CAD/CAM systems enable the design and production of goods or services through computerized modeling and simulation. They enhance accuracy, speed up the development process, and allow for customization and optimization of production.
Just-in-Time (JIT) Systems: JIT systems aim to minimize inventory and streamline production by delivering materials and components precisely when they are needed. This reduces waste, lowers costs, and enhances responsiveness to customer demands.
Robotics and Automation: Robotics and automation technologies are employed to automate repetitive tasks, improve precision, and increase production speed. They minimize errors, reduce labor costs, and enhance overall efficiency.
Supply Chain Management (SCM) Systems: SCM systems integrate production, procurement, and distribution processes to ensure a seamless flow of materials, information, and resources across the supply chain. They optimize inventory levels, enhance coordination with suppliers, and improve delivery reliability.
III. Organizational Structure of Accounting and Internal Audit:
The organizational structure of accounting and internal audit functions within an economic entity is crucial for financial management, compliance, and risk mitigation. The following components are important in this context:
Chief Financial Officer (CFO) or Finance Director:
The CFO or Finance Director is a senior executive responsible for the overall financial management of the organization. They oversee the accounting and internal audit functions, ensuring compliance with accounting standards, financial reporting requirements, and internal control procedures. The CFO plays a key role in strategic financial decision-making, budgeting, and financial planning.
Accounting Department:
The accounting department is responsible for recording, classifying, and summarizing financial transactions. It includes roles such as financial controllers, accountants, and bookkeepers. The department ensures accurate and timely recording of financial data, prepares financial statements, manages accounts receivable and accounts payable, and performs financial analysis. The organizational structure may include positions like the Chief Accountant or Accounting Manager, who oversee the department's operations and report to the CFO.
Internal Audit Department:
The internal audit department is an independent function that provides assurance and advisory services to the organization. It evaluates the effectiveness of internal controls, identifies areas of risk, and provides recommendations for improvement. The organizational structure may include positions such as Chief Internal Auditor or Internal Audit Manager, who lead a team of auditors. The internal audit department reports directly to the Audit Committee of the Board of Directors or the CFO to ensure independence and objectivity.
Audit Committee:
The Audit Committee is a subcommittee of the Board of Directors responsible for overseeing the organization's financial reporting, internal controls, and risk management. It typically consists of independent directors with financial expertise. The committee provides oversight of the internal audit function, reviews financial statements, and ensures compliance with legal and regulatory requirements. The Audit Committee plays a vital role in maintaining the integrity and transparency of financial reporting.
External Audit:
External auditors are independent professionals who conduct an audit of the organization's financial statements. They provide an unbiased opinion on the fairness and accuracy of the financial information. Although not part of the organizational structure, external auditors interact with the accounting and internal audit departments during the audit process to obtain relevant information and perform testing. Their findings and recommendations can contribute to the improvement of internal controls and financial management practices.
Compliance and Risk Management:
The organizational structure should also consider the integration of compliance and risk management functions within the accounting and internal audit framework. Compliance officers ensure adherence to relevant laws, regulations, and internal policies. Risk management professionals identify, assess, and mitigate risks that may impact the organization's financial well-being. Collaborating with these functions ensures effective internal controls, risk mitigation, and ethical conduct within the organization.
The organizational structure of accounting and internal audit within an economic entity is essential for financial management, compliance, and risk mitigation. It establishes reporting lines, responsibilities, and oversight mechanisms that ensure accurate financial reporting, effective internal controls, and sound risk management practices. By aligning these functions with the overall strategic goals of the organization, the organizational structure supports transparency, accountability, and sustainable financial performance.

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