If the very thought of budgets pushes your sanity over the limit, then this practical, easy-to-use guide is just what you need. Budgeting Basics and Beyond, Third Edition equips you with an all-in-one resource guaranteed to make the budgeting process easier, less stressful, and more effective. Written by Jae Shim and Joel Siegel, the new edition covers Balanced Scorecard, budgeting for nonprofit organizations, business simulations for executive and management training, and much more!
After studying chapter 12, you should be able to: Define “capital budgeting” and identify the steps involved in the capital budgeting process, explain the procedure used to generate longterm project proposals within the firm, justify why cash, not income, flows are the most relevant to capital budgeting decisions,...
In this chapter, the learning objectives are: Describe the role of budgets in the overall management process, discuss the importance of strategy and its role in the master budgeting process, outline the budgeting process, prepare a master budget and explain the interrelationships among its supporting schedules,...
Lecture Budgeting - Chapter 1: Budgeting fundamentals. In this chapter, you will learn: Describe budgeting and its potential benefits, define the master budget and discuss its components, illustrate the development of the operating budget, demonstrate the creation of the cash flow and capital use budgets, discuss the preparation of pro forma financial statements.
Contents: Capital Budgeting Process, Payback, Discounted, Payback, Net Present Value, Profitability Index, The Average Accounting Return, The Internal Rate of Return, Modified Internal Rate of Return, The Practice of Capital Budgeting.
After you have mastered the material in this chapter, you will be able to: Outline the steps associated with an effective system of management control, explain the benefits of adopting a formal budgeting process, explain the importance of recognising the behavioural aspects of budgeting,...
Lecture Fundamental accounting principles - Chapter 23: Flexible budgets and standard costs. The learning objectives for this chapter include: Define standard costs and explain how standard cost information is useful for management by exception, describe variances and what they reveal about performance, analyze changes in sales from expected amounts, prepare a flexible budget and interpret a flexible budget performance report.
Chapter 12 - Capital budgeting and estimating cash flows. After studying chapter 12, you should be able to: Define “capital budgeting” and identify the steps involved in the capital budgeting process, explain the procedure used to generate longterm project proposals within the firm, justify why cash, not income, flows are the most relevant to capital budgeting decisions,...
Chapter 23 - Master budgets and planning. After completing this chapter you should be able to: Describe the importance and benefits of budgeting and the process of budget administration, describe a master budget and the process of preparing it, analyze expense planning using activity-based budgeting, prepare each component of a master budget and link each to the budgeting process.
Chapter 14 - Cost analysis for planning and control. After completing this unit, you should be able to: Use cost terminology that relates to the budgeting process, all costs are controllable at some time but in the short-run some costs are uncontrollable, understand the budgeting process, develop a sales, purchases and production budget,...
(BQ) Part 2 book "Principles of accounting" has contents: The Statement of cash flows, cost concepts and cost allocation, financial performance measurement, analysis for decision making, standard costing and variance analysis, performance management and evaluation, the budgeting process, the budgeting process,...and other contents.
(BQ) Part 2 book "Management and cost accounting" has contents: The budgeting process, management control systems, divisional financial performance measures, transfer pricing in divisionalized companies, strategic cost management,...and other contents.
Chapter 24 - The budgeting process. Chapter 24 covers the budgeting process. It goes from developing the master budget, through to the cash budget, budgeted income statement, and budgeted balance sheet. It concludes with a discussion of responsibility accounting.
We decided to write this book when we discovered that a majority of the companies
we talked to had dysfunctional and low-value added processes for budgeting, fore-
casting, and financial reporting. And, as financial executives come and go, typically
little is done to streamline these processes. Even when large amounts of money are
invested in new financial software, the solutions are usually put in place based on
the old, inefficient routines.
In beginning to write this chapter, I tried to find words to “sugar coat” the title. Perhaps the word
“budget” could be avoided altogether. Words like “financial map” or “operational guide” might be
suitable alternatives. After all, for those of you already in the workforce, you probably associate the
word “budget” with “dread” or “drudgery” or some other less than flattering term. No doubt, some
employees will question the need for a budget.
Providence City acquired its power plant from a private company on June 1. No receivables were acquired with the purchase. Therefore, total accounts receivable on June 1 had a zero balance.
Providence plans to bill customers in the month following the month of sale, and 80% of the resulting billings will be collected during the billing month. 90% of the remaining balance should be collectable in the next following month. The remaining uncollectible amounts will relate to citizens who have moved away. Such amounts are never expected to be collected and will be written off....
This book accomplishes two goals. First, it provides an in-depth description
of budgetary politics and policy-making in state budget offices. The data
rendered in these chapters fills a significant gap in our understanding of state
budget processes, and how budgeting and policy-making are linked in state
budget offices. Except for a few important attempts in the early 1960s, very
little is written about state budget office activities, which is surprising given
their crucial position at the nexus of budgeting and policy-making in many
Bryan Singler is evaluating results for three separate business segments under his control. Selected financial information for each segment follows: Rank order the three segments based on “margin,” “turnover,” and “return on investment.” How is it possible that the rankings differ based on which evaluative model is used?
Carpet Clean manufactures a chemical carpet cleaner. The company was formed during the current year. As a result, there was no beginning inventory. Management is evaluating performance and inventory management issues, and desires to know both net income and ending inventory under generally accepted accounting principles (absorption costing) as well as variable costing methods. Relevant facts are as follows:
Canadian Autoparts manufactures and sells alternators. Canadian has been producing and selling approximately 1,500,000 units per year. Each units sells for $350, and there are no variable selling, general, or administrative costs. The company has been approached by a foreign supplier who wishes to provide an alternator component for $45 per unit. Total annual manufacturing costs, including the alternator component, is as follows: