budgeting Flashcards

1
Q

manages the lab budget

A

lab head or lab manager

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2
Q

assets and expenses similarities and difference

A

similarities = both needs to be paid
difference = intention /goal of paying

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3
Q

owning a property

A

asset

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4
Q

= renting a building

A

EXPENSES

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5
Q

LONG-TERM ASSET

A

catex

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6
Q

Equipment that becomes ours

A

long-term asst

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7
Q

evenue spending/ operating expenditure

A

short term asset

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8
Q

–electricity
bills water bills, etc. needed for daily
operation

A

opex

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9
Q

Process of planning, forecasting, controlling,
monitoring the financial resource of organization

A

budgeting

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10
Q

To determine what kind of asset are needed by the
company and the capacity or ability of the company
to purchase such assets ()

A

importance of budgeting to capex

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11
Q

To ensure you have enough money to pay or sustain
the bills or expenses. To anticipate if funds are
enough to carry out daily operational expenses
()

A

importance of budgeting to opex

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12
Q

twoo type of budgetin

A

opex and catex

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13
Q

2 type of opex

A

flexible budgeting and zero-based budgeting

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14
Q

Advertising, salary, consumables, rent, maintenance

A

opex

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15
Q

Daily/regular expenses

A

opex

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16
Q

Expenses that does not directly relate to services
given to patient but is needed for tha lab to function
properly

A

opex

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17
Q

Covers equipments, acquisitions and projects that
require financial equipment

A

capex

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18
Q

Process used to plan ,eval and choose future
investment , equipments, projects, building

A

capex

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19
Q

Mostly used in labs

A

flexible budgeting

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20
Q

attempts to set expenditure based on variable
workload volume

A

flexible budgeting

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21
Q

budget with flexibility para pag madami patients
need mas madami staff, reagents, census na
bibilin or required

A

FLEXIBLE BUDGETING

22
Q

census drop if number of test decreases tas
employee den decreases, pati demand

A

FLEXIBLE BUDGETING

23
Q

opex increase if workload increases vice versa

A

FLEXIBLE BUDGETING

24
Q

analysing needs based on prioritising of goods and
objectives and not on past or history allocations

A

Zero-based budgeting

25
based on priority,objectives, or kung ano in demand
Zero-based budgeting
26
the process is independent or whether total budget for specific test is decreasing or increasing
Zero-based budgeting
27
OPERATIONAL BUDGETING PREPARATIOn
1. TIME FRAME 2. FORECASTING STAGE 3. SCHEDULING STAY 4. SYNETHESIS OF INFORMATION
28
annual budget (1 year) or budget cycle in the man working guidelines for the management
TIME FRAME
29
you forecast based on historical information or predict the budget that will be prepared out of history 2-3 years back
FORECASTINGSTAGE
30
USED IN FORECASTING STAGE
- SHIFT IN PATIENT MIX OR VOLUME -CHANGE IN MED STAFF COMPOSITION - CHANGE IN BUSINESS PARAMETERS LIKE INFLATION AND REIMBURSEMENT RATE - EXPANSION OR CUTBACK IN SERVICE OFFERED BY HOSPITAL OR LAB - POPULATION FLUNJCTUATION BROUGHT ABOUT BY CHANGES IN LOCAL ECONOMY
31
when budget is prepared must be at a time prior to physical year most of the time January.
SCHEDULING STAY
32
how financial information is organized
synthesis of information
33
Budget management is organized in 3 parts
a. Revenue and volume figure Revenue b. Itemized cost categories c. Labor hours
34
income generated from the services and sales
revenue
35
budget must be presented logically. Sources/income/Funds using should be presented first before expenses yung 3 part sa taas, kung magkano gusto mo kitain next year and kung magkano censu
synthesis of information
36
type of analysis in capex
NARRATIVE DESCRIPTION AND QUANTITATIVE TECHNIQUE
37
includes written justification of the project and a prioritization of the competing proposa
NARRATIVE DESCRIPTION
38
detailed rationale for the project budget, how it will benefit the lab and why it should be considered over competing subject
JUSTIFICATION
39
= reviewing to maintain service level = Provide significant savings over current methods = enhance or improve current programs = offer new products or services
PROPOSAL JUSTIFICATION
40
additional step on justification is to prioritise project, both in the time frame and in relation to other request, capital budget forms as scaled according to rank ??
PRIORITIZATION
41
in relation to other request, capital budget forms as scaled according to rank ??
OPPORTUNITY COST
42
used to determine the financial feasibility of tehe project m
QUANTITATIVE TECHNIQUE
43
Length of time it will take to cover the cash outlays for a project.
PAYBACK
44
METHODS USED IN QUANTITATIVE TECHNIQUE
1. PAYBACK PERIOD 2. AVERAGE RATE OF RETURN 3. NET PRESENT VALUE 4. INTERNAL RATE OF RETURN 5. REQUIRED RATE OF RETURN
45
PAYBACK PERIOD COMPUTATION
computation: purchase price of project/equipment divided by annual income generated by the project or equipment
46
average yield over life of an investment. Magkano kikitain in a lifespaN
AVERAGE RATE OF RETURN
47
worth of future earnings at today’s rate;
NET PRESENT VALUE
48
ratio of cash flow and cost of capital factors to amount of investment required. Magkanoo kikitain over the invested mone
INTERNAL RATE OF RETURN
49
bottom-line level of income requirement by a company before any project is considered. Pag di kumita to ng specific amount of money di bibilin
. required rate of return
50