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Unit 1BUDGETARY CONTROL
WHAT IS A BUDGET
A PLAN OF INCOME AND EXPENDITURE OVER A PERIOD OF TIME
ACTIVITY 1 TILL 2
A BUDGET IS USED TO
MEASURE,
MONITOR,
CONTROL
A C
T I V
I T
Y
ACTIVITY 1
COMMUNICATIONS
Take considerations of factors/elements that have impact on the company financial situation
ACTIVITY 2
ANTICIPATE PROBLEM
Facilitate the managers to make agreement
on assumptions in carrying out respective activity
ACTIVITY 3 TILL 7
The role of budget are to
• Plan and Control Activity
• Motivate people
• Set standard to evaluate performance
ACTIVITY 3
TRADITIONAL APPROACH
TO APPLY BUDGETARY CONTROL
–The Manager Process : Henri Fayol–Scientific management : Taylor
MAY DEMOTIVATE PEOPLE
ACTIVITY 4
for effective budgetary control
A BUDGET SHOULD HAVE
–Clear Objective in quantified terms
–Clear Communications
Specific
Measurable
Attainable
Realistics
Time-bound
ACTIVITY 5
A budget has
a set standard
to measure performance
V A R I A N C E A N A L Y S I S
ACTIVITY 6
V A R I A N C E A N A L Y S I S
pinpoints possible causes of
poor performance
or
deviation from the budget
ACTIVITY 7
4 POSSIBLE CRITERIA TO SET BUDGET
•Use a previous figure
•Set standard using work study method
•Make estimate just to suit firm’s objectives
•Use other people standards
EACH CRITERIA USED
HAVE ITS INHERENT SETBACK
ACTIVITY 8 and 9
Two key characteristics of a Effective budgetary control system
• Prepared before the activities start
•Consider the Limiting Factors
ACTIVITY 8
For budgetary control system
to be effective,
It shall be prepared
before the activities start.
ACTIVITY 9
In making a budget,
one important factor to consider is the organisation’s LIMITING FACTOR
Commercial Organisation:
Sales
Government, Non-Profiting Org: available fund
ACTIVITY 10-11
How to prepare a specific budget
ACTIVITY 101.Prepare budget using quantitative
expression • Money Value • Quantity count • Period or time duration • Rates
2.Prepare a format to input your information relevant for the specific budget
3.Start with the limiting factor first and progressively work until the Master Budget
ACTIVITY 10-1
A Traditional Flow in preparing budget
1. Sales Budget
2. Operation budget
• Material budget
• Direct Labour budget
• Machinery budget
3. Supporting Schedules
4. Cash Budget
5. Master Budget
ACTIVITY 11
Prepare a format to input your information relevant for the specific budget ( see Excel File)
Example: To budget the total value of purchases of an item within a specific period ( duration of the budget ) = A X B money value
A= that is what is the quantity that purchasing must buy (PIECES) =HOW MANY IS NEEDED – WHAT YOU HAVE IN THE STORE AT THE START + HOW MANY MUST BE IN THE STORE AFTER THE PRODUCTION STOPS
B= PURCHASE PRICE per UNIT
ACTIVITY 12
The format of a purchase of raw material budget
• Unit used:
• LESS opening stock:
• ADD required closing stock:
• Unit purchased:
• Purchase Value:
ACTIVITY 13The format of a cash budget
1.Cash Receipt
2.Cash Payment
3.Surplus/Deficit
4.Opening Balance
5.Loan
6.Repayment
7. Interest
8.Closing Balance ( stipulate a minimum sum)
ACTIVITY 14The format of a cash flow forecast ( how much
cash you can have on hand a specific future time.)
1.Cash Receipt
2.Cash Payment
3.Surplus/Deficit
4.Opening Balance
5.Closing Balance
ACTIVITY 15
a budget and a forecast are NOT the same
• A forecast is merely an information about the future
• A budget is a management tool for planning and control .
ACTIVITY 16
Illustrate how budget
measure, monitor and control
using VARIANCE
ACTIVITY 17 TILL 23
Illustrate the types of budgets and their relationship
17Format budget for the Limiting Factor( Purchases)
18Cash Flow Forecast
19Format Depreciating Value
20Format P/L Account
21Compare cash budget and P/L account
22Format Budgeted Balance Sheet
23Format Budgeted Cash Flow Statement
ACTIVITY 24
Format of a Flexible Budget
A flexible budget is created by
adjusting a fixed budget
to allow for the behaviour of costs
at different level of activity
ACTIVITY 25-26
Applications of
Flexible Budget
Variance Analysis
ACTIVITY 27 - 28
SUBJECTIVE FACTORS IN BUDGETARY CONTROL
27 SUBJECTED TO INHERENT PROBLEMS:
• Future is predominantly uncetain
• Budget depends on people who can be unpredictable ( contrary to traditional management theory )
28 THE BUDGET ITSELF
ACTIVITY 29
Characteristics of organisation that has a traditional or scientific management view
1. Clear objectives and activity that can be planned and controlled
2. Performance can be measured
3. Problem can be solved with the “ best” solution
4. People are seen as “labour factor” organised hierarchically
Such companies are inappropriate for fast moving industries or those subjected to influences of variations like fashion or taste. But are appropriate where changes take place gradually and can be stably projected.
ACTIVITY 30-32
Explore the effectiveness of
contingency theory to budgetary control.
ACTIVITY 30
Characteristics of organisation whose management view is based on contingency theory
1. Response to environment feedback and at the sametime influences the environment
2. Strive in situations of either uncertain objectives or uncertain outcome
3. Budgeting system may not seem to work. Rather budget are based on employee’s judgement of circumstances.
ACTIVITY 31
Challenges of budgeting in Contingency theory companies
If results can be certain, budgeting can be use for personal purposes
If results and objectives are uncertain, budget can be misused to justify certain courses of actions
Where traditional budgetary concept is inappropriate, its information can be use for many other non budgetary-related reasons.
ACTIVITY 32
For budgetary control to be effective,
it must set to be appropriately people oriented (according to theory of equity, expectancy, goal setting)
That is: Achievable, Specific, Acceptable
Individual will be demotivated and non committed IF
• Goal is easy: They take it easy. Performance above budget but not as good as when there is no budget set.
• Goal is difficult: They give up. Performance is worse than when there is no budget set
ACTIVITY 33
For Budgetary control to be effective,
it depend on the organisation culture as reflected by manager’s assumption about his subordinates.
Theory X:
Budgets are imposed
and a tool
to put sanction on
subordinates.
Theory Y:
Budget result
from
subordinate’s participation
ACTIVITY 34
3 BROAD CONSIDERTIONS
when implementing Budgetary Control
Organisational culture
Nature of the task
Personality of the worker