Budgeting & Budgetary Control
Introduction
Planning is basic managerial function
Achieving goal
Control is to check
Budget & Budgeting
Budget is monetary and quantitative expression of business plan & polices to be pursued in future time period
Budgeting is used for preparing budgets & other procedures for planning, coordinating and controlling of business enterprises
Budget & Budgeting
Acc to CIMA , Official terminal
"Budget is a financial and quantitative statement prepared prior to be defined period of time"
Budgetary Control
Process of determining various budgeted figures for the enterprises for the future period
then comparing the budgeted figures with the actual performance for calculating variance
Acc to J.Batty
"A system which uses budgets as a means of planning and controlling all aspect of producing and selling commodities and services"
Budgetary involves
Objects are set by preparing budgets
Business is divided into various responsibility centres
Actual figures are recorded
Comparison
Action
Budget , Budgeting , Budgetary control
Budget is a blue print expressed in quantitative term
Budgeting is technique for formulating budget
Budgetary control refers to principles , procedures and practice of achieving given objective through budgets
Objectives of budgetary control
Ensure planning for future
Co ordinate the activities
Operate various cost centres & departments
Elimination of wastage
Centralize the control system
Fixation of responsibilities of various individuals
Characteristics of Good Budgeting
Involve person at different level
Proper fixation of authority & responsibility
Target of budget should be realistic
Good system of accounting
Support of top management
Impart budgeting education
Elements of budget
Plan
Operations & Resources
Financial term
Specified future period
Coordination
Comprehensiveness (Master Budget)
Purpose of Budget
Explicit statement of expectation
Communication
Coordination
Expectation as a framework of judging performance
Advantages
Maximization of profits
Co-ordination
Specific aim
Tool of measuring performance
Determining weakness
Corrective action
Reduces cost
Introduction of incentives schemes
Limitation
Uncertain future
Revision required
Conflict among departments
Depends upon support of top management
Classification & Types
Classification according to time
Long term budgets
short term budgets
Current budgets
Classification on the basis of function
Operating budget
Financial budget
Master budget
Classification on the basis of flexibiltiy
Fixed budget
Flexible budget
Acc to time
Long term budgets
Between 5 to 10 years
Short term budget
1 to 2 years
Current budget
Months or weeks
On basis of function
Operating budget
Sales budget , production budget , purchase budget , raw material budget ,
Financial budget
Cash budget , working capital budget , capital expenditure budget
Master Budget
On the basis of flexibilty
Fixed budget
Flexibility budget
Performance Budget
Budget based on functions , activities & projects.
The budgeting system in which input costs are related to the performance i.e. end result
System which provides appraisal & measures
Conventional budgets
"The performance budget is a budget based on function , activities and projects which focus attention on the accomplishments , the general and relative importance of the work to be done and the services to be rendered rather than upon the means of accomplishments such as personnel , service , supplies , equipments. Under this system the function of various org unit would be split into programmes of activities and estimated would be presented for each"
Establish relationship between inputs and their direct output
It involves
Developments of performance criteria for various programmes
Assessment of performance of each programme
Assessment of performance of each responsibility unit
Comparison of the actual performance with budget
Undertake periodic review
Zero Based budgeting
Latest technique of budgeting
First introduced in America in 1962
It starting from scratch
Normal technique use previous year cost level
Inefficiencies
Last year as a guide and what to be done
In zero based budgeting every year is taken as new year
Zero Based budgeting
Justified acc to present situation
Manager is to justify why he want to spend
Spending on various will depend upon their justification
Traditional budgeting Vs Zero based budgeting
Traditional
More accounting oriented then decision oriented
Monitoring toward expenditure
Inc. or Dec. in expenditure
Vertical communication
Zero base
Decision oriented
Towards achievement of objective
Cost benefit analysis
Vertical & horizontal communication
Process or steps
Objective of budgeting should be determined
Extent should be decided
Decision packages
Cost & benefit analysis
Selecting ,approving decision , finalising the budget
Benifits
Allocate funds
Efficiency of management
Identify wasteful & economical areas
Optimum use of resources
Evaluate the performance
Organizational goals
Limitations
Is not possible in non financial matters
Difficult in formulation & ranking of decision packages
Lot of time
Lot of cost
