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INTRODUCTION:
For effective running of a business, management must
know:
overall
WHAT IS A BUDGET?
A plan expressed in money. It is
prepared and approved prior to the
budget period and may show income,
expenditure and the capital to be
employed. May be drawn up showing
incremental effects on former
budgeted or actual figures, or be
compiled by Zero-based budgeting.
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CLASSIFICATION OF BUDGETS
ACCORDING TO
TIME
1.
2.
3.
4.
ACCORDING TO
FUNCTION
ACCORDING TO
FLEXIBILITY
1. Sales budget
2. Production budget
1. Fixed budget
2. Flexible
1. SALES BUDGET:
Sales budget is the most important budget based on which all the
other budgets are built up. This budget is a forecast of quantities
and values of sales to be achieved in a budget period.
2. PRODUCTION BUDGET:
Production budget involves planning the level of production which
in turn involves the answer to the following questions:
a. What is to be produced?
b.
When is it to be produced?
c.
How is it to be produced?
d.
Where is it to be produced?
5. PERSONNEL BUDGET:
direct
9. MASTER BUDGET:
CIMA defines this budget as The summary budget incorporating
its component functional budget and which is finally approved,
adopted and employed.
Thus master budget is a summary of all functional budgets in
capsule form available in one report.
10. FIXED BUDGET:
This is defined as a budget which is designed to remain
unchanged irrespective of the volume of output or turnover
attained.
This budget will, therefore, be useful only when the actual level of
activity corresponds to the budgeted level of activity.
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CONCLUSION:
Preparation of budgets is the first step in the budgetary control
system.
Implementation of budgets is the second phase.
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RESPONSIBILITY ACCOUNTING
Responsibility accounting involves the creation of responsibility
centres.
A responsibility centre may be defined as an organization unit for
whose performance a manager is held accountable.
Responsibility accounting enables accountability for financial results
and outcomes to be allocated to individuals throughout the
organization.
The objective is to measure the result of each responsibility center.
It involves accumulating costs and revenues for each responsibility
centre so that deviation from performance target (typically the
budget) can be attributed to the individual who is accountable for the
responsibility centre.
Revenue Center
THANK YOU
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