ࡱ> q` pbjbjqPqP 4::g dddd ӆӆӆ]______$hdӆӆӆӆ [[[ӆ l  ][ӆ][[N|,  o^d߇`i0|0p`?`` ` ӆӆ[ӆӆӆӆӆ3(ӆӆӆӆӆӆӆ$FJ5J BUDGETARY CONTROL Budget is a plan which is expressed in terms of definite members: Eg. of a plan Production has to be increased in the next quarter Eg. of a budget Production has to improve by 10000 units from the last quarter to the next quarter. Definitions: According to ICMA budget is a financial & / quantitative statements, prepared & approved prior to a defined period of time of the policy to be pursued during that period for the purpose of attaining a given objective. They may include income, expenditure & the employment of capital. Budgetary Control It is the process of utilizing the various budgets like production budget, sales budget, etc,. for the purpose of internal control. This is done with intention of minimizing the wastage & maximizing the efficiency of various departments. According to ICMA terminology budgetary control as the establishment of budgets relating the responsibilities of executives to the requirements of the policy & the continuous comparison of actual with the budgeted results either to secure by individual actions the objective of that policy to provide basis for its revision. Steps involved in the Budgetary Control Techniques: Fise the objectives clearly. Formulating the necessary plans to ensure that the desired objectives are achieved. Translating the plans into budgets. Relating the responsibilities of executives to the budgets. Continuous comparison of the actual results with that of the budget & the ascertainment of deviations (Positive/negative). Investigating into the deviations & establishing the causes. Presentation of information to the management relating the variances to individual responsibilities. Corrective action of the management to present recurrence of variance Types of Budget   Based on Functions Based on Rigidity Master Budget:- It is a budget which summarises all the functional budgets. According to ICMA, A master budget is the summary budget incorporating its components functional budgets & which is finally approved, adapted & employed. According to ICMA, A budget which is designed to remain unchanged irrespective of the volume of output/turnover attained. Fixed Budget. * According to ICMA, A budget which, by recognising the difference in behaviour between fixed & variable cost in relation to fluctuations in output/turnover, is designed to change appropriately with such fluctuations. BUDGETARY CONTROL Meaning of Budget: According to Brown and Howard, A budget is a pre-determined statement of management policy during a given period which provides a standard for comparison with the results actually achieved. Budgeting: The act of preparing budgets is called budgeting. In the words of Batty, the entire process of preparing the budgets is known as budgeting. Meaning of Budgetary Control: Budgetary control is a system of controlling costs through preparation of budgets. Budgeting is thus only a part of budgetary control. According to CIMA, Budgetary control is the establishment of budgets relating the responsibilities of executives of a policy & the continuous comparison of the actual with the budgeted results, either to secure by individual actions the objective of that policy to provide basis for its revision. Forecast & Budget: It is important to note carefully the distinction between a forecast and a budget. A forecast is a prediction of what may happen as a result of a given set of circumstances. It is an assessment of probable future events. A budget, on other hand, is a planned exercise to achieve a target. It is based on the pros and Cons of a forecast. Forecasting thus precedes the preparation of a budget. Thus the main point of distinction between the two is that forecast is concerned with probable events while budget relates to planned events. Furthermore, forecast can be made by anybody, whereas a budget, being an enterprise objective, can be set only by the authorized management. Objectives of Budgetary Control The following are the objectives of a budgetary control system: Planning: A budget provides a detailed plan of action for a business over definite period of time. Detailed plans relating to production, sales, raw material requirements, labour needs, advertising and sales promotion performance, research and development activities, capital additions etc., are drawn up. By planning many problems are anticipated long before they arise and solutions can be sought through careful study. Thus most business emergencies can be avoided by planning. In brief, budgeting forces the management to think ahead, to anticipate and prepare for the anticipated conditions. Co-ordination: Budgeting aids managers in co-ordinating their efforts so that objectives of the organisation as a whole harmonise with the objectives of its divisions. Effective planning and organisation contributes a lot in achieving coordination. There should be coordination in the budgets of various departments. For example, the budget of sales should be in coordination with the budget of production. Similarly, production budget should be prepared in