A Study Report On Budegtary Control

A STUDY REPORT ON BUDEGTARY CONTROL
SUMMER INTERNSHIP REPORT
Submitted to the
SRM SCHOOL OF MANAGEMENT

In partial fulfillment of the requirements for the award of the degree of
MASTER OF BUSINESS ADMINSTRATION

By
MOHANAVEL.K
RA1552001010498
Under the guidance of
Mr. R. SEETHARAMAN, Asst. Professor
SRM SCHOOL OF MANAGEMENT

SRM UNIVERSITY
KATTANKULATHUR 603 203
AUGUST 2016
Certificate yet to be issued by the Company
MOHANAVEL.K
RA1552001010498
SRM School of Management
SRM University
SRM Nagar, Kattankulathur - 603 203,
Kancheepuram District, Tamil Nadu.
DECLARATION
I hereby declare that the project report entitled A STUDY REPORT ON
BUDEGTARY CONTROL submitted to SRM School of Management in partial
fulfillment for the requirement of
award of the Degree of Master of Business
Administration, is a record of the original research work done under the supervision and
guidance of Mr. R.SEETHARAMAN, Asst. Professor, SRM School of Management,
SRM University, Kattankulathur and that it has not formed the basis for the award of any
Degree of other similar title to any candidate of any university.
Place: Kattankulathur
(Students Signature)
Date:
MOHANAVEL.K
SRM School of Management

SRM University
SRM Nagar, Kattankulathur - 603 203,
Kancheepuram District, Tamil Nadu.
BONAFIDE CERTIFICATE
Certified that this project report titled A STUDY REPORT ON BUDEGTARY

CONTROL is the Bonafide work of Mr. MOHANAVEL.K, RA1552001010498 who
carried out the research under my supervision. Certified further, that to the best of my
knowledge the work reported herein does not from part of any other project report or
dissertation on the basis of which a degree or award was conferred on an earlier occasion
on this or any other candidate.
Submitted for the viva-voce examination held on -----------------------
--------------------------------
-----------------------------
Mr. R. SEETHARAMAN
Asst. Professor
(Project Guide)
Dr. PRABAKARAN
(Dean, MBA)
-----------------------------------External Examiner
ACKNOWLEDGMENT
I am thankful to the management of SRM UNIVERSITY, which has imparted
me sufficient knowledge and confidence to complete this project report.
I extend my sincere thanks to our Head of the Department Department Master
of Business Administration, Mr.RAJAN DANIEL his encouragement throughout the
report.
I express my thanks to our beloved Mr.SEETHARAMAN, faculty, Department
Master of Business Administration for her valuable support and guidance for completing
this report.
My special thanks to employees and other staff members of the CHENNAI
PORT TRUST LTD who spent their precious time in explaining the various activities and
functions of the company and helped me in completing this research report.
TABLE OF CONTENTS
CHAPTER
NO
TITLE
PAGE NO
CHAPTER-1
1.1
1.2
Industry Profile
Company Profile
1
5
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
CHAPTER-2
Introduction Of The Study
Type Of Budget
Objectives Of The Study
Need Of The Study
Scope Of The Study
Limitation Of The Study
Secondary Data
Statistical Tools
9
10
12
13
14
15
16
17
CHAPTER-3
18
3
REVIEW OF THE LITERATURE

CHAPTER 4
4
4.1
4.2
Data Analysis And Interpretation

Trend Analysis
Comparative Statement Analysis
CHAPTER 5
22
54
5.1
5.2
Suggestions
Conclusion
BIBLIOGRAPHY
60
61
62
LIST OF TABLES
TABLE
NO
4.1.1
TITLE
TREND ANALYSIS OF OPERATING INCOME
PAGE NO
22
TREND ANALYSIS CARGO HANDLING AND

STORAGE CHARGES
TREND ANALYSIS PORT AND DOCK WORK
CHARGES
24
TREND ANALYSIS OF RAILWAY EARNINGS INCOME
28
TREND ANALYSIS OF ESTATE RENTALS INCOME
30
4.1.6
TREND ANALYSIS OF CONTAINER HANDLING

INCOME
32
4.1.7
TREND ANALYSIS OF FINANCIAL AND

MISCELLANEOUS INCOME
34
TREND ANALYSIS OF TOTAL OPERATING INCOME
36
TREND ANALYSIS OF OPERATING EXPENSES
38
TREND ANALYSIS OF CARGO HANDLING AND

STORAGE CHARGES EXPENSE
40
4.1.2
4.1.3
4.1.4
4.1.5
4.1.8
4.1.9
4.1.10
4.1.11
4.1.12
4.1.13
4.1.14
4.1.15
4.1.16
4.2.1
4.2.2
TREND ANALYSIS OF PORT AND DOCK CHARGES
26
42
TREND ANALYSIS OF RAILWAY WORKING

EXPENSE
44
TREND ANALYSIS OF ESTATE RENTAL EXPENSES
46
TREND ANALYSIS OF MANAGEMENT AND

ADMINISTRATION EXPENSE
48
TREND ANALYSIS OF FINANCE AND

MISCELLANEOUS EXPENSE
50
TREND ANALYSIS OF TOTAL EXPENSE
52
TABLE SHOWING THE COMPARISON FOR THE

YEAR 2010-11
54

YEAR 2011-12
56
4.2.3

YEAR 2012-13
57
4.2.4

YEAR 2013-14
58
4.2.5

YEAR 2014-15
59
LIST OF CHARTS
TABL
E NO
4.1.1
4.1.2
4.1.3
4.1.4
4.1.5
TITLE
TREND ANALYSIS OF OPERATING INCOME
PAGE
NO
23
TREND ANALYSIS CARGO HANDLING AND STORAGE

CHARGES
TREND ANALYSIS PORT AND DOCK WORK CHARGES
25
29
31
27
4.1.6
4.1.7
4.1.8
4.1.9
4.1.10
4.1.11
4.1.12
4.1.13
4.1.14
TREND ANALYSIS OF CONTAINER HANDLING INCOME
33
TREND ANALYSIS OF FINANCIAL AND MISCELLANEOUS

