Certified Internal Auditor – Part 4, Business Management Skills

By Author: Peltier Earl
Total Articles: 5
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Certified Internal Auditor® (CIA®) Professional Recognition Credit (PRC4) for CIA Exam Part 4 is meant for Candidates who have obtained a certification from other related organizations may be eligible to receive PRC4, which allows exemption from Part 4 of the CIA exam. CIA candidates who have passed an IIA specialty certification (CCSA®, CFSA®, or CGAP®) exam will automatically receive PRC4.
Eligibility:
To qualify for PRC4, candidates must have an approved certification that is current and in good standing (without ethics violations). Candidates must also complete the CIA – Registration for Part 4 Professional Recognition Credit form in their Certification Candidate Management System (CCMS) profile.
Topics tested for this certification include strategic decision-making, competitive analysis and strategies, product and industry life cycles, managing in a global business environment, organizational behavior, team building, negotiation, and leadership skills. Candidates must exhibit proficiency (thorough understanding and ability to apply concepts) and exhibit awareness (knowledge of terminology and ...
... fundamentals) in these topic areas.
 Strategic Management (20-30%)
• Global analytical techniques
o Structural analysis of industries
o Competitive strategies (e.g., Porter's model)
o Competitive analysis
o Market signals
o Industry evolution
• Industry environments
o Competitive strategies related to:
 Fragmented industries
 Emerging industries
 Declining industries
o Competition in global industries
 Sources/impediments
 Evolution of global markets
 Strategic alternatives
 Trends affecting competition
• Strategic decisions
o Analysis of integration strategies
o Capacity expansion
o Entry into new businesses
• Portfolio techniques of competitive analysis
• Product life cycles
 Global Business Environments (15-25%)
• Cultural/legal/political environments
o Balancing global requirements and local imperatives
o Global mindsets (personal characteristics/competencies)
o Sources and methods for managing complexities and contradictions
o Managing multicultural teams
• Economic/financial environments
o Global, multinational, international, and multilocal compared and contrasted
o Requirements for entering the global market place
o Creating organizational adaptability
o Managing training and development
 Organizational Behavior (15-25%)
• Motivation
o Relevance and implication of various theories
o Impact of job design, rewards, work schedules, etc.
• Communication
o The process
o Organizational dynamics
o Impact of computerization
• Performance
o Productivity
o Effectiveness
• Structure
o Centralized/decentralized
o Departmentalization
o New configurations (e.g., hourglass, cluster, network)
 Management Skills (20-30%)
• Group dynamics
o Traits (e.g., cohesiveness, roles, norms, groupthink)
o Stages of group development
o Organizational politics
o Criteria and determinants of effectiveness
• Team building
o Methods used in team building
o Assessing team performance
• Leadership skills
o Theories compared and contrasted
o Leadership grid (topology of leadership styles)
o Mentoring
• Personal time management
 Negotiating (5-15%)
• Conflict resolution
o Competitive/cooperative
o Compromise, forcing, smoothing, etc.
• Added-value negotiating
o Description
o Specific steps

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