co-ordination with the purchase budget, and so on. Communication: A budget is a communication device. The approved budget copies are distributed to all management personnel which provides not only adequate understanding and knowledge of the programmes and policies to be followed but also gives knowledge about the restrictions to be adhered to. It is not the budget itself that facilitates communication, but the vital information is communicated in the act of preparing budgets and participation of all responsible individuals in this act. Motivation: A budget is a useful device for motivating managers to perform in line with the company objectives. If individuals have actively participated in the preparation of budgets, it act as a strong motivating force to achieve the targets. Control: Control is necessary to ensure that plans and objectives as laid down in the budgets are being achieved. Control, as applied to budgeting, is a systematized effort to keep the management informed of whether planned performance is being achieved or not. For this purpose, a comparison is made between plans and actual performance. The difference between the two is reported to the management for taking corrective action. Performance Evaluation: A budget provides a useful means of informing managers how well they are performing in meeting targets they have previously helped to set. In many companies, there is a practice of rewarding employees on the basis of their achieving the budget targets or promotion of a manager may be linked to his budget achievement record. Advantages of Budgetary Control: Budgetary control provides the following advantages: Budgeting compels managers to think ahead i.e. to anticipate and prepare for changing conditions. Budgeting co-ordinates the activities of various departments and functions of the business. It increase production efficiency, eliminates waste and controls the costs. It pinpoints efficiency or lack of it. Budgetary control aims at maximization of profits through careful planning and control. It provides a yardstick against which actual results can be compared. It shows management where action is needed to remedy a situation. It ensures that working capital is available for the efficient operation of the business. It directs capital expenditure in the most profitable direction. It instills into all levels of management a timely, careful and adequate consideration of all factors before reaching important decisions. A budget motivates executives to attain the given goals. Budgetary also aids in obtaining bank credit. Budgeting also aids in obtaining bank credit. A budgetary control system assists in delegation of authority and assignment of responsibility. Budgeting creates cost consciousness and introduces an attitude of mind in which waste and efficiency cannot thrive. Limitations of Budgetary Control The list of advantages given above is impressive, but a budget is not a cure all for organisational ills. Budgetary control system suffers from certain limitations and those using the system should be fully aware of them. The budget plan is based on estimates: Budgets are based on forecasting cannot be an exact science. Absolute accuracy, therefore, is not possible in forecasting and budgeting. The strength or weakness of the budgetary control system depends to a large extent, on the accuracy with which estimates are made. Thus, while using the system, the fact that budget is based on estimates must be kept in view. Danger of rigidity: A budget programme must be dynamic and continuously deal with the changing business conditions. Budgets will lose much of their usefulness if they acquire rigidity and are not revised with the changing circumstances. Budgeting is only a tool of management: Budgeting cannot take the place of management but is only a tool of management. The budget should be regarded not as a master, but as a servant. Sometimes it is believed that introduction of a budget programme alone is sufficient to ensure its success. Execution of a budget will not occur automatically. It is necessary that the entire organisation must participate enthusiastically in the programme for the realisation of the budgetary goals. Expensive Technique: The installation and operation of a budgetary control system is a costly affair as it requires the employment of specialised staff and involves other expenditure which small concerns may find difficult to incur. However, it is essential that the cost of introducing and operating a budgetary control system should not exceed the benefits derived therefrom. Essentials of Effective Budgeting: A budgetary control system can prove successful only when certain conditions and attitudes exist, absence of which will negate to a large extent the value of a budget system in any business. Such conditions and attitudes which are essential for effective budgeting are as follows: Support of Top Management: If the budget system is to be successful, it must be fully supported by every member of the management and the impetus and direction must come from the very top management. No control system can be effective unless the organisation