KPMG is one among the Big Four. The latter designates the four largest financial audit groups worldwide that are Deloitte, Ernst & Young, PricewaterhouseCoopers and KPMG. In fact, the company's name stands for Klynveld Peat Marwick Goerdeler which is a merger between two auditor companies Klynveld Main Goerdeler and Peat Marwick. Actually KPMG is operating in 152 countries. Each national firm is an independent entity that is part of the universal KPMG network and so member of the KPMG International Cooperative.
The Tunisian entity, KPMG Tunisia was founded in 1973. It has 10 partners and more than 200 associates. Its Managing Partner is Mr Moncef Boussannouga Zammouri and its International Contact Partner is Mr Dhia Bouzayen. The firm's headquarter …show more content…
Each local entity adapts this chart to its own. Each level of employee is assigned to one of the three broad categories of services: Audit, Tax and Advisory. Then each category is diversified by its own. Each service focuses more on different industries and so has different client engagements.
Moreover, since KPMG is a global network, its universal system is also controlled. Actually, it is ruled by three different bodies: The Global Council (Similar to stockholders), the Global Board (In charge of governance and oversight) and the Global Executive Team (In charge of management).
Furthermore, in order to abide by the professional norms, the Tunisian regulatory environment is merged with KPMG international methodology and the Risk Management department is in charge of controlling this engagement. It has partners and associates that promote the quality and ensure the understanding of the rules and the compliance with the professional standards.
I worked within the Accounting Advisory, which is a branch under Advisory. This branch is composed of a team of highly qualified accountants. This team includes over 50 professional and independent accounting and legal …show more content…
In KPMG, managers and employees are transparent and always open to communication. They publish all details about their approach and their performance in KPMG International Annual Review. " We have a number of programs and initiatives primarily aimed at identifying opportunities for continuous improvement and relevant remedial actions." This statement shows to which extent they are willing to maintain high standards. In fact, they are open to feedback, and are ready to take corrective actions through several quality and compliance programs. In fact, effective controlling always leads to accomplishing organizational and departmental goals.
There are three types in controlling the evolution of a firm: Feed forward control (Focuses on inputs), concurrent control (Focuses on ongoing processes) and feedback control (Focuses on output). In KPMG, they opted for the last method to control, the one that focuses more on the output of the operations: The feedback control. They assess the results once the work is done, compare it to the standards already set, and decide to take corrective actions if
The Tunisian entity, KPMG Tunisia was founded in 1973. It has 10 partners and more than 200 associates. Its Managing Partner is Mr Moncef Boussannouga Zammouri and its International Contact Partner is Mr Dhia Bouzayen. The firm's headquarter …show more content…
Each local entity adapts this chart to its own. Each level of employee is assigned to one of the three broad categories of services: Audit, Tax and Advisory. Then each category is diversified by its own. Each service focuses more on different industries and so has different client engagements.
Moreover, since KPMG is a global network, its universal system is also controlled. Actually, it is ruled by three different bodies: The Global Council (Similar to stockholders), the Global Board (In charge of governance and oversight) and the Global Executive Team (In charge of management).
Furthermore, in order to abide by the professional norms, the Tunisian regulatory environment is merged with KPMG international methodology and the Risk Management department is in charge of controlling this engagement. It has partners and associates that promote the quality and ensure the understanding of the rules and the compliance with the professional standards.
I worked within the Accounting Advisory, which is a branch under Advisory. This branch is composed of a team of highly qualified accountants. This team includes over 50 professional and independent accounting and legal …show more content…
In KPMG, managers and employees are transparent and always open to communication. They publish all details about their approach and their performance in KPMG International Annual Review. " We have a number of programs and initiatives primarily aimed at identifying opportunities for continuous improvement and relevant remedial actions." This statement shows to which extent they are willing to maintain high standards. In fact, they are open to feedback, and are ready to take corrective actions through several quality and compliance programs. In fact, effective controlling always leads to accomplishing organizational and departmental goals.
There are three types in controlling the evolution of a firm: Feed forward control (Focuses on inputs), concurrent control (Focuses on ongoing processes) and feedback control (Focuses on output). In KPMG, they opted for the last method to control, the one that focuses more on the output of the operations: The feedback control. They assess the results once the work is done, compare it to the standards already set, and decide to take corrective actions if