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Introduction To Budgets and Preparing The Master Budget
Introduction To Budgets and Preparing The Master Budget
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 1
Learning
Objective 1
Goals and
Budgets
objectives
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 2
Compel
managers
to think
ahead Provide an opportunity to
reevaluate existing activities
and evaluate new ones.
Management
Managementshould
shouldseek
seekto
tocreate
create
an
anenvironment
environmentwhere
wherethere
thereisisaa
true
truetwo-way
two-wayflow
flowof
ofinformation.
information.
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 4
Participative budgets are formulated with
the active participation of
all affected employees.
Message conveyed by
the budget system may
be misaligned with
incentives provided by
the compensation
system.
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 5
Learning
Objective 3
Dysfunctional
incentives lead
managers to make
poor decisions.
Lying can arise if the
budget process creates
incentives to bias the
budget information.
Budgetary Slack (budget padding) is the
overstatement or understatement of budgeted
revenue to create a goal that is easier to achieve.
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 6
Learning
Objective 4
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 7
Es
t l
By imat a
er mi c n s
Pas sal es m n
t pa e s ad Ge ono itio t or s’
of tter
sal ns
for e
ce ec ond pe ti s
es c Comaction
r k et Cha
a n
M a r ch f i r m ge s i n
rese dies ’ s p t he
stu n g Ch
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s
i
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A and tio c t in
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pro
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 8
Learning
Objective 5
Master budget
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 9
The most forward-looking budget is the
strategic plan, which sets the overall
goals and objectives of the organization.
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 10
Long-range plans…
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 11
The master budget
Sales
is a detailed and
comprehensive analysis
of the first year of the Production
long-range plan.
It summarizes the Distribution
planned activities
of all subunits of Finance
an organization.
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 12
Rolling budgets...
are a common form of
master budgets that
add a month in the
future as the month
just ended is dropped.
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 13
Operating budget Financial budget. . .
(Profit plan). . .
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 14
Learning
Objective 6
1. Basic data
2. Operating budget
3. Financial budget
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 15
The principal steps in preparing
the master budget:
1. Basic data
a. Sales budget
b. Cash collections from customers
c. Purchases and cost-of-goods sold budget
d. Cash disbursements for purchases
e. Operating expense budget
f. Cash disbursements for operating expenses
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 16
Operating Budget
2. Prepare budgeted income statement using basic data in step 1.
Financial Budget
3. Prepare forecasted financial statements:
b. Capital budget
c. Cash budget
d. Budgeted Balance sheet
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 17
Learning
Objective 7
Purchases Disbursements
budget for purchases
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 18
It is easiest to prepare budgeted
cash collections at the same
time as the sales budget.
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 19
Budgeted purchases
= Desired ending inventory
+ Cost of goods sold
– Beginning inventory
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 20
The budgeting of operating expenses depends on several factors.
Expenses driven by
sales volume include
sales commissions and
many delivery expenses.
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 21
Other expenses are not influenced by sales
or other cost-driver activity and are regarded
as fixed, within appropriate relevant ranges.
Rent Depreciation
Insurance
Salaries
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 22
Disbursements for operating expenses are
based on the operating expense budget.
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 23
The income statement will be complete
after addition of the interest expense,
which is computed after the cash
budget has been prepared.
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 24
Learning
Objective 8
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 25
Available cash balance
= Beginning cash balance
– Minimum cash balance desired.
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 26
Cash disbursements for purchases depend
on the credit terms extended by suppliers
and the bill-paying habits of the buyer.
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 27
Disbursements for some costs and expenses
depend on contractual terms for installment
payments, mortgage payments, rents,
leases, and miscellaneous items.
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 28
Management determines the minimum
cash balance desired depending
on the nature of the business
and credit arrangements.
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 29
Financing requirements depend on how
the total cash available compares
with the total cash needed.
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 30
Ending cash balance
= Beginning cash balance
+ Receipts – Disbursements
+ Cash from financing
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 31
The final step in preparing the master budget
is to construct the budgeted balance sheet
that projects each balance sheet item in
accordance with the business plan.
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 32
Functional budgeting focuses on
preparing budgets for various
functions such as production,
selling, and administrative support.
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 33
Financial planning models are mathematical models
that can incorporate the effects of alternative
assumptions about sales, costs, or product mix.
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 34
Learning
Objective 9
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 35
2008 Prentice Hall Business Publishing, Introduction to Management Accounting 14/e, Horngren/Sundem/Stratton/Schatzberg/Burgstahler 7 - 36