INCOME
35
37
39
TREND ANALYSIS OF CARGO HANDLING AND STORAGE

CHARGES EXPENSE
41
43
TREND ANALYSIS OF RAILWAY WORKING EXPENSE
45
47
TREND ANALYSIS OF MANAGEMENT AND ADMINISTRATION

EXPENSE
49
4.1.15
TREND ANALYSIS OF FINANCE AND MISCELLANEOUS

EXPENSE
51
4.1.16
TREND ANALYSIS OF TOTAL EXPENSES
53
CHAPTER: 1
1.1 INDUSTRY PROFILE

Sea port plays an important role in the sector of sea transportation, exports, imports, tourism and
travel, and thus important ingredient of economic growth. A port offers facility for receiving ships
and transferring cargo. Normally they are building at the edge of ocean, sea or lake.
The ports have equipment which handles cargo. Some of them are cranes and forklifts, which
may be provided by individuals or public body. The term port is used for ports which handles
ocean going vessels and facilities which handles river traffic. The ports on lakes which have
access to sea or ocean are called inland port. Port also plays an important role in the development
of industries .some of the industries are build near ports so that they can easily access the raw
materials coming from other part of the country. Similarly they are also useful in sending goods
from one part of the country to other part.
India has long coastline spanning 7600 kilometers forming one of the biggest peninsulas in the
world. It is serviced by 12 major ports and 185 notified minor and intermediate ports.
PORTS IN INDIA:
Chennai port trust
Mumbai port trust
Calcutta port trust
Vishakhapatnam port trust
VOC port trust
Cochin port trust
Marmagoa port trust
New Mangalore port trust
Kandla port trust
Haldia port trust
Jawaharlal Nehru port trust
Ennore port trust
SHIPPING INDUSTRY IN INDIA:
Indian shipping has the 14th largest fleet in the world as per deadweight
tonnage Indian shipping fleet consisted of around 515 vessels with a great of 7.06 million and dwt
of 11.5 million tones. The industry is governed by 3 separate acts viz. the merchant shipping act,
1958, the inland vessels act, 1917 and the coating vessels act, 1838, while most of the vessels are
1
registered under merchant shipping act and dealt with in the sector, smaller barges and coastal
vessels are governed by the latter two acts, and lighter age or barging industry under this port
sector. The industry has historically catered to only domestic shipping requirements, although the
private sector companies like great eastern shipping company essar shipping are increasingly
getting involved in international cross trade. Now withstanding this focus on Indian trade, Indian
ship owners share in the countrys overseas trade is hardly 30% in volume terms. In value, it is
much lower to a meager 12% of Indias total overseas shipping bill of USD 5.0 billion due to
negligible of share of Indian ship owners in the trade of high value goods like general cargo and
containers.
Shipping is not just about vessels and tonnage. Shipping capabilities of a nation are not solely
measured in terms of the quantum of tonnage under control. In knowledge based economy, soft
intangible parameters like human capital, information technology and expertise firms becoming
increasingly important giving rise to innumerable opportunities. Indian shipping firms can
capitalize on the inherent IT skills of Indians to play a pivoted role in IT activity involved in
international shipping and the country may come up as a centre for information processing
requirements of the international ship owners.
INDIAN PORTS
From time immemorial, civilization the world over have prioritized their transportation network
of land and sea routes in order to convey inward and outward merchandise and link the people of
different communities. The extent of the achievement in this field was seen as a measure of
overall industrial growth, prosperity and well being. Even in todays context, this approach is not
without relevance. Our countrys post independence era was dominated by industrial growth
aimed at protective self reliance and sufficiency.
Today the countrys economic pivots have been liberalized and freely lubricated by market trends
in order to sustain the outcome of a liberated and vibrant economy. The countrys port
infrastructure facilities merit a carefully drawn up strategy to evolve innovative state of the art
technology to herald the maritime nation in to the next in to the next century as torchbearers to the
region in all facets of development.
Sea ports are the interface between maritime and inland modes of transport for movement of
goods and passengers. In boarder terms, ports are single organizational units with multidimensional activities integrated within the logistics chain for providing services to maritime
trade. The prime objective of a sea port is to provide fast and safe transit of goods and passengers
through its facilities at minimal cost.
Globally, seaborne trade is handled through more than 2000 ports, from single berth locations
handling a few hundred tones to multipurpose facilities handling up to 300 million tons per
annum.
In the new era of liberalization and privatization, the concept of a sea port is a mere physical hub
maritime activity to being a link in the larger logistic chain that connects the origin of cargo to its
final point of delivery, i.e. the consignee to the consigner.
In Indian port are classified as major and minor to differentiate their administrative procedures.
A major port is centrally administered while a minor one falls under the administrative preview of
the state in which it is located.
There are 11 major ports and 139 minor ports strategically strung along the countrys 6000km
coastline. The core components of the countries infrastructure such as power, steel, cement,
petroleum cargo products etc will impose considerable demand for reliable and modern
transportation links.
In the absence of effective and efficient port systems, escalating hidden costs and poor quality
infrastructure will hamper, restrict and ultimately neutralize the countrys economic gains. Sea
ports have always and in the future continue to serve to serve as indispensable links connecting
centers of production and supply with those of global consumption and demand.
A very pertinent issue that arises along with port development is the rapidly changing
technologies in shipping. As international industrial growth patterns shape up, the movies of
merchandise across the oceans will reflect in the future development in ship design, size and
onboard cargo handling system. Bulk carriers, tankers cellular container ships and other
specialized ships of the future will be defined by shore based infrastructure revolving around
storage and transfer facilities designer not only on the basis of supply and demand curves but also
mostly on technological inputs. For, instance though the countrys pore requirements would
witness leap in demand, fuel technologies will undergo value added renovation. It is then that the
transportation and handling of such fuels will determine the size, shape and handling gear of ships
that dock in to ports geared to handle them. Like power, there are various other central ingredients
of economic growth that will dictate the similar trends. Strategic planners must place ports to
react positively to these developments in order to benefit; through economic of scale and to
stimulate more rapid cargo handling through greater use of mechanization.
STRATEGY FOR PORT DEVELOPMENT
The future development of ports, being an integral part of the overall port business in the
country, must however be seen in the broader context of long term strategic planning for the port
sector. While development of port infrastructure facilities through proliferation of minor ports are
to be welcomed, these need to be part of well laid out plan and must sub serve the broader
interests of countrys maritime development policies. A long term assessment of market and
traffic prospects and the likely competitive scenario in the future needs to be factored in, as costs
of project failure can be very costly.
The job of customs house agents (CHA) or clearing and forwarding agent is an absolute
necessity for any kind of import-export trade, which involves processing of documents with
3
customs authority. The role of CHA is to pass all the documents required for ex-imp trade through
from customs on behalf of shippers by paying the requisite customs duty.
In India, the sector is highly fragmented with a handful number of CHAs active throughout the
country, not only in major port but also in dry ports and other export processing zones. Taking the
instance of Mumbai, the number of CHA license is estimated to be around 1400 of which around
300-350 remain active. Active the all India figure foe Has would be around 3000 of which 25%
are expected to have active operations. While many of the big export/import houses have their
own C&F cell, other has a long term tie ups with different CHAs for passing of documents.
The classification of Indian ports in to major, minor and intermediate has an administrative
significance. Indian government has a structure, and according to its constitution, maritime
transport falls under the concurrent list, to be administered by both central and state
governments.
While the central shipping ministry the major ports, the minor and intermediate ports are
administered by the relevant departments or ministries in the nine coastal states (west Bengal,
Orissa, Andhra Pradesh, Tamil Nadu, Kerala, Karnataka, Goa, Maharashtra, and Gujarat). Several
of these 185 minor and intermediate ports are merely Notified. With little or no cargo handling
is developed, in a phased manner, a good proportion of them involving public-private partnership.
1.2 COMPANY PROFILE

Chennai port, the third oldest port among the 12 major ports is an emerging hub port in the east
coast of India. This gateway port for all cargo has completed 126 years of glorious services to the
nations maritime trade.
The maritime trade started way back in 1939 on the sea shore Chennai. It was an open road-stead
and exposed sandy coast till 1815. The initial piers were built in 1861, but the storms of 1868 and
1872 made them inoperative. So an artificial harbor was built and the operations were started in
1881 the cargo operations we carried out on the northern pier, located on the north eastern side of
the fort ST. George in Chennai. In the first couple of years the port registered traffic of 3lakh
tones of cargo handling thro 600 ships.
Being an artificial harbor, the port was vulnerable to the cyclones, accretion of sand inside the
basil due to underwater currents, which reduced the draft. Sir Francis spring, a visionary skillfully
drew a long term plan to charter the course of the port in a scientific manner, overcoming both
manmade and natural challenges. The shifting of the entrance of the port from eastern side to the
north eastern side protected the port to a large extent from natural vulnerabilities. By the end of
1920 the port was equipped with a dock consisting of four berths in the west quays, one each in
the east and south quay along with the transit sheds, warehouses and marshalling yard to facilities
the transfer of cargo from land to sea vice versa. Additional berths were added with a berth at
south quay and another between WQ2 and WQ3 in the forties.
Indian independence saw the port gathering development, momentum. The topography of the port
changed in 1964 when the Jawaharlal dock with capacity to berth 6 vessels to handle dry bulk
cargos such as coal, iron, ore, fertilizer and the non hazardous liquid cargos was carved out on the
southern side. In tune with the international maritime developments they developed the outer
harbor, named Bharathi dock for handling petroleum in 1972 and for mechanized handling of iron
ore in 1974 the iron ore in is 1974.
The iron ore terminal is equipped with mechanized ore handling plant, one of the three such
facilities in the country, with a capacity of handling 8 million tones. The Chennai ports share of
iron ore export from Indian is 12%. The dedicated facility for oil led to the development of oil
refinery in the hinterland. This oil terminal is capable of handling Suzan vessels.
In 1983, the port heralded the countrys first dedicate container terminal facility commissioned by
the Prime Minister smt. Indira Gandhi on 18th December 1983. The port privatized this terminal
and is operated by Chennai container terminal private limited. Having the capability of handling
fourth generation vessels, the terminal is ranked in the top 100 container ports in the world.
Witnessing a phenomenal growth in container handling year after year the port is developing its
second container terminal with a capacity to handle 1 M Tues to meet the demand.
5
The Chennai port is one among the major ports having terminal shunting yard and running their
own railway operations inside the harbor on the east coast. The port is having railway lines up to
68 kms and handles 32% of the total volumes of the cargo, 5343 rakes (292776 wagons) during
2007-2008.
The port with three docks, 23 berths and draft ranging from 12m to 1605m has become a hub port
for containers, cars and project cargo in the east coast. The port has handled an all time high of
57.15 million tones of cargo registering an increase of 7 over previous year. An increase of 20%
in handling of cars from 137971 units in the year 2007-2008 when compared with 114756 units in
the year 20062007 and an increase of 27% in handling of containers from 1128108 Tues. in the
year 2007-2008 when compared with885422 Tues. in the year 2006-2007. The long term plan for
Chennai port envisages that the port will mainly handle 4Cs i.e. containers, cars, cruise and clean
cargo.
HIGHLIGHTS
Chennai port is a ISPS Complaint port

Chennai port trust awarded with Certification of ISO 14001:2004
21 deep drafted berths
All weather port
Round the clock operations
Handling multiple cargo, Third position among all major ports
Best efficiency indicators
Pre berthing detention of 0.9Hrs
Average turnover 2.4 Days
Berthing on arrival
Passenger terminal of international standard
Excellent Rail Connectivity
GEOGRAPHICAL LOCATION
Latitude
Longitude
Climate
Time
Temperature
13 degree 06,N
80 degree 18,E
Tropical
5 hrs 30 min + GMT
30 degree maximum 18 degree minimum
Annual rainfall
Spring tides
About 125 cm
1.2 meters
SPECIAL FEATURES
Chennai port is an artificial Harbor.

The port functions under the Ministry of shipping, Road, Transport & Highways.
There are 12 major ports in the country.
Chennai port is governed by a Board of Trustees.
Chennai port is one of the stations as per Indian Railways with HOM as station code
(HARBOUR OF MADRAS)
Ships are brought inside the port based on draught.
The initial of a ship is: M.V. This means Motors Vessel. It is also called as Merchant
Vessel.
A ship comes inside the port with the help of a Tug Boat.
Great mathematician Shri.S.Ramanujam worked at Chennai.
FACILITIES AVAILABLE AT PORT OF CHENNAI
23 Berths. Draft ranging from 8.53 to 17.4 meters.

8 Berths with draft of 11m to 12m for dry bulk, liquid bulk and break bulk cargoes.
Berths equipped with 10T and 15T wharf cranes.
Selected berths are provided with pipeline facilities for handling edible oil, phosphoric
acid, lube oil etc.
Dedicated Passenger / Cruise Terminal of international standards.
150T Floating crane for heavy lift cargoes.
Transit sheds & Warehouse close to the wharves.
BENEFITS PROVIDED TO ITS USERS

23 Berths. Draft ranging from 8.53 to 17.4 meters.
Strategic location close to the International sea route.
Sufficient draught availability, Max 17 meters for Bulk, Max 16.8 for POL .Max 13.4 for
containers.
24*7, 365- Days operation.
Parking space for 4500 cars.
Level Luffing Wharf Cranes.
The Chennai port is one among the major ports having Terminal Shunting Yard and
running their own Railway operations inside the Harbor on the East Coast. The port is
7
having railway lines running up to 68 kms and handles 32% of the total volume of the
cargo, 5343 rakes (292776 wagons) during 2007- 2008.
The port with three Docks, 23 Berths and draft ranging from 12m to 16.5m has become a
hub port for Containers, Cars and Project cargo in the East Coast.
The port has handled an all time high of 57.15 Million Tones of cargo registering an
increase of 7% over previous year. An increase of 20% in handling of cars from 137971
Units in the year 2007- 2008 when compared with 114756 Units in the year 2006- 2007
and an increase of 27% in handling of containers from 1128108 Tues. in the year 20072008 when compared with 885422 Tues. in the year 2006- 2007. The long-term plan for
Chennai port envisages that the port will mainly handle 4Cs i.e. Containers, Cars,
Cruise, and Clean Cargo.
CHAPTER - 2
RESEARCH METHODOLOGY
2.1 INTRODUCTION OF THE STUDY
Budgeting is the basic managerial function. It helps in determining the course of action to be
followed for achieving organizational goals. It means a decision in advance, what to do, how to
do and who will do a particular task? Plans are framed to achieve better results. Control is the
process of checking whether the plans are being adhered to or not, keeping a record of progress,
comparing it with the plans, and then taking corrective measures for future if there is any
deviation. Every business enterprise needs the use to control techniques for surveying in the
highly competitive and changing economic world. There are various control devices in use.
Budgets are the most important tool of profit planning and control. They also act as an instrument
of co-ordination.
DEFINITION:
Budget is defined as a kind of future accounting in which problems of future are met on the paper
before transactions actually occur.
According to CIMA, Official Terminology, A Budget is a financial and/or quantitative statement
prepared prior to a defined period of time, of the policy to be pursed during that period for the
purpose of attaining a give objective.
According to Crown and Howard, A budget is a predetermined statement of management policy
during a given period, which provided a standard for comparison with the results actually
achieved.
NEED OF BUDGET:
To forecast and to plan for the future to avoid losses and maximize profits i.e. to help in
planning.
To bring about coordinations between different function of an enterprise i.e., to help in
co-ordination.
9
To control actual actions by ensuring that actual are in tune with target i.e., to help in
controlling.
2.2TYPES OF BUDGET:
The Budgets are usually classified according to their nature. The following are the types of
budgets, which are commonly used.
a) Classification According to Time:

1. Long-term budgets
2. Short-term budgets
3. Current budget
b) Classification on the basis of function:
1. Operation Budgets
2. Financial Budgets
3. Master Budgets
c) Classification on the basis of Flexibility:
1. Fixed budget
2. Flexible budget
d) Classification on the basis of nature of business:
1.. Capital Expenditure
2. Revenue Expenditure
The economic structure and development of a state depend upon its budget which reflects the
formulations of polices, co-ordinations of economic activities and the control of operations
required to achieve the targets assigned for a period of time. The same is true for business also. A
system of budgets is necessary to plan and control the activities pertaining to production and
sales.
The Chennai port trust is one of the major port trusts according to the port trust act 1908 the port
is under the control of the ministry of shipping, government of India. The Chennai port is
handling several million tones leading to fast development in trade and commerce. The main
objective of Chennai port trust is to give efficient service at minimum cost in shipping related
services and cargo related services.
10
Chennai port trusty statutory provisions, as per section 98 of the major port trust act 1963. the
budget estimates for the next financial year are to be presented in the board meeting and
submitted to the central government.
The government of India, ministry of shipping in its letter no. PD. 21010/2/200/-1/us (1) dated
9 may 2001direct the ports to send the budget estimates by October every year.
The budget estimates taking into considerations of all the departments income and expenditure. It
also prepares capital budgeting, plan and non plan works. They are concentrating the employee
welfare fund and cash budget for the current yare revised estimates budget and the next year
estimate. Budget sent to the government of India, ministry of shipping audit the budget and it to
be approved on 31st march for every year.
th
11
2.3 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:
To study on the budgetary proposal at Chennai port trust.
SECONDARY OBJECTIVES:
To analysis the trend for the past five years.
To forecast total income and total expenses for the five years.
To study the relationship between the estimation of actual and budgeted
expenses.
income and
To make year wise comparisons between the income and expenditure with actual and
budget estimates.
12
2.4 NEED OF THE SDUDY
Budgetary performance of Chennai Port trust provides the chance to easy diversification
of their funds in profitable way.
The comparison result of both estimated with actual gives the betterment of income and
also it is the indication of high expenses.
To find the total income and total expenses for the next four years.
To find the comparison of actual and budgeted income and expenditure for the past 5
years.
13
2.5 SCOPE OF THE STUDY

Any business organization has to look back for its future performance for better resulting
the budgeting helps as a guidelines to calculate for the forth coming years. It shows a
clear cut picture about the changes in the budgets.
This study gives the exact relationship between the actual and budget estimates.
This study deals the income trend for the next four years.
It helps to pin point responsibilities for the employees to do budgetary performance.
14
2.6 LIMITATIONS OF THE STUDY

It focused on accounts departments only, so the research could not reveal the right
picture of Chennai port trust.
The study was based on accounting for which there was no much necessity arises
for me to go to other departments.
Study conducted only for three month with in that no chance to meet and collect entire
details.
The accounts department of Chennai port trust performs all types of conventional
financial analysis, narrowing down the scope of this project.
Figures for the analysis are taken from annual reports. So all the limitations of their
statements will apply to the study.
Study based on secondary data only so for bias may be occur.
The trends which form the core of the study are not invincible. Future is uncertain
and hence trends may change.
15
2.7 SECONDARY DATA

This is taken from the annual reports, websites, company journals magazines and other sources of
information about ICF
2.71 RESEARCH TYPE

ANALYTICAL RESEARCH
Analytical research: - on the other hand, the researcher has to use facts or information
already available, and analyze these to make a critical evaluation of the subject or material
16
2.8 STATISTICAL TOOLS
Comparative statement analysis

Trend analysis
COMPARATIVE STATEMENT ANALYSIS

This is yet another technique used in financial statement analysis. This statement
summaries and presents related data for number of years, incorporating there in change in
individual item of financial statement.
TREND ANALYSIS
Trend analysis is a form of comparative analysis that is often employed to identify current and
future movements of an investment or group of investments.
The process may involve comparing past and current performance as they related to various
institutions in order to project how long the current trend will continue. This type of information
is extremely helpful to organizations who wish to make the most from their investments.
In financial analysis, the direction of changes over a period of years is of crucial importance.
Time series or trend analysis of ratio indicates the direction of changes it might be founding
practice that a number of firms would show a persistent growth over a period of years.
17
CHAPTER-3
REVIEW OF LITERATURE
3.1 BUDGET PARTICIPATION AND JOB PERFORMANCE OF SOUTH
KOREAN MANAGERS MEDIATED BY JOB SATISFACTION AND JOB
RELEVANT INFORMATION, 7TH GLOBAL CONFERENCE ON ECONOMICS
& BUSINESS ON OCT-13-14 ROME, ITALY.
ABSTRACT
This study extends the stream of participative budgeting literature to South
Korean managers. This study employs the path model introduced to this literature by
Leach-Lpez et. To examine and compare the budget participation-performance
relationship for South Korean managers working either for US controlled or Asian
controlled companies in South Korea. The Leach-Lpez et al. path model allows the
examination of the direct effects of budget participation on performance and the indirect
effects between budget participation and performance that run through job satisfaction
and job relevant information. The primary findings of this study are that while there are
strong associations between budget participation and performance for both samples of
managers, the causal mechanisms connecting budget participation to performance are
different among these two groups. The information-communication connection between
budget participation and performance is stronger among the South Korean managers
working for US controlled companies.
3.2 DOES PERFORMANCE BUDGETING WORK? AN ANALYTICAL REVIEW
OF THE EMPIRICAL LITERATURE, AUTHOR: MARC ROBINSON
This paper attempts to ascertain what light the empirical literature sheds on the
efficacy of performance budgeting. Performance budgeting refers to procedures or
mechanisms intended to strengthen links between the funds provided to public sector
entities and their outcomes and/or outputs through the use of formal performance
information in resource allocation decision making. The paper seeks to identify and
examine the literature on "government- wide" performance budgeting systemsthat is,
systems used by central budget decision makers (ministry of finance and political
executive) to link the funding they provide to those agencies' performance. Performance
budgeting principles are, however, applied not only on a government wide basis, but also
in funding systems applied to specific categories of government services. This paper
does not attempt to review the empirical literature on all such "sectoral" performance
budgeting systems. Rather, it undertakes a case study of the literature on one specific
sectoral systemoutput-based hospital funding systems.
18
3.3 BUDGETARY SLACK: FOREIGN RESEARCH AND ENLIGHTENMENT

LITERATURE REVIEW POSTED: 2009-3-17 8:40:00 VISIT: 880 CHINESE
VERSION RELATED NEWS .
ABSTRACT:
In this paper, the Western developed countries since the 20th century, 60 years to
the recent relaxation of the major Research on the budget literature is reviewed,
theoretical research on foreign budgetary slack content, research results and
research paradigms and other major issues were reviewed with a view to foreign
budgetary slack theoretical research to sort out the ideological context, the
research results show the research paradigm to learn from, and on this basis, the
future of research on China's inspiration. Study abroad, budgetary slack, began in
the 20th century, 60 years. With the other elements of management studies, in
addition to drawing on the study of economics and management of the latest
achievements, the general characteristics of the use of econometric models outside
the areas covered is very broad, but very rich in content of In earlier studies,
Cyert and March (1963), believes that budgetary slack from the negotiation
process, Schiff and Lewin (1968) followed by a large Fortune 100 company's three
division found that, after consultation sales target can be easily achieved. Lowe
and Shaw (1968) research shows that sales forecasts will lead to budgetary slack.
They have five large organizations randomly selected 32 managers, and give them
a personal face to face survey, 80% of the respondents clearly recognized that their
negotiations is to relax the budget. Onsi (1973) study concludes that the view that
budgetary slack manipulation will occur in any year. Schiff and Lewin (1968)
estimates that operating costs of division there are about 20% -25%, it should be
attributed to budgetary slack. They pointed out that this ratio is an organization
the actual cost and the smallest possible cost differences.
3.4 CORPORATE BUDGET PLANNING, CONTROL AND PERFORMANCE
EVALUATION IN BAHRAIN, AUTHOR(S): P. L. JOSHI, JAWAHAR ALMUDHAKI, WAYNE G. BREMSER, (DEPARTMENT OF ACCOUNTANCY,
VILLANOVA UNIVERSITY, VILLANOVA, PENNSYLVANIA, USA)
ARTICLE TYPE: RESEARCH PAPER PUBLISHER: MCB UP LTD
ABSTRACT:
Examines budget planning; implementation and performance evaluation practices
by utilizing a questionnaire survey of 54 medium and large sized companies located in
Bahrain. Most of the companies prepare long-range plans and operating budgets, and
they follow a definite budget procedure and implementation methodology. Uses budget
variances to measure a managers ability, for timely recognition of problems, and to
improve the next periods budget. While both the listed and non-listed companies have
reported many similar budget practices, the main differences were specific purposes
served by budgets, degree of budget participation, periodicity of variance reporting, and
19
purposes and authority to evaluate budget variance reports. In certain cases, firm size
influences budgeting practices. Contributes toward filling a gap in the literature on the
use of budgets as a planning and control tool in developing countries. Most prior
studies were mainly confined to advanced countries. The study findings suggest the need
for research on attitudes held by the budge tees towards the use of budget variances in
the context of advanced management accounting techniques.
3.5
BUDGET
AND
BUDGETARY
CONTROL
FOR
IMPROVED
PERFORMANCE: A CONSIDERATION FOR SELECTED FOOD AND
BEVERAGES
COMPANIES IN NIGERIA, ISHOLA RUFUS AKINTOYE
,DEPARTMENT OF ECONOMICS, FACULTY OF THE SOCIAL SCIENCES
UNIVERSITY
ABSTRACT
Budget and Budgetary control, both at management and operational level looks at
the future and lays down what has to be achieved. Control checks whether or not the
plans are realized, and puts into effect corrective measures where deviation or shortfall is
occurring. This study examines how budget and budgetary control can impact on the
performance of the selected food and beverages companies in Nigeria, as considered in
this study, being a sample of the entire population of the firms in the Nigerian
Manufacturing Industry. We reviewed the performance of the Nigeria manufacturing
industry in previous and recent times. We found out that the performance of this industry
leaves much to be desired due to factors such as neglect of the industry due to over
dependence on crude oil, epileptic power supply, collapsing infrastructures, unfavorable
sectorial reforming among others and have resulted in low capacity utilization of the
manufacturing industry. An empirical investigation was undertaken, using the simple
correlation analytics technique specifically the Pearson product movement correlation
coefficient. In most of he cases considered, established the presence of strong
relationship between turnover as a variable of budget and performance indicators EPS,
DPS and NAS, of the selected food and beverages companies. Following our findings,
we advise managers and business operators (not only in the manufacturing industry) to
pay more attention to their budgetary control systems, for those without an existing
budgetary control system, they should put one in place, and those with a dummy or
passive budgetary control system, it is time they re-established a result-oriented
budgetary control system as it goes a long way in repositioning the manufacturing
industry from its creeping performance level to an improved high capacity utilization
point. The paper proposes an "indirect-effects" model linking participation in budgetsetting with managerial performance. Motivation was selected as an intervening variable
to explore the proposed model in a field study setting. A significant positive association
between participation and performance was observed. However, the indirect path linking
participation and performance through motivation was found to explain only a small
amount of the relationship.
20
3.6 THE INFLUENCE OF FAIRNESS PERCEPTIONS AND GOAL

COMMITMENT ON MANAGERS' PERFORMANCE IN A BUDGET
SETTING,BY WENTZEL,KRISTIN
PUBLICATION: BEHAVIORAL
RESEARCH IN ACCOUNTING DATE: TUESDAY, JANUARY 1 2002.
ABSTRACT
Recent budgeting research suggests that fairness perceptions play a role in
performance. In particular, prior work demonstrates a positive relation between fairness
and performance during budgeting. The process by which fairness perceptions translate
into improved performance, however, remains unaddressed. This study contributes to the
accounting literature by investigating whether fairness perceptions improve performance
via participation by increasing managers' commitment to budgetary goals. Structural
equation models are proposed in which both fairness perceptions and goal commitment
influence managers' performance during budgeting. Questionnaire data collected from
one field site in the midst of downsizing were used to test the models. The results suggest
that increased participation during budgeting fosters a sense of fairness, which, in turn,
increases managers' commitment to budgetary goals and subsequently enhances
performance ratings. The direct path between fairness perceptions and performance,
however, appears to be insignificant when goal commitment is considered.
21
CHAPTER-4
DATA ANALYSIS AND INTERPRETATION
4.1 TREND ANALYSIS
TABLE-4.1.1 TREND ANALYSIS OPERATING INCOME
2010-11
2011-12
2012-13
2013-14
2014-15
Income (Rupees in lakhs)