is convinced that the top management considers the system to be import. Participation by Responsible Executives: Those entrusted with the performance of the budgets should participate in the process of setting the budget figures. This will ensure proper implementation of budget programmes. Reasonable Goals: The budget figures should be realistic and represent reasonably attainable goals. The responsible executives should agree that the budget goals are reasonable and attainable. Clearly Defined Organisation: In order to derive maximum benefits from the budget system, well defined responsibility centres should be built up within the organisation. The controllable costs for each responsibility centres should be separately shown. Continuous Budget Education: The best way to ensure the active interest of the responsible supervisors is continuous budget education in respect of objectives, potentials & techniques of budgeting. This may be accomplished through written manuals, meetings etc., whereby preparation of budgets, actual results achieved etc., may be discussed. Adequate Accounting System: There is close relationship between budgeting and accounting. For the preparation of budgets, one has to depend on the accounting department for reliable historical data which primarily forms the basis for many estimates. The accounting system should be so designed so as to set up accounts in terms of areas of managerial responsibility. In other words, responsibility accounting is essential for successful budgetary control. Constant Vigilance: Reports comparing budget and actual results should be promptly prepared and special attention focused on significant exceptions i.e. figures that are significantly different from those expected. Maximum Profit: The ultimate object of realizing the maximum profit should always be kept uppermost. Cost of the System: The budget system should not cost more than it is worth. Since it is not practicable to calculate exactly what a budget system is worth, it only implies a caution against adding expensive refinements unless their value clearly justifies them. Integration with Standard Costing System: Where standard costing system is also used, it should be completely integrated with the budget programme, in respect of both budget preparation and variance analysis. Standard Costing VS. Budgetary Control Standard costing and budgetary control have the common objective of cost control by establishing pre-determined targets. The actual performances are measured and compared with the pre-determined targets for control purposes. Both the techniques are of importance in their respective fields and are complementary to each other. Points of Similarity: There are certain basic principles which are common to both standard costing and budgetary control. These are: The establishment of pre-determined targets of performance The measurement of actual performance The comparison of actual performance with the pre-determined targets. The analysis of variances between the actual and the standard performance To take corrective measures, where necessary. Points of Difference: In spite of so much similarity between standard costing and budgetary control, there are some important differences between the two, which are as follows: Standard CostingBudgetary ControlScopeStandard costs are developed mainly for the manufacturing function and sometimes also for making and administration functionsBudgets are compiled functions of the business such as sales, purchase, production, cash, capital expenditure, research & development, etc.,IntensityStandard costing is intensive in application as it calls for detailed analysis of variancesBudgetary control is extensive in nature and the intensity of analysis tends to be much less than that in standard costing.Relation to accountsIn standard costing, variances are usually revealed through accountsIn budgetary control, variances are normally not revealed through accounts and control is exercised by statistically putting budgets and actuals side by side.UsefulnessStandard costs represent realistic yardsticks and, are therefore, more useful for controlling and reducing costs.Budgets usually represent an upper limit on spending without considering the effectiveness of the expenditure in terms for output.BasisStandard cost are usually established after considering such vital matters as production capacity, methods employed and other factors which require attention when determining an acceptable level of efficiency.Budgets may be based on previous years costs without any attention being paid to efficiency.ProjectionStandard cost is a projection of cost accountsBudget is a projection of financial accounts. M.K. Exports Ltd. wishes to arrange overdraft facilities with its bankers during the period April-June 2006 when it will be manufacturing mostly for stocks. Prepare a cash budget for this period from the following data, indicating the extent of the bank facilities the company will require at the end of each month. Period (2006)Sales (Rs.)Purchases (Rs.)Wages (Rs.)February18000012400012000March19200014400014000April10800024300011000May17400024606010000June1260002680001500050% of