ACFE CFE-Fraud-Prevention-and-Deterrence Exam With Confidence Using Practice Dumps

The Corporate Governance chapter explains that the Treadway Commission made four recommendations aimed at reducing the likelihood of fraud in financial reporting. These recommendations were directed to the board of directors’ audit committee and included having an independent audit committee, a written charter for the audit committee, adequate resources and authority, and informed, vigilant, and effective audit committee members. The manual specifically states that the existence of an audit committee and a written charter is not enough; the committee must also have adequate resources and authority to carry out its responsibilities. That language directly matches option C. The other choices either substitute the wrong committee, assign the charter to management instead of the audit committee, or improperly shift oversight of internal controls to shareholders.

Management ' s Role in Fraud Monitoring:

Employees should be aware that management monitors lifestyle and behavior changes. Transparency discourages fraudulent behavior by reinforcing accountability.

Effect of Transparency:

Awareness of monitoring helps maintain a culture of ethical behavior and reduces the likelihood of fraud.

Conclusion:The statement is false because employees should know that management is vigilant about potential fraud indicators.

A fraud reporting program is effective only if employees know exactly how to use it. Mary should clearly communicate the available reporting methods, such as a hotline, online form, email address, or other approved channel. Option B is correct because practical reporting instructions increase accessibility and encourage timely reporting. Option A is wrong because threatening employees for unverified tips discourages good-faith reports. Option C is incorrect because confidentiality should be protected as much as possible; automatically sharing names can reduce trust. Option D is also too narrow because requiring reports only through an immediate supervisor can create barriers, especially if the supervisor is involved in misconduct. A successful reporting program should be accessible, well-publicized, confidential where possible, and protected against retaliation.