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Ch06im11e (Master Budget and Responsibility Accounting)
Ch06im11e (Master Budget and Responsibility Accounting)
Ch06im11e (Master Budget and Responsibility Accounting)
CHAPTER OVERVIEW
Chapter 6 describes a major feature of management planning and control systems, budgets. The
importance of satisfying customers and succeeding in the marketplace compels the use of a common
accounting tool for planning and controlling, budgeting. As noted in the chapter, Few businesses plan to
fail, but many of those that flop, failed to plan. The chapter describes how budgeting is used in
implementing plans developed through strategic planning, assisting managers in their planning function.
Chapter 7 will describe how budgets aid managers in their control function. The wise and skillful
administration of the budget is what gives budgets value because budgets, in themselves, are neither good
nor bad.
The report models used in budgeting are familiar, as they are the basic financial statements. The
statements are approached from a different perspective, as typically projected sales are the starting point
for preparing a budget. In costing systems studied in the previous two chapters, sales are the result of
operations rather than the beginning consideration. Preparation of an operating budget is illustrated. Cash
budgeting, a part of financial budgeting, is illustrated in the appendix to the chapter.
The theme of continuous improvement is featured through a description of kaizen budgeting. For
organizations that use activity-based costing and activity-based management, activity-based budgeting
works back through the activity-based costing system using the same defined activities and relationships.
Responsibility accounting is introduced as a means of coordinating the efforts of all employees in an
organization to attain the goals described in the master budget. The notion of controllability is addressed.
The chapter closes with a crucial aspect of budgeting the human factor. The importance of the role of
people in the budgeting process is acknowledged throughout the chapter.
CHAPTER OUTLINE
I.
Budgeting common accounting tool companies use for planning and controlling to satisfy
customers and succeed in the marketplace
A. Budgets and the budgeting cycle
1. Budgetsassisting managers in their planning function
a. Quantitative expression of a proposed plan of action by management for a specified
period
b. An aid to coordinating what needs to be done to implement that plan
2. Budgeting cycle: guide to well-managed organizations {thought process/decision making}
a. Planning the performance of company as a whole as well as subunits: management at all
levels agree on what is expected
b. Providing a frame of reference, a set of specific expectations for use in comparing actual
results
c. Investigating variations from plans: makes possible corrective action after investigation
d. Planning again in light of feedback and changing conditions
3. Terms used
Learning Objective 1:
Understand what a master budget is and explain its benefits
a. Master budget
i.
ii.
iii. Provides a tool that is neither good nor bad, but valuable when administered skillfully
b.
Learning Objective 2:
Describe the advantages of budgets
B. Advantages and benefits of budgeting: big part of most management control systems
(Prepared when expected benefits exceed expected costs)
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Learning Objective 3:
Prepare the operating budget and its supporting schedules
B. Steps in developing an operating budget: budgeted income statement and its supporting budget
schedules [Exhibit 6-2]
1. Step 1: Prepare the revenues budget: usual starting point in budgeting
2. Step 2: Prepare the production budget (in units)
3. Step 3: Prepare the direct materials usage and purchases budgets
4. Step 4: Prepare the direct manufacturing labor budget
5. Step 5: Prepare the manufacturing overhead budget
6. Step 6: Prepare the ending inventories budget
7. Step 7: Prepare the cost of goods sold budget
8. Step 8: Prepare the nonmanufacturing costs budget
9. Step 9: Prepare the budgeted income statement [Exhibit 6-3] [Concepts in Action]
Do multiple choice 4 and 5.
Assign Exercises 6-17 through 6-19 and Problems 6-30 and 6-34.
Learning Objective 4:
Use computer-based financial planning models in sensitivity analysis
C. Computer-based financial planning models assist in sensitivity analysis
Do multiple choice 6.
Learning Objective 6:
Prepare an activity-based budget
2. Activity-based budgeting: focuses on budgeted costs of activities needed to produce and sell
products and servicesemphasizes future costs and future use of activity areas
Do multiple choice 8.
