Budgetary control


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Budgetary control

  1. 1. Budgetary Control As A Control ToolDefinition Budget:A financial and quantitative statement prepared andapproved prior to a defined period of timeCharacteristics of Budget:1. It estimates a profit potentials of the business unit2. It is stated in monetary terms3. It generally covers a period of one year4. It is Management’s commitment5. Budget proposals are reviewed & approved by an higher authority6. Periodically actual financial performance is compared with standard budget & variance is calculated
  2. 2. Difference between Budgeting & Strategic PlanningDistinguishing Budgeting Strategic Planning Points Period Prepared for Single year Focuses on activities that extended over a period of several years Structure Structured by responsibility Structured by product centers lines Use Used to influence a Strategic plans are long managers performance term it is Middle level before the fact & to management’s activity appraise performanceConcern with Coordination of Activities of concerned to efficient various Dept. use of resources Focus Assignment of formal statement of Responsibility specific plan i.e. how to reach a given destination
  3. 3. Budgeting Process:Steps:1. Call for expenditure proposals from various dept.2. Develop revenue projections based on projected base activity3. Evaluate the proposals4. Discuss preliminary with senior Manager5. Finalize the budget6. Provide regular reports7. Conduct the annual review
  4. 4. Essential Element of Budget:1. Objective: Have to set the objective first2. Understanding of Cost Behavior : Need to understand different elements of costs attached with3. Forecasting: Of market, customer preference, competitor, Govt policies4. Coordination: Between each department, different level of Mgt5. Communication & Reporting: Between divisional and functional Manager6. Flexibility: Must have a scope for Adjustment based on actual situation7. Accounting data support: Past data if available.
  5. 5. Types of Budget Long term Operating Financial Fixed Flexible Interim Sales, Cash, Production, Projected Purchase, Income, Short R&D Budgeted term Balance sheet
  6. 6. Use of Budget:1. Fine tuning the Strategic plan:2. Coordination of the Activities of the several parts of the organization:.3. Assigning responsibility:4. Basis for performance evaluation :5. It leads to execution of task within the given means.6. It enables to manager to think & to prepare for changing conditions
  7. 7. Budgetary control:• The establishment to budgets relating the responsibilities of executives and the continuous comparison of actual with budgeted results to keep the current performance in line with the predetermined targetsFundamental principles of Budgetary control:1. Establishing plan &Target performance to coordinate all activities of the business2. Recording the Actual performance3. Continuous Comparison of Actual performance with planned4. Ascertainment of variances & analysis of reasons5. Taking remedial action
  8. 8. Benefits of Budgetary control:1. Ensures economic working of an Enterprise: (Utilization of resources)2. Establish coordination among Budget centers:(in consultation with all functional managers)3. Points specific responsibilities:(Divisional targets are setup)4.Ensures optimum utilization of resources:(In productive &Profitable way)5. Base for installation of standard costing:(comparison of budget figure with standard is made)6. Continuous evaluation of performance: ( of various budgets)7. Forces management to plan ahead
  9. 9. Requirements for Effective Budgetary Control System: Top management’s support: (Hearted support & Approval) Specific &Realistic Targets: (Achievable targets) In consideration of Organizational structure:(Authorities & responsibility of each manager should be easily identified & established) Creation of responsibility centers: (identification of divisional goals) Participation by supervisors & employees: Continuous budget education: (organizing seminars, meetings, conferences) Effective communication & feedback system Flexibility: (Level of Activity) Review of Budget estimates: (By Management)
  10. 10. Budget Revision: Means the procedure forrevising a budget, after it has been approved.Types of budget revisions .1. A systematic updating of the budget.2. Procedures that allow revisions under special circumstances.Budget revisions must be justified on the basis ofsignificantly changed conditions from thoseexisting when the original budget was approved.
  11. 11. Zero Base Budgeting : The budget for the next period is zero; unless the demand for a function, process, project or activity is justified for each rupee. A method of budgeting where all activities are revalued from scratch(Zero) Manager of responsibility center has to justify that the activity is essential and amount asked is reasonable Technique is first used by US Dept. of Agriculture in 1962 In conventional budgeting Current years budget = Past figures + some percentage There was no relationship between the expenditures made and the result obtained There is no control over the inputs to the system and the outputs obtained.
  12. 12. Procedure for ZBB:1)Identification of Responsible centre.2)Analysis of Responsible centre in terms of decisions package . A decisions package is a document or form which contains the following. a)A description of the function or activity. b)The goals or objectives of function or activity. c)Specific measures of performance. (To Set standards) d)Benefits to be derived from financing the activity. e)The projected costs of the package. f)Alternative ways of performing the same activity.3) Evaluation & ranking of the decision packages4) Preparation of detailed operating budgets which reflects decision packages approved in budget preparation
  13. 13. Advantages of ZBB:Enables to allocate resources According to priorityEnsures every activity is as per requirementsIt links budget with organizational goalsDrives managers for innovationIt seeks cost effective & economical alternativesHelps into identification of wasteful areas
  14. 14. Committed cost &Budget: The costs over which manager do not have much influence during budget preparation Such costs can be revised under special conditions Once committed they have little scope to control/change for a year Ex Depreciation, Long term lease Committed costs remain beyond control of responsibility manager They represent fixed cost burden They won’t change so budget reflects the cost as it is
  15. 15. Engineered cost &Budget: Pre-determined scientifically It follows certain frameworki. e- cost of production (Material cost, labor cost & overheads) Budgeting becomes easy in such costs Process of finding standard cost & multiplying by number of units it gives total engineered cost of product Engineered expenses follow direct relationship between input &output Easy to Control Performance evaluation is made by comparing actual cost with standard cost
  16. 16. Discretionary Costs:i.e.- Advertisement Campaign, Market testing & Product development.These costs do not follow any relationship in the inputs required and amount of output it will giveWhile formulating budget for such expenses management has to analyze its Magnitude firstBased on this magnitude resources can be allocated and budget is setSecondly Revenue is taken as a base for allocation of expenses