53,497.18
62,809.45
67,149.38
71,835.05
68,391.14
Trend
100
129
150
167
172
INFERENCE
The operating income is increasing trend over the last 5 years. The income for the
year 2014-15 was Rs 172 % as against 167 % for the year 2013-14.
22
CHART-4.1.1
TREND ANALYSIS OPERATING INCOME
23
TABLE-4.1.2
TREND ANALYSIS CARGO HANDLING AND STORAGE CHARGES
Year
2010-11
2011-12
2012-13
2013-14
2014-15

33,203.28
40,568.45
43,500.66
46,297.91
44,531.74
Trend
100
122
107
106
96
INFERENCE
Cargo handling and storage charges income were in the increasing trend over
the last 5 years. The income for the year 2014-15 is 96% as against 106% for the year 2013-14.
CHART-4.1.2
24
TREND ANALYSIS CARGO HANDLING AND STORAGE CHARGES
TABLE-4.1.3
25
Year
2010-11
2011-12
2012-13
2013-14
2014-15

14,325.78
14,695.87
16,951.27
19,597.07
19,110.83
Trend
100
102
118
135
132
INFERENCE
The port and dock work charges income were in the increase trend over the last 5 years. It is in
the year 2014 -15 the income trend was 132% as against 135% of its previous year 2013-14.
CHART-4.1.3
26
TABLE-4.1.4
27
Year
2010-11
2011-12
2012-13
2013-14
2014-15

4,766.51
5,073.98
4,834.6
42,71.93
28,67.79
Trend
100
107
102
88
67
INFERENCE
The income trend of railway earnings is fluctuating. In the year 2012 13 the actual trend
value 102% this is decreased to 67 % in the year 2014 -15.
CHART-4.1.4
28
TABLE-4.1.5
29
Year
2010-11
2011-12
2012-13
2013-14
2014-15

1,201.61
2,471.15
1,862.25
1,668.15
1,880.97
Trend
100
205
154
137
154
INFERENCE
The estate rentals income was fluctuating for the past 5 years. It is in the year 2012 13 the trend
Decreased to 154% compared to its previous year of 205% and then further decrease in trend.
CHART-4.1.5
30
TABLE-4.1.6
31
Year
2010-11
2011-12
2012-13
2013-14
2014-15

7,201.62
8,603.65
11,924.02
11,608.73
13,467.15
Trend
100
120
166
162
187
INFERENCE
The container handling incomes were in the increasing trend. In the year 2012 13 it was a
rapid growth up to 166% and further increase in trend to 187 % during 2014-15.
CHART-4.1.6

32
TABLE-4.1.7
33
TREND ANALYSIS OF FINANCIAL AND MISCELLANEOUS INCOME
Year
2010-11
2011-12
2012-13
2013-14
2014-15

13,873.27
26,231.11
18,194.14
18,479.56
19,185.24
Trend
100
190
131
133
138
INFERENCE
The finance and miscellaneous income trend were in fluctuating, it is in the year 2011 12 the
trend increased to 190% as against 100% of its previous year and further decrease in trend.
CHART-4.1.7
TREND ANALYSIS OF FINANCIAL AND MISCELLANEOUS INCOME

34
TABLE-4.1.8
35
Year
2010-11
2011-12
2012-13
2013-14
2014-15

2,01,225.25
2,06,697.41
3,74,719.7
2,38,037.69
2,,13,443.48
Trend
100
103
187
119
106
INFERENCE
The total income is fluctuating trend for the past 5 years. It is in the year 2012 13 the
income increased to 187% compared to its previous year of 103% and further decreased.
CHART-4.1.8
36
TABLE-4.1.9
37
Year
2010-11
2011-12
2012-13
2013-14
2014-15
Expenses (lakhs)
34,808.32
40,085.49
45,551.25
53,284.47
57,972.98
Trend
100
115
131
154
168
INFERENCE
The operating expenses are in the increasing trend for the past 5 years. It is in the year 2013-14
expenses trend increased to 154 % from 131% of its previous year.
CHART-4.1.9
38
TABLE-4.1.10

CHARGES EXPENSE
39
Year
2010-11
2011-12
2012-13
2013-14
2014-15
Expenses (Rupees in lakhs)

12,388.14
13,699.08
16,303.60
18,319.83
19,457.94
Trend
100
111
132
142
157
INFERENCE
The cargo handling and storage expenses were in increasing trend for the past 5 years. It
is in the year 2013-14 the expenses trend was increased to 142% and further increase of 157% the
next year 2014-15.
CHART-4.1.10
40

CHARGES EXPENSE
TABLE-4.1.11
41
Year
2010-11
2011-12
2012-13
2013-14
2014-15
Expenses (Rupees in lakhs)

5,591.16
6,396.43
6,972.74
7,946.29
9,384.13
Trend
100
115
125
142
168
INFERENCE
The port and dock charges expenses were in increasing trend. It is in the year 2014-15 the
trend increased to 168% from 142% of its previous year.
CHART-4.1.11
42
TABLE-4.1.12
TREND ANALYSIS OF RAILWAY WORKING EXPENSES

43
Year
2010-11
2011-12
2012-13
2013-14
2014-15
Expenses (lakhs)
2,349.23
2,716.12
2,781.01
3,778.18
4,099.39
Trend
100
116
119
161
175
INFERENCE
The railway working expenses were in increasing trend over the past 5 years. It showed a rapid
increase of 161% during the year 2013-14 compared to its previous years.
CHART-4.1.12
TREND ANALYSIS OF RAILWAY WORKING EXPENSES
44
TABLE-4.1.13
Year
2010-11
Expenses (Rs in lakhs)

460.93
45
Trend
100
2011-12
2012-13
2013-14
2014-15
523.71
564.13
736.31
843.54
114
123
160
183
INFERENCE
The estate rentals expenses trend were increasing over the past 5 years. It showed a
gradual increasing trend in 2010-11, and major increase during the year 2014-15 of 183 %.
CHART-4.1.13
46
TABLE-4.1.14
EXPENSES
47
Year
2010-11
2011-12
2012-13
2013-14
2014-15

14,018.84
16,750.13
18,929.76
22,503.86
24,187.96
Trend
100
119
134
159
170
INFERENCE
The management and administration expenses were in the increasing trend over the past 5
years. it showed a rapid increase in trend for every year and during the year2013-14 it showed
major increase of 159% compared to its previous years.
CHART-4.1.14
48