Learning Objective 7:
Describe responsibility centers and responsibility accounting
III.
Responsibility accounting: system that measures the plans and actions of each responsibility center
78 Chapter 6
ii.
iii.
b. Responsibility accounting: system that measures plans by budgets and actions by actual
results of each responsibility center
2. Feedback, use of variancesearly warning, performance evaluation, and evaluating strategy
Do multiple choice 9.
Learning Objective 8:
Explain how controllability relates to responsibility accounting
B. Controllability: degree of influence that a specific manager has over costs, revenues, and related
items for which responsible
1.
Difficult to pinpoint
a. Few costs clearly under influence of one manager
b. Long enough time span, all costs come under somebodys control
IV.
V.
2.a 3.b 4.d 5.c 6.b 7.c 8.a 9.d 10.b 11.c 12.b
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CHAPTER QUIZ
1. Budgeting is the common accounting tool companies use for planning and controlling. Budgets
a.
b.
c.
d.
2. [AICPA Adapted] Dewitt Co. budgeted its activity for October 2002 from the following information:
Sales are budgeted at $750,000. All sales are credit sales and a provision for doubtful accounts is
made monthly at the rate of 2% of sales.
Merchandise inventory was $120,000 at September 30, 2002, and an increase of $10,000 is
planned for the month.
All merchandise is marked up to sell at invoice cost plus 50%.
Estimated cash disbursements for selling and administrative expenses for the month are
$105,000.
Depreciation for the month is projected at $25,000.
b. $119,000.
c. $129,000.
d. $230,000.
July 1, 2001
40,000
8,000
30,000
Three (3) units of raw material are needed to produce each unit of finished product.
4. [CMA Adapted] If Hester Company plans to sell 500,000 units during the 2001-2002 fiscal year, the
number of units it would have to manufacture during the year would be
a. 505,000 units.
5.
b. 500,000 units.
c. 480,000 units.
d. 475,000 units.
[CMA Adapted] If 450,000 finished units were to be manufactured during the 2001-2002 fiscal year
by Hester Company, the units of raw material needed to be purchased would be
a. 1,350,000 units. b. 1,360,000 units.
c. 1,320,000 units.
d. 1,330,000 units.
6. Which of the following does not pertain to financial planning models in software form?
a. Reduces computational burden and time required to prepare budgets
b. Eliminates need to update budgets as uncertainty resolved
c. Assists managers with sensitivity analysis
80 Chapter 6
10. The important question to ask in explaining how controllability relates to responsibility accounting is:
a. Whom to blame?
b. Whom to
ask?
Cash sales
Credit sales
Total sales
February
March
April
$160,000
300,000
$460,000
$150,000
400,000
$550,000
$120,000
280,000
$400,000
Management estimates that 5% of credit sales are not collectible. Of the credit sales that are collectible,
60% are collected in the month of sale and the remainder in the month following the sale. Cost of
purchases of inventory each month are 70% of the next month's projected total sales. All purchases of
inventory are on account; 25% are paid in the month of purchase, and the remainder is paid in the month
following the purchase.
11. [CMA Adapted] Brenton's budgeted total cash receipts in April are
a. $448,000.
b. $437,000.
c. $431,600.
d. $328,000.
12. [CMA Adapted] Brenton's budgeted total cash payments in March for inventory purchases are
a. $385,000.
b. $358,750.
c. $306,250.
d. $280,000.
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WRITING/DISCUSSION EXERCISES
1.
Describe the evolution of a management control system, including how budgets became
a major feature of that system. In a small, new organization, personal observation is usually the
dominant means of control. A manager sees, touches, and hears the relationship between inputs and
outputs; he or she oversees the work and actions of various personnel.
Over time, managers add historical records to their personal observations. Historical records allow
managers to compare current performance with past performance. How well were customer needs
satisfied in the current year compared with last year? Analyses of past performance can help improve
future performance. Managers must deal with a series of periods, not just one at a time.
