Week 4 Practice Quiz 1. Budgeting is the common accounting tool companies use for planning and controlling. Budgets a. provide a measure of planned financial results. b. focus managers’ energies on exploiting opportunities. c. help managers anticipate potential problems. d. enable managers to control through a set of specific activities with defined corrective actions. 2. [AICPA Adapted] Dewitt Co. budgeted its activity for October 2004 from the following information:
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loan of RM 30‚000 starting October 2012. The bank would charge 1% interest per month and require the company to repay interest and principal on October 31‚ 2012. In considering the loan‚ you are required to prepare a projected master budget (functional and cash budget) for 2012 on yearly basis. The following information is available for 2012: Standard Material and Labour Cost | RM | Material A | | | 1.50 per gram | Material B | | | 2.80 per gram | Direct Labour | | | 3.50 per hour
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report will talk about: Why is cost accounting so essential to the achievement of the company; what are the different ways of cost accounting and how are they utilized; how does an operating budget work in order to control a firms administration; what are the factors of a financial budget; how are financial budgets developed; what is variance analysis and the way its utilized. Cost accounting can be defined as the procedure of gathering‚ computing‚ assessing‚ interpreting as well as reporting cost info
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A budget is an estimation of the revenue and expenses of a business over a specified period of time. Zero budgeting is when departments are given no budget‚ but have to ask their managers for money based on what they will need for that year. Allocated budgeting is the opposite; this is when money is allocated for a budget and divided according to how many departments and people are working there. The budget is usually set at the start of the financial year and the business must ensure each month
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Hand-In Assignment - Three Question One Billy Adams‚ controller for Westcott Inc.‚ prepared the following budget for manufacturing costs at two different levels of activity for 2010: DIRECT LABOUR HOURS Level of Activity 50‚000 100‚000 Direct Materials $300‚000 $600‚000 Direct Labour 200‚000 400‚000 Depreciation (plant) 100‚000 100‚000 Subtotal $600‚000 $1‚100‚000 MACHINE HOURS Level of Activity 200‚000 300‚000 Maintaining equipment
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QUESTION 1 – Budgeting Process and Budgetary Control I have been asked to advise two entirely different businesses about the benefits and problems associated with what is termed the “traditional approach to budgeting and budgetary control”. One of the businesses operates in a very stable and static market place‚ where there is little change in either products or demand year on year‚ whereas the other business operates in a very dynamic‚ rapidly changing‚ innovative environment. If my findings
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would use information gathered from the master budget to prepare a budgeted balance sheet. A budgeted balance sheet would be used to project the financial status of Riordan. To improve the quality of Riordan’s master budget‚ managers need to know. Why the budget is being prepared? Who will read and use it? How the information will be presented? Where the information can be found?At Riordan there are two factors for implementing the 2005 fiscal budget‚ which are communication and support. Communication
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Case Study 3 - Body Glove This exercise provided me with a different perspective of planning by defining the destination and charting the routes that lead to it. Prior to this‚ I conceived a budget as a mere resource allocation framework to calculate future costs based on forecasted sales. Learning Lessons Linking it Together If we were to place Body Glove in a Balanced ScoreCard‚ the company appears to have focused mainly on the customer dimension leaving other areas unattended (Figure 1). This
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grade here Date Sent to Lecturer: Comments: Table of Contents 1. Operation Budget Sales Budget Production Budget Direct Materials Purchases Budget Direct labour Budget Manufacturing Overhead Budget Ending Finished Goods Inventory Budget Cost Of Goods Sold Budget Budgeted Income Statement Cash Budget 2. Report on the impact of Cost Structures 3. Report on Budget versus Actual Outcomes 4.
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Appendix 3 – Budgets and templates Master budget with profit projections Big Red Bicycle Pty Ltd Master Budget FY 2011/2012 FY Q1 Q2 Q3 Q4 REVENUE Commissions (2% sales) 60‚000 15‚000 15‚000 15‚000 15‚000 Direct wages fixed 200‚000 50‚000 50‚000 50‚000 50‚000 Sales 3‚000‚000 750‚000 750‚000 750‚000 750‚000 Cost of Goods Sold 400‚000 100‚000 100‚000 100‚000 100‚000 Gross Profit 2‚340‚000 585‚000 585‚000 585‚000 585‚000 EXPENSES General & Administrative Expenses Accounting
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