Beruflich Dokumente
Kultur Dokumente
Control
By Aakrati Rampal, Sauumye Chauhan, Jhanvi Dang, Shivani Sisodia & Hashmeet Kaur
What
is a
Budget
?
It expresses strategic plans of business
units, organizations, activities or events in
measurable terms.
What
Is
Budget
ary
Control
?
Aim of planning is to first define the broad aims and objectives of the
businesses. Then, strategies to achieve the desired goals are formulated
and tentative schedule of the proposed combinations of the various
factors of production, which is the most profitable for the defined period.
Coordination
Controls
And
Performance
Evaluation
All people in the organization must know the objectives, policies and
Budget
ProductionBudget
LaborBudget
SellingandDistribut
ion
OverheadBudget
FactoryOverheadBu
dget
Master Budget
Current
MaterialsBudge
t
Cash Budget
Long-Term
Sales Budget
CapitalExpenditure
Budget
Short-Term
According to
Function
Administrative
ExpensesBudget
According
to Time
According
to
Flexibility
Fixed
Budget
Flexible
Budget
Long
Term
Budget
Thebudgetsarepreparedtoshowthelong
term
planningofthe organization.
Thisbudgetispreparednormallyforaperio
dof5to 10years.
Example: Capital expenditure budget,
research and development, long term
finances etc.
Accordi
ng
To Time
Short
Term
Budget
Shorttermbudgetsarethosewhichhaveto
be
preparedforaperiodofoneortwoyears.
Example:CashBudget,MaterialBudgetet
c.
Current
Budget
Currentbudgetisonewhichhastobeprep
ared
foraveryshortperiodsayamonthoraqu
arteryearandisrelatedtothecurrent
conditions.
Accord
ing to
Functio
n
Sales
Budget
Salesbudgetisaforecastoftotalsales(vol
ume)
duringthebudgetperiod.
Itmaycontaintheinformationregardingth
esales,
monthwise,productwise,andareawise.
Thisbudgetis
preparedbythesalesmanager.
Product
ion
Budget
Theobjectiveofthisbudgetistodetermine
the
quantityofproductionfora
budgetedperiod.
Inotherwords,itisaquantity
ofunitstobeproducedduringabudgetper
iod.
Materia
ls
Budget
Materialprocurementbudgetisanestimate
of
quantitiesofrawmaterialstobepurchased
for
production
duringthebudgetperiod.Ithelpsthe
organization
toformulateeffectivepurposepolicy
Materialsbudgetshouldbepreparednorma
ofrawmaterials.
llytaking intoaccountthe
followingfactorsi.e.,availabilityof
finance,storagefacilities,pricetrendsinth
Accord
ing to
Functio
n
Accord
ing to
Functio
n
Accord
ing to
Functio
n
Accordi
ng to
Flexibil
ity
Maste
r
Budge
t
Theaggregationofalllower- level
budgets produced bya
company'svariousfunctionalareas
Alsoincludesbudgetedfinancialstatem
ent,a cash forecast
andafinancingplan.
Typicallypresentedineither
amonthly format
quarterlyformat
Usuallycoversacompany'sentirefiscal
year
Isthecentralplanningtoolthatamanag
ement
teamuses
Todirect
theactivitiesofacorporation
Tojudgetheperformanceofitsvariou
Thebudgetsthatrollupintothemasterbudgetin
clude:
Directlaborbudget
Directmaterialsbudget
Endingfinishedgoodsbudget
Manufacturingoverheadbudget
Productionbudget
Salesbudget
Sellingandadministrativeexpensebudget
Oncethemasterbudgethasbeenfinalized,thea
ccounting staffmayenteritintothe companys
accounting software, so that software can issue
the financial reports
comparingbudgetedandactualresults.
Zero
Base
Budgeti
ng
Aplanningandbudgetingprocess
whichrequireseachmanagerto
justifyhisentirebudgetrequestin
detailfromscratch(hencezerobase)
Shiftstheburdenofprooftoeach
manager to justify why
heshouldspendmoneyatall.
Theapproachrequiresthatall
activitiesbeanalyzedindecision
packageswhichareevaluatedby
systematicanalysisandrankedintheor
derofimportance.
Stepsi
n
Zero
Base
Budgeti
ng
1.Determinationofobjectives
2.Determinationofextentof
application
3.Identificationofdecision
makingunits
4.Throughthecostbenefitanalysis
5.Preparationofbudgets
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