Fifth edition Alnoor Bhimani Charles T. Horngren Srikant M. Datar Madhav V. Rajan Farah Ahamed



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solutions-manual-to-bhimani-et-al-management-and-cost-accounting-pearson-2012-1
The cash budget
Students are often confused by several aspects of the cash budget.
1
The ending balance (EB) of cash in one quarter is the beginning balance (BB) of cash in the next quarter.
2
In the Year as a Whole column, receipts and disbursements are totalled for the four quarters. However, the BB is the BB at quarter 1 and the EB is the EB at quarter 4. Students often try to add the balances across the four quarters)
3
Depreciation and depletion are not cash disbursements.
Solutions to review questions
14.1
A master budget is a single income statement that combines information from many individual budgeted income statements. The term master refers to its being a comprehensive organisation-wide set of budgets.
14.2
The budgeting cycle includes the following elements
a
Planning the performance of the organisation as a whole as well as its subunits. The entire management team agrees as to what is expected.
b
Providing a frame of reference, a set of specific expectations against which the actual results can be compared.
c
Investigating variations from the plans. If necessary, corrective action follows investigation.
d
Planning again, considering feedback and changed conditions.


Bhimani, Horngren, Datar and Rajan, Management and Cost Accounting, 5
th
Edition, Instructor’s Manual
© Pearson Education Limited 2012
14.3
Strategy, plans and budgets are interrelated and affect one another. Strategy is abroad term that usually means selection of overall objectives. Strategy analysis underlies both long-run and short-run planning. In turn, these plans lead to the formulation of budgets. Budgets provide feedback to managers about the likely effects of their strategic plans. Managers use this feedback to revise their strategic plans.
14.4
Budgeted performance is better than past performance for judging managers. Why This is mainly because the inefficiencies included in past results can be detected and eliminated in budgeting. Also, new opportunities in the future, which did not exist in the past, maybe ignored if past performance is used.
14.5
Budgets maybe a vehicle for communication, but sometimes the vehicle breaks down. For example, the budget staff often find they are unable to obtain line management participation in developing budgets. In some cases, line people tend to relinquish line budget responsibilities to the budget staff. Line personnel simply do not wish to be bothered with the budget. This indicates alack of good communication.
14.6
Kaizen budgeting is a budgeting approach that explicitly incorporates continuous improvement during the budget period into the resultant budget numbers.
14.7
Benefits that companies report from using activity-based budgeting include

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