EXPENSES
TABLE-4.1.15
49

EXPENSES
Year
2010-11
2011-12
2012-13
2013-14
2014-15

6,283.60
5,829.13
13,126.53
15,914.75
22,796.96
Trend
100
93
209
253
362
INFERENCE
The finance and miscellaneous expenses trend were fluctuating. it is in the year the year
2011-12 the expenses is reduced to 93% from 100% of its previous year. And major increase of
253% the next year 2014-15.
CHART-4.1.15
50

EXPENSES
TABLE-4.1.16
51
Year
2010-11
2011-12
2012-13
2013-14
2014-15

36,189.84
41,091.92
45,914.63
58,677.78
69,199.22
Trend
100
114
127
162
191
INFERENCE
The total expenses are in increasing trend over the last 5 years. it is in the year 2013-14 it
showed a major increase of 162 compared to its previous year of 127 %. And further increase the
next year of 191%.
CHART-4.1.16
52
YEAR WISE COMPARATIVE STATEMENT OF INCOME AND EXPENDITURE

4.2 COMPARATIVE ANALYSIS
53
TABLE 4.2.1
TABLE SHOWING THE COMPARISON FOR THE YEAR: 2010-11
S.no
1
2
3
4
5
1
2
3
4
5
Particulars
(A) Operating Income
Cargo handling & storage
Port &Dock charges
Railway Earnings
Estate Rentals
Container handling
Sub total
(B) Expenditure
Traffic department
Marine department
Civil department
Electrical & Mechanical
Administrative
department
Sub total
Operating surplus
Actual
2010-11
Budget
2010-11
Increase or
Decrease
19140.8
11975.07
3491.72
1360.15
7201.62
43169.36
6167.62
2542.28
3508.2
10799.88
15915
3225.8
11090
885.07
2981
510.72
335
1025.15
8142
-940.38
38463
4706.36
(Rs in lakhs)
5335
832.62
2292
250.28
3523
-14.8
10600
199.88
8276.97
31294.52
11874.84
7131
28881
9582
1145.97
2413.52
2292.84
% of amt inc/dec
(Rs in lakhs)
20.26
7.98
17.13
306.01
-11.54
12.23
15.60
10.91
-0.42
1.88
16.07
8.35
23.92
INFERENCE
OPERATING INCOME
In estate rentals, budget value is Rs 335 lakhs but actual value obtained is Rs 1360.15 lakhs.
Variation between those two is Rs1025.15 lakhs. Due to increase in rent from buildings and other
assets of port.
In cargo handling the budget estimates was Rs 15915 lakhs but the actual obtained was Rs
19140.8 lakhs it showed a tremendous variance of Rs 3225.8 lakhs. Due to mass usage of port
warehouse by the cargos and handling of iron ore etc.
54
OPERATING EXPENDITURE
In administration department the budget estimates was Rs 7131 lakhs, but the actual obtained was
Rs 8276.97 lakhs. The difference showed Rs 1145.97 lakhs increase in expenses. Due to the
expenses met for various departments like vigilance, central industrial force, material
management etc.
55
TABLE 4.2.2
COMPARATIVE STATEMENT FOR THE YEAR: 2011-12
S.no
Particulars
Actual
2011-12
Budget Increase or
2011-12 Decrease
(A) Operating income
% of amt inc/dec
(Rs in lakhs)
1 Cargo handling & storage
24599.63
18966
5633.63
29.70
2 Port &Dock charges
14325.78
12544
1781.78
14.20
3 Railway Earnings
4766.51
3300
1466.51
44.43
4 Estate Rentals
1201.61
1173
28.61
2.43
5 Container handling
8603.65
8130
473.65
5.82
53497.18
44113
9384.18
21.27
Sub total
(B) Expenditure
(Rs in lakhs)
1 Traffic department
6538.66
6339
199.66
3.14
2 Marine department
2755.46
2716.2
39.26
1.44
3 Civil department
3620.73
4802
-1181.27
-24.59
4 Electrical & Mechanical

Administrative
5 department
12261.63
10668.1
1593.53
14.93
9631.84
8125.7
1506.14
18.53
34808.32
32651
2157.32
6.60
18688.86
11462
7226.86
63.05
Sub total
Operating surplus
INFERENCE:
OPERATING INCOME
In railway earnings the budget estimates was Rs 3300 lakhs, But the actual obtained during the
year was Rs 4766.51 lakhs. It showed tremendous variance of 1466.51lakhs. Due to transportation
of cargos, petroleum and chemicals etc.
OPERATING EXPENSES
In civil department the budget estimates was Rs 4802 lakhs, but the actual obtained during the
year was Rs 3620.73 lakhs. the expenses reduced due less purchase of office equipment and other
tools .
56
TABLE 4.2.3
S.no
1
2
3
4
5
1
2
3
4
5
Particulars
Port &Dock charges
Railway Earnings
Estate Rentals
Container handling
Sub total
(B) Expenditure
Traffic department
Marine department
Civil department
Administrative department
Sub total
Operating surplus
Actual
2012-13
28644.43
14695.87
5073.98
2471.15
11924.02
62809.45
7872.22
3431.28
4628.14
13817.99
10335.87
40085.87
22723.95
Budget Increase or % of amt inc/dec

2012-13 Decrease
(Rs in lakhs)
23154.3
5490.13
23.71
13859.02
836.85
6.03
3940.2
1133.78
28.77
1057.58
1413.57
133.66
9604.9
2319.12
24.14
51616
11193.45
21.68
(Rs in lakhs)
7078
794.22
11.22
3213
218.28
6.79
4618
10.14
0.21
12298
1519.99
12.35
9698
637.87
6.57
36905
3180.87
8.61
14711
8012.95
54.46
INFERENCE:
OPERATING INCOME
The estate rentals budget estimates was Rs 1057.58 lakhs, but the actual obtained during the year
was Rs 2471.15 lakhs. Showing a huge variance of Rs 1413.57 lakhs. due to increase in rent
amount by the port on its buildings and receipts from container handling etc.
In civil department the budget estimated was Rs 4618 lakhs, but he actual obtained during the
year was 4628.14. it has showed a little variance of Rs 10.14 lakhs. Due to expenses met for
marine survey and maintenance (south zone) maintenance (north zone).
TABLE 4.2.4
57
S.no
1
2
3
4
5
1
2
3
4
5
Particulars
Port &Dock charges
Railway Earnings
Estate Rentals
Container handling
Sub total
(B) Expenditure
Traffic department
Marine department
Civil department
Administrative department
Sub total
Operating surplus
Actual
2013-14
Budget
2013-14
31891.93
16951.27
48341.6
1862.25
11608.73
67149.38
26185.60
15435.07
4820.00
1978.19
11054.44
59473.3
8256
3939.76
5381.36
15664.34
12309.03
7155
3836
4703
13935
11218
45551.26
21598.12
40847
18626.3
Increase or
Decrease
% of amt inc/dec
(RS in lakhs)
5706.33
21.79
1516.2
9.82
43521.6
902.93
-115.94
-5.86
554.29
5.01
7676.08
12.90
(Rs in lakhs)
1101
15.38
103.76
2.70
678.36
14.42
1729.34
12.41
1091.03
9.72
4704.26
2971.82
11.51
15.95
INFERENCE:
OPERATING INCOME
In railway earnings the budget estimated was Rs 4820 lakhs, but the actual obtained during the
year was Rs 48341.6 lakhs. It showed a very huge variance of Rs 43521.6 lakhs. Due to increase
in terminal charges tariff by the port during the year and transportation of cargo.
OPEARTING EXPENDITURE
In marine department the budget estimates was Rs 3836 lakhs, but the actual obtained during the
year was Rs 3939.76 lakhs. It showed variance of Rs 103.76 lakhs in expenses, due to less
expenses in maintenance and repair, and port fire services Including in it.
TABLE 4.2.5
COMPARITIVE STATEMENT FOR THE YEAR: 2014-15

