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Leadership Using Internal Controls for a Decentralized (Remote) Workforce

Leadership Using Internal Controls for a Decentralized (Remote) Workforce

Lisa Bushur-Harris
Copyright: © 2022 |Pages: 19
ISBN13: 9781668443583|ISBN10: 1668443589|ISBN13 Softcover: 9781668443590|EISBN13: 9781668443606
DOI: 10.4018/978-1-6684-4358-3.ch004
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MLA

Bushur-Harris, Lisa. "Leadership Using Internal Controls for a Decentralized (Remote) Workforce." Business Models to Promote Technology, Culture, and Leadership in Post-COVID-19 Organizations, edited by Joseph Robert Heinzman, et al., IGI Global, 2022, pp. 74-92. https://doi.org/10.4018/978-1-6684-4358-3.ch004

APA

Bushur-Harris, L. (2022). Leadership Using Internal Controls for a Decentralized (Remote) Workforce. In J. Heinzman, D. Judge, V. Franklin, & J. McCleskey (Eds.), Business Models to Promote Technology, Culture, and Leadership in Post-COVID-19 Organizations (pp. 74-92). IGI Global. https://doi.org/10.4018/978-1-6684-4358-3.ch004

Chicago

Bushur-Harris, Lisa. "Leadership Using Internal Controls for a Decentralized (Remote) Workforce." In Business Models to Promote Technology, Culture, and Leadership in Post-COVID-19 Organizations, edited by Joseph Robert Heinzman, et al., 74-92. Hershey, PA: IGI Global, 2022. https://doi.org/10.4018/978-1-6684-4358-3.ch004

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Abstract

This chapter covers internal controls and segregation of duties needed to protect company assets when a decentralized (remote) workforce is utilized. Company assets focused on in this chapter include cash, customer billings, inventory, computers, data, expense report reimbursements, payroll checks, and time engagement. Also discussed is the value of company reputation in terms of customer service levels, social media presence, and corporate social responsibility. Managers and leaders must be knowledgeable on how to monitor their subordinates in a remote workplace.

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