the sales are realised in the following the sales and the remaining 50% in the second month following. Creditors are paid in the month following the month of purchase. Cash at bank on 1st April 2006 is Rs.25000. Prepare a flexible budget for production at 80% and 100% activity on the basis of the following information: Production at 50% capacity 5000 Units Raw Materials Rs.80 per unit Direct Labour Rs.50 per unit Direct Expenses Rs.15 per unit Factory Expenses Rs.50000 (50% fixed) Administration Expenses Rs.60000 (60% variable) Draw up a flexible budget for overhead expenses on the basis of the following data and determine the overhead rates at 70%, 80% and 90% plant capacity. At 80% Capacity Rs. Variable Overheads: Indirect labour 12000 Stores including spares 4000 Semi-variable Overheads: Power (30% fixed, 70% variable) 20000 Repairs and maintenance (60% fixed, 40% Variable) 2000 Fixed Variable: Depreciation 11000 Insurance 3000 Salaries 10000 Total Overheads 62000 Estimated direct labour hours 1,24,000 hrs. The expenses budgeted for production of 10000 units in a factory are furnished below: Rs. per Unit Material 70 Labour 25 Variable Overheads 20 Fixed overheads (Rs.100000) 10 Variable expenses (direct) 5 Selling expenses (10% direct) 13 Distribution expenses (20% fixed) 7 Administration Expenses (Rs.50000) 5 Total 155 Prepare a budget for the purpose of (a)8000 units and (b)6000 units. Assume that administration expenses are rigid for all levels of production. From the following data, prepare a flexible budget for production of 40000 units and 75000 units, distinctly showing variable cost and fixed cost as well as total cost. Also indicate element-wise cost per unit. Budgeted output is 100000 units and budgeted cost per unit is as follows: Rs. Direct Material 95 Direct Labour 50 Production overhead (variable) 40 Production overhead (fixed) 5 Administration overhead (fixed) 5 Selling overhead (10% fixed) 10 Distribution overhead (20% fixed) 15 Z limited has prepared the budget for the production of 100000 units from a costing period as under: Per Unit (Rs.) Raw Materials 10.08 Direct Labour 3.00 Direct Expenses 0.40 Works overhead (60% fixed) 10.00 Administration overhead (80% fixed) 1.60 Sales overhead (50% fixed) 0.80 Actual production in the period was only 60000 units. Prepare budgets for the original and revised levels of output. A department of AXY company attains sales of Rs.600000 at 80% of its normal capacity. Its expenses are given below: Rs. Office salaries 90000 General expenses 2% of sales Depreciation 7500 Rent and rates 8750 Selling Costs: Salaries 8% of sales Travelling expenses 2% of sales Sales office 1% of sales General expenses 1% of sales Distribution Costs: Wages 15000 Rent 1% of sales Other expenses 4% of sales Draw up Flexible Administration, Selling and Distribution Costs Budget, operating at 90%, 100% & 110% of normal capacity. A company is expecting to have Rs.25000 cash in hand on 1st April 2006 and it requires you to prepare cash budget for the three months. April to June 2006. The following information is supplied to you. Period (2006)Sales (Rs.)Purchases (Rs.)Wages (Rs.)Expenses (Rs.)February700004000080006000March800005000080007000April920005200090007000May10000060000100008000June12000055000120009000 Other Information: Period of credit allowed by suppliers is two months: 25% of sale is for cash and the period of credit allowed to customers for credit sale is one month; Delay in payment of wages and expenses one month Income tax Rs.25000 is to be paid din June 2006. The following data relate to bookshop Ltd: The financial manager has made the following sales forecasts for the first five months of the coming year, commencing from 1st April, 2006: Month Sales (Rs.) April 40000 May 45000 June 55000 July 60000 August 50000 Other data: Debtors and Creditors balance at the beginning of the year are Rs.30000 & Rs.14000 respectively. The balance of other relevant assets and liabilities are: Cash Balance Rs. 7500 Stock Rs.51000 Accrued Sales Commission Rs. 3500 40% sales are on cash basis. Credit sales are collected in the month following the sale . Cost of sales is 60% on sales The only other variable cost is a 5% commission to sales agents. The Sales commission is paid in a month after it is earned. Inventory(stock) is kept equal to sales requirements for the next two months budgeted sales. Trade creditors are paid in the following month after purchases. Fixed costs are Rs.5000 per month including Rs.2000 depreciation. You are required to prepare a Cash Budget for the months of April, May and June,2006 respectively. Prepare a Clash Budget for the three months ending 30th June 2006 from the information given below: Period (2006)Sales (Rs.)Materials (Rs.)Wages (Rs.)Overheads (Rs.)February14000960030001700March15000900030001900April16000920032002000May170001000036002200June180001040040002300(b). Credit terms are: sales and debtors 10% sales are on cash, 50% of the credit sales are collected next month and the balance in the following month. Creditors Materials 2 Months Wages month Overheads month (c). Cash and