Nick Hyasi, an ambitious young man, supervised employees in the purchasing department who created purchase orders in the system authorized purchase requisitions. Extensive patrols verified entries for missing, invalid, or incompatible data elements and also included reasonableness checks on quantities and dollar amounts. Occasionally, a valid transaction amount was rejected by the system, and one of Hyasi's responsibilities was to verify the amount on the purchase requisition and then key in an authorization code allowing the purchase order to be processed. The system did not echo the authorization code on the screen, but recorded the code, date, and transaction identification in a log that was routinely reviewed by an internal auditor. Hyasi had been busy all day when an employee called him to key in his authorization code. "Quick; show me the purchase requisition, " he said breathlessly. The clerk showed him a purchase requisition calling for the purchase of fifteen large-screen television sets. the system was programmed to reject quantities greater than ten when the items cost more than $1,000 each. Hyasi knew the requesting manager was outfitting a customer reception area, and the request for televisions seemed reasonable. He quickly keyed in the code and hurried to a meeting. What Hyasi did not know was that the manager had requested only five televisions and that the employee had added a "1" to make it 15. Also, he did not know that this employee's friend worked in the receiving department. Fortunately for the company, the friend was arrested by a security guard a few weeks later as he was loading televisions into a van. Hyasi was not so fortunate. An investigation showed that he had been negligent in authorizing the doctored purchase requisition. List some of the control strengths in the scenario described above. Recommend some control activities that might have kept the situation described above from occurring