As the organization matures, budgeting becomes an important step in the growth and improvement of the
accounting system. A manager would find it helpful to compare actual performance in the current year
with the plans prepared for the current year. Budgeting systems help promote this future perspective.
2.
82 Chapter 6
3.
Sensitivity analysis was discussed in earlier chapters. How are these references
related? Sensitivity analysis was discussed in Chapter 3 for cost-volume-profit analysis. The technique
of examining how a result will change if the original predicted data are not achieved or if underlying
assumptions change is pervasive in costing systems. Except for actual costing systems, estimates or
assumptions are an integral aspect of the system.
Chapter 6 uses financial accounting statements, including the absorption costing income statement, as the
basis of developing the operating and production budgets rather than the variable costing approach to the
income statement. As part of sensitivity analysis one could examine the what-if of using different
methods to report information. For example, in problem 6-30 in the text Thingone and Thingtwo are
products produced in greater quantity than expected sales. An income statement prepared using
absorption costing will differ from one prepared using variable costing. Would a manager make a
different decision if using one type rather than the other? Which is right? Sensitivity analysis can include
being sensitive to the methods used as well as predicted data and model assumptions.
5.
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6.
How does the saying, The whole is more than the sum of its parts, apply to
responsibility accounting? Requiring budgets and reports from individual units within the larger
organization provides information useful for the whole. In preparing budgets, each unit must consider its
role in the larger organization and work toward coordinating efforts for achieving company goals as well
as individual goals. With the requirement of reporting activities by individual unit, individual feedback
can be linked with other units for comparison and evaluation. Careful and wise selection of individual
units can result in more effort toward achieving the organizations goals, better information for making
decisions, and more useful performance reports. With each individual unit working to achieve its own
objectives and those of the overall organization, more can be accomplished. Energy to the organization is
lost if one group is working in a way that is counterproductive to the whole. Responsible accounting or
reporting can contribute to identifying such behavior.
8.
84 Chapter 6
Beginning
Beginning
+ Production ____________
conversion
+ Purchase
_____________
DM units
Available
for sale
to FG units
Available
for use
or
Ending
Ending
____________
____________
FG units to
Goods sold
DM units
Units used
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SUGGESTED READINGS
Birnberg, J., The Role of Behavioral Research in Management Accounting Education in the 21 st
Century, Issues in Accounting Education (November 2000) p.713 [16p].
Diehn, D., Seven Steps to Build a Successful Collaborative Forecasting Process, Journal of Business
Forecasting Methods and Systems (Winter 2000/2001) p.23 [3p].
Hope, J. and Fraser, R., Beyond Budgeting, Strategic Finance (October 2000) p.30 [6p].
Kahn, K., Sales Forecasting as a Knowledge Management Process, Journal of Business Forecasting
Methods and Systems (Winter 2000/2001) p.19 [4p].
Kanter, J., Have We Forgotten the Fundamental IT Enabler: Ease of Use? Information Systems
Management (Summer 2000) p.70 [8p].
Latimer, M., Linking Strategy-Based Costing and Innovation-Based Budgeting, Strategic Finance
(March 2001) p.38 [5p].
Popcorn, F. and Marigold, L., Clicking (1997), HarperBusiness, New York NY.
Tambrino, P., Contribution Margin Budgeting, Community College Journal of Research and Practice
(January 2001) p.29 [8p].
Walker, K. & Johnson, E., The Effects of a Budget-Based Incentive Compensation Scheme on the
Budgeting Behavior of Managers and Subordinates, Journal of Management Accounting Research
(1999) p.1 [28p].
Welsch, G., Hilton, R. & Gordon, P., Budgeting: Profit Planning and Control (1988), Prentice-Hall,
Englewood Cliffs, NJ.
Werges, B., An Integrated Planning Process to Improve Margins, Turnover and Order Fulfillments,
Journal of Business Forecasting Methods and Systems (Spring 1999) p.19 [3p].
86 Chapter 6