bank on 1st April, 2006 is expected to be Rs.6000 (d). Other relevant information are: Plant and machinery will be installed in February 2006 at a cost of Rs.96000. The monthly instalment of Rs.2000 is payable from April onwards. Dividend @ 5% on Preference Share capital of Rs.200000 will be paid on 1st June. Advance to be received for sale of vehicles Rs.9000 in June. Dividends from investments amounting to Rs.1000 are expected to be received in June. Income tax (advance) to be paid in June is Rs.2000 The following information relates to XYZ Ltd.: Rs. 000 MonthWages incurredMaterials PurchasedOverheadSalesFebruary6201030March8301240April10251660May9351450June12301870July10251660August9251450September9301450It is expected that cash balance on 31st May will be Rs.22000 The wages may be assumed to be paid within the month they are incurred It is the companys policy to pay creditors for materials three months after receipt. Debtors are expected to pay creditors for materials three months after receipt Included in the overhead figure is Rs.2000 per month which represents depreciation on two cars and one delivery van. There is a one month delay in paying the overhead expenses. 10% of the monthly sales are for cash and 90% are sold on credit. A commission of 5% is paid to agents on all the sales on credit but, this is not paid until the month following the sales to which it relates; this expense is not included in the overhead figure shown. It is intended to repay a loan of Rs.25000 on 30th June. Delivery is expected in July of a new maching costing Rs.45000 of which Rs.15000 will be paid on delivery and Rs.15000 in each of the following months. Assume that overdraft facilities are available, if required. You are required to prepare a cash budget for the three months of June, July and August. With the following data at 60% activity, prepare a budget at 80% and 100% activity. Production at 60% capacity 600units Materials Rs.120 per unit Labour Rs.50 per unit Expenses Rs.20 per unit Factory Expenses Rs.60000 (40% fixed) Administration Expenses Rs.40000 (60% fixed) For production of 10000 Electrical Irons, the following are budgeted expenses: Per Unit Rs. Direct materials 60 Direct labour 30 Variable overhead 25 Fixed overhead (Rs.150000) 15 Variable expenses (direct) 5 Selling expenses (10% fixed) 15 Administration expenses (Rs.50000 rigid of all levels of production) 5 Distribution expenses (20% fixed) 5 Total cost of sales per unit 160 Prepare a budget for production of 6000, 7000 & 8000 irons, showing distinctly marginal cost and total cost. A company produces a standard product. The estimated costs per unit are as follows: Raw materials Rs.4; Wages Rs.2; Variable overhead Rs.5 The semi-variable costs are: Indirect materials Rs.235; Indirect labour Rs.156; Repairs Rs.570 The variable costs per unit included in semi-variable are: Indirect materials Re.0.05; Labour Re.0.08 and Repai e.0.10. The fixed costs are Factory Rs.2000; Administration Rs.3000; Selling Rs.2500. The above cost are 70% of normal capacity production i.e. 700units. The selling price is Rs.30 per unit. Prepare Flexible Budget for 80% and 100% normal capacities from the above information. The following data are available in a manufacturing company for a yearly period: Fixed Expenses: Rs. Lakhs Wages & salaries 9.5 Rent, rates & taxes 6.6 Depreciation 7.4 Sundry administration expenses 6.5 Semi-variable expenses (At 50% of capacity): Maintenance and repairs 3.5 Indirect labour 7.9 Sales department salaries, etc 3.8 Sundry administration salaries 2.8 Variable expenses (At 50% of capacity): Materials 21.7 Labour 20.4 Other expenses 7.9 Total Cost 98.0 Assume that the fixed expenses remain constant for all levels of production; semi-variable expenses remain constant between 45% and 65% of capacity, increasing by 10% between 65% and 80% capacity and by 20% between 80% and 100% capacity. Sales at various level are: 50% capacity Rs. Lakhs 100 75% capacity Rs. Lakhs 150 60% capacity Rs. Lakhs 120 90% capacity Rs. Lakhs 180 100% capacity Rs. Lakhs 200 Prepare a flexible budget for the year and forecast the profit at 60%, 75%, 90% and 100% of capacity. A company expects to have Rs.37500 cash in hand on 1st April, and requires you to prepare an estimate of cash position during the three months, April, May & June. The following information is supplied to you: Sales (Rs.)Purchases (Rs.)Wages (Rs.)Factory expenses (Rs.)Office expenses (Rs.)Selling expenses (Rs.)February75000450009000750060004500March84000480009750825060004500April900005200010500900060005250May12000060000135001125060006570June13500060000142501400070007000Other Information: Period of credit allowed by suppliers 2 months 20% of sales is for cash and period of credit allowed to customers for credit is one month. Delay in payment of all expenses 1 month Income tax of Rs.57500 is due to be paid on June 15th. The company is to pay dividends to shareholders and bonus to workers of Rs.15000 and Rs.22500 respectively in the month of April. Plant has been ordered to be received and paid in May. It will cost Rs.120000. 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