Week 7 Flashcards

1
Q

What is the role of a budget?

A

– Acts as a financial model that summarises future
operations
– Is often viewed as a core component of an
organisation’s strategic planning and control systems.

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2
Q

What is a budget?

A
  • A budget is a financial plan for future operations
  • When developing a budget, need both financial and
    nonfinancial information.
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3
Q

What is budgeting?

A
  • A process of developing budgets.
  • Involves planning, negotiations and approvals, implementation and review.
  • Provides a background to understand budgeting purposes.
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4
Q

What are the purposes of budgeting purposes?

A
  • Facilitates planning (assists in implementing strategies, facilitates communication and coordination among subunits, allocation of resources within firm)
  • Facilitating control (provides incentives, assists in performance evaluation, controlling of profits and operations)
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5
Q

Outline the budgeting cycle

A
  1. Performance planning: Sets targets for individuals, departments, divisions or entire company.
  2. Providing a frame of reference: Targets can be broken
    down into financial and nonfinancial expectations against
    which actual results will be compared
  3. Investigating variations: Management accountants help
    managers investigate variations from plans
  4. Corrective action: If necessary, corrective action follows
  5. Planning again
    take into account market feedback, changed conditions, and their own experiences as they begin to make plans for the next period.
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6
Q

What is a master budget?

A
  • Is working document in the process
    – Contains the initial plan of what the company intends
    to accomplish in the budget period.
    – Includes operating and financial plans for a future time
    period (usually one year).
    – Is summarised in a set of budgeted financial
    statements.
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7
Q

What is the time coverage for the initial plan?

A

Time coverage for the initial plan
* Budgets typically have a set time period (month, quarter,
year).
– The most frequently used budget period is one year.
* This time period can be broken into sub-periods.
– E.g., one year is broken into 12 months

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8
Q

What are rolling budgets?

A

– Rolling budgets are budgets that are continually
updated by periodically adding a new period, and
dropping the period just completed.

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9
Q

What is a cash budget?

A

Shows detailed expected cash receipts
and disbursements for the budget period.

Cash balance: A cash budget indicates the months
having cash shortages and excesses.

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10
Q

How are budgets developed?

A

They are developed along responsibility lines.

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11
Q

What is a responsibility centre?

A

A part, segment, or subunit of an organisation whose
manager is accountable for a specified set of activities.

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12
Q

What is responsibility accounting?

A
  • Practices of holding managers responsible for the activities and performance of their areas of the business.
  • A system that measures the plans, budgets, actions and actual results of each responsibility centre
  • Focuses on information sharing, not in laying blame on a particular manager (E.g., The whole organization knows what purchasing department costs, operation department costs, and total costs are.)
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13
Q

What type of responsibility centres are there?

A
  1. Cost - accountable for costs only
  2. Revenue - accountable for revenues only
  3. Profit - accountable for revenues and costs
  4. Investment - accountable for revenues, costs and invested capital used by the sub-unit to generate its profit.
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14
Q

What is controllability?

A

The degree of influence that a manager has over costs, revenues, or related items for which he or she is being held responsible.

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15
Q

What is a controllable cost?

A

any cost that is primarily subject to the influence of a given responsibility centre manager for a given time period.

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16
Q

True or false: Most costs can be easily controlled because they are under
the sole influence of one manager.

A

False, because there are so many people above the manager. They are only responsible for wat they can control.

17
Q

What are the two different types of budget preparation process?

A
  1. Top-down budgeting:
    Superiors (e.g., CEO) may dominate the budget process or hold subordinates (e.g., purchasing manager) accountable for events they have no control over
  2. Bottom-up budgeting:
    - Allow subordinates ( e.g., purchasing department) to develop their own initial estimates for budgeted sales, costs…. → more realistic targets
    - Subordinates work hard to achieve a budget goal → more committed
18
Q

What is the issue with bottom-up budgeting?

A

Subordinates may build ‘budgetary slack’ into their budgets:
- Underestimate revenues, overestimate costs
- Make budgeted target easily achievable

19
Q

What is the issue with top-down budgeting?

A

Issue 1: CEO has less knowledge of purchasing than purchasing manager→ unrealistic targets

Issue 2: purchasing manager is “forced” to accept targets → lack commitment to the targets

20
Q

What are some solutions when dealing with budgetary slack?

A
  • Good benchmark data: Anchor to the reality - “If A company can achieve it, how come you can’t?”
  • Rolling budgets: Anchor to the realistic targets from previous quarters for the current quarter.
  • Reward management based on the subsequent accuracy
21
Q

True or False: To reduce budgetary slack management may incorporate
challenging targets.

A

False, want to make realistic targets rather than challenging so the budgeted numbers are somewhat achieveable.

22
Q

What is another name for master budget?

A

Static budget.

23
Q

What is a con of the static budget?

A

It is prepared for a single level of outputs (e.g. 100,000 bottles per month in year 1).

However, a range of levels of outputs are possible when budgeting, each will have different underlying figures.

24
Q

What is the solution to dealing with a range of level of outputs when budgeting?

A

Flexible budget as it covers a range of activity and is prepared for more than one level of output/activity.