58
S.no
1
2
3
4
5
1
2
3
4
5
Particulars
Port &Dock charges
Railway Earnings
Estate Rentals
Container handling
Sub total
(B) Expenditure
Traffic department
Marine department
Civil department
Administration department
Sub total
Operating surplus
Actual
2014-15
Budget
2014-15
Increase or
Decrease
32830.75
19597.07
4271.93
1668.15
13467.15
71835.05
31687
16200
5360
2142
14171.7
69560.7
1143.75
3397.07
-1088.07
-473.85
-704.55
2274.35
10112.23
6661.23
5432.28
16271.49
14807.24
53284.47
18550.58
8275
4452
7187
16272
12753
48939
20621.7
1837.23
2209.23
-1754.72
-0.51
2054.24
4345.47
-2071.12
% of amt inc/dec
(Rs in lakhs)
3.60
20.96
-20.29
-22.12
-4.97
3.26
(Rs in lakhs)
22.20
49.62
-24.41
-0.00
16.10
8.87
-10.04
INFERENCE;
OPERATING INCOME
In port and dock charges the budget estimate was Rs 16200 lakhs, but the actual obtained was Rs
19597.07 lakhs, it showed huge variance of Rs 3397.07 lakhs. Due to hire both charges increased
by the port and increase in pilotage fees .
In civil department budget estimates during the year was Rs 7187 lakhs, but the actual obtained is
Rs 5432.28.the expenses was showed variance of Rs1754.71lakhs.Due to decrease in purchase of
tools and machinery and in maintenance of south zone and north zone of port.
CHAPTER-5
5.1SUGGESTION
The existing method of Zero Based budgeting method is followed in Chennai port trust
does not control the actual expenses when its exceeds the actual.
59

Hence Performance based budgeting method may be followed. When the actual expenses
exceeds the budgeted, it must be reported to the head office and necessary steps to be taken to
reduce the unwanted expenses.
Revised estimates of the previous year must be analyzed in a proper manner before
preparing the budget estimates.
5.2CONCLUSION
The main emphasis of budgeting is to control organizational activities and related expenditure.
The traditional method followed by them is not satisfactory since it does not predict the accurate
about the future.
60
Hence necessary steps must be taken to adopt the performance based budgeting method. With
the development of new plant at Ennore the expenses may reduce in future.
Thus suggestion will help the organization in achieving its goals.
BIBLOGRAPHY
BOOKS
1.
Financial and Management Accounting by T.S.Reddy and Y.Hari Prasad

Reddy.
2.
Five year financial statements.

61
WEBSITES
1.
www.Chennaiport.gov.in
2.
www.google.com
62

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A Study Report On Budegtary Control

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A STUDY REPORT ON BUDEGTARY CONTROL

SUMMER INTERNSHIP REPORT

SRM SCHOOL OF MANAGEMENT

MASTER OF BUSINESS ADMINSTRATION

Mr. R. SEETHARAMAN, Asst. Professor

SRM SCHOOL OF MANAGEMENT

Certificate yet to be issued by the Company

award of the Degree of Master of Business

SRM School of Management

Certified that this project report titled A STUDY REPORT ON BUDEGTARY

Submitted for the viva-voce examination held on -----------------------

REVIEW OF THE LITERATURE

Data Analysis And Interpretation

TREND ANALYSIS CARGO HANDLING AND

TREND ANALYSIS OF RAILWAY EARNINGS INCOME

TREND ANALYSIS OF ESTATE RENTALS INCOME

TREND ANALYSIS OF CONTAINER HANDLING

TREND ANALYSIS OF FINANCIAL AND

TREND ANALYSIS OF TOTAL OPERATING INCOME

TREND ANALYSIS OF OPERATING EXPENSES

TREND ANALYSIS OF CARGO HANDLING AND

TREND ANALYSIS OF PORT AND DOCK CHARGES

TREND ANALYSIS OF RAILWAY WORKING

TREND ANALYSIS OF ESTATE RENTAL EXPENSES

TREND ANALYSIS OF MANAGEMENT AND

TREND ANALYSIS OF FINANCE AND

TREND ANALYSIS OF TOTAL EXPENSE

TABLE SHOWING THE COMPARISON FOR THE

TABLE SHOWING THE COMPARISON FOR THE

TABLE SHOWING THE COMPARISON FOR THE

TABLE SHOWING THE COMPARISON FOR THE

TABLE SHOWING THE COMPARISON FOR THE

TREND ANALYSIS CARGO HANDLING AND STORAGE

TREND ANALYSIS OF RAILWAY EARNINGS INCOME

TREND ANALYSIS OF ESTATE RENTALS INCOME

TREND ANALYSIS OF CONTAINER HANDLING INCOME

TREND ANALYSIS OF FINANCIAL AND MISCELLANEOUS

TREND ANALYSIS OF TOTAL OPERATING INCOME

TREND ANALYSIS OF OPERATING EXPENSES

TREND ANALYSIS OF CARGO HANDLING AND STORAGE

TREND ANALYSIS OF PORT AND DOCK CHARGES

TREND ANALYSIS OF RAILWAY WORKING EXPENSE

TREND ANALYSIS OF ESTATE RENTAL EXPENSES

TREND ANALYSIS OF MANAGEMENT AND ADMINISTRATION

TREND ANALYSIS OF FINANCE AND MISCELLANEOUS

TREND ANALYSIS OF TOTAL EXPENSES

1.1 INDUSTRY PROFILE

1.2 COMPANY PROFILE

Chennai port is a ISPS Complaint port

Chennai port is an artificial Harbor.

FACILITIES AVAILABLE AT PORT OF CHENNAI

23 Berths. Draft ranging from 8.53 to 17.4 meters.

BENEFITS PROVIDED TO ITS USERS

a) Classification According to Time:

2.3 OBJECTIVES OF THE STUDY

2.4 NEED OF THE SDUDY

2.5 SCOPE OF THE STUDY

2.6 LIMITATIONS OF THE STUDY

2.7 SECONDARY DATA

2.71 RESEARCH TYPE

2.8 STATISTICAL TOOLS

Comparative statement analysis

COMPARATIVE STATEMENT ANALYSIS