finals part na nasa dulo Flashcards

1
Q

Use a variety of mathematical models that rely on historical data and/or causal variables to forecast demand

A

Quantitative Forecasts

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2
Q

Analysing a time series means breaking down past data into components and then projecting them forward.

A

Decomposition of a Time Series Forecast

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2
Q

assumes that the future is a function of the past. Thus, historical data are used to predict the future using sequences with equal periods.

A

Time series forecasting

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3
Q

the gradual upward or downward movement of the data over time.

A

Trend

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4
Q

data pattern that repeats itself after a period of days, weeks, months or quarters.

A

Seasonality

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5
Q

a pattern of data that occurs every several years; usually associated with the business cycle and is very important in short-term business analysis and planning

A

Cycle

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6
Q

blips” in the data by chance and unusual situations

A

Random variations

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7
Q

such as linear regression, incorporate the variables or factors that might influence the quantity being forecasted

A

Associative or causal models

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8
Q

assumes that demand in the next period will be equal to the demand in the most recent period

A

Naïve model

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9
Q

widely used where repeated forecasts require the application of methods like sum-of-the-digits and trend adjustment methods

A

Weighted moving average

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10
Q

uses the weighted moving average method where more weight is given to the recent data;

A

Exponential smoothing

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11
Q

supported by the belief that the future is more dependent on the recent past than the distant past;

A

Exponential smoothing

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12
Q

useful on random historical with no seasonal fluctuations

A

Exponential smoothing

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13
Q

fits a trend line to a series of historical data points and then projects into the future for medium-to-long range forecasts

A

Trend projections

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14
Q

shows the relationship between two variables: the dependent and independent;

A

Regression analysis

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15
Q

same mathematical model employed in the least squares method of trend projection can be used

A

Regression analysis

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16
Q

expresses the degree or strengths of the linear relationship; usually identified as r, and can be any number between +1 and -1

A

CORRELATION COEFFICIENTS FOR REGRESSION LINES

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17
Q

is looking ahead to see what actions should be taken to realize particular goals

A

planning

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18
Q

is looking backward determining what actually happened and comparing it with the previously planned outcomes

A

control

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19
Q

are financial plans for the future and are a key component of planning

A

budget

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20
Q

it identifies objective and the actions needed to achieve them

A

budget

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21
Q

plots a direction for an organizations future activities and operations

A

strategic plan

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22
Q

it generally covers at least five years prepared before budget

A

strategic plan

23
Q

dimensions of financial planning

A
  • short range plan
  • long range plan
24
Q

approaches of financial planning

A
  • zero base approach
  • incremental base approach
25
Q

objectives of financial planning

A
  • planning
  • coordination
  • control
26
Q

budget’s baseline is zero

A

Zero-based Approach

27
Q

previous year’s budget is irrelevant in allocating resources for the current year

A

Zero-based Approach

28
Q

requires justification of required expenses

A

Zero-based Approach

29
Q

requires a lot of documentation

A

Zero-based Approach

30
Q

execution is usually time-consuming and costly

A

Zero-based Approach

31
Q

traditional approach

A

Incremental-based Approach

32
Q

starts with previous year’s budget

A

Incremental-based Approach

33
Q

increments are subject to justification

A

Incremental-based Approach

34
Q

the comprehensive financial plan for the organization as a whole

A

The Master Budget

35
Q

typically for one-year period

A

The Master Budget

36
Q

yearly budgets are broken down into quarterly and monthly budgets

A

The Master Budget

37
Q

a moving 12-month budget

A

Continuous budget

38
Q

as a month expires in the budget, an additional month in the future is added so that the company always has a 12-month plan on hand

A

Continuous budget

39
Q

reviews the budget

A

Budget committee

40
Q

resolves differences that arise as the budget is prepared

A

Budget committee

41
Q

provides policy guidelines and budgetary goals

A

Budget committee

42
Q

approves the final budge

A

Budget committee

43
Q

monitors the actual performance of the organization as the year unfolds

A

Budget committee

44
Q

usually the controller, is the person responsible for directing and coordinating the organization’s overall budgeting process

A

Budget director

45
Q

approved by the budget committee and describes expected sales in units and pesos

A

sales budget

46
Q

the basis for all of the other operating budgets and most of the financial budgets

A

sales budget

47
Q

first step includes making the sales forecast

A

sales budget

48
Q

tells how many units must be produced to meet sales needs and to satisfy ending inventory requirements

A

production budget

49
Q

tells the amount and cost of raw materials to be purchased in each time period

A

direct materials purchases budget

50
Q

shows the total direct labor hours and the direct labor cost needed for the number of units in the production budget

A

direct labour budget

51
Q

as with direct materials, the budgeted hours of direct labor are determined by the relationship between labor and output

A

direct labour budget

52
Q

shows the expected cost of all production costs other than direct materials and direct labor

A

Overhead budget

53
Q

costs that vary with direct labor hours are pooled and called

A

variable overhead;

54
Q

outlines planned expenditures for nonmanufacturing activities

A

Selling and administrative expenses budget

55
Q

can be broken down into fixed and variable components

A

Selling and administrative expenses budget