Ch9: Budgetary Control Systems Flashcards

(1) Budgetary Control Systems (2) Long-Term Planning (3) Master Budget (4) Functional Budget (5) Budgetary Systems - Top-Down and Bottom-Up Budgeting (6) Budgetary Systems - Rolling Budgets (7) Budgetary Systems - Incremental Budgeting (8) Budgetary Systems - Zero-Based Budgeting (ZBB) (9) Budgetary Systems - Activity Based Budgeting (ABB) (10) Feedback and Feed-Forward Control (11) Gathering Quality Information (12) Difficulties of Changing Budgetary Systems (13) Flexible Budgeting (14) Flexe (54 cards)

1
Q

What is the purpose of Budgetary Control Systems?

A

Achieve financial control of an entity through PRIME =
(1) Planning
(2) Responsibility
(3) Integration & Coordination
(4) Motivation
(5) Evaluation & Control

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2
Q

What does the ‘P’ in PRIME stand for in Budgetary Control Systems?

A

PLANNING - Preparing budgets which forces managers to think about the budget period, consider market conditions, and make better long-term decisions.

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3
Q

What does the ‘R’ in PRIME stand for in Budgetary Control Systems?

A

RESPONSIBILITY - Delegating responsibility by showing managers which revenues and costs they are responsible for.

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4
Q

What does the ‘I’ in PRIME stand for in Budgetary Control Systems?

A

INTEGRATION & COORDINATION - Leading to better resource utilisation and guiding decisions such as ordering inventory and hiring staff.

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5
Q

What does the ‘M’ in PRIME stand for in Budgetary Control Systems?

A

MOTIVATION - Giving managers a target in the form of a budget may improve their performance, though overly difficult targets can demotivate them.

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6
Q

What does the ‘E’ in PRIME stand for in Budgetary Control Systems?

A

EVALUATION & CONTROL - Managers are evaluated by their performance against the budget, and some organizations may give bonuses based on this evaluation.

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7
Q

What is the typical duration of a budget in Long-Term Planning?

A

A budget typically covers 12 months.

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8
Q

What is the starting point for Long-Term Planning?

A

START POINT = Mission - strategic objectives of the organisation and how it is to be done.

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9
Q

What are the components of the Performance Hierarchy in Long-Term Planning?

A

The components are
(1) Mission
(2) Strategic Objectives
(3) Business Unit Objectives.

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10
Q

[1]
What is included in a Mission Statement?

A
  • The reason for the entity’s existence.
  • Type of business.
  • Policies and standards of behavior.
  • Values and culture.
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11
Q

[2]
What are Strategic Objectives?

A

More concrete and specific goals that state what the organization must do to achieve its mission, such as increasing revenue by 10% each year.

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12
Q

What is a Master Budget?

A
  • Consolidated budget of all the other budgets.
  • Goes through approval from the BoD.
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13
Q

What are Functional Budgets?

A

Budgets for specific business segments like Profit Centre’s and Investment Centre’s, which involve identifying the principal budgeting factor and preparing related budgets.

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14
Q

What is Top-Down Budgeting?

A
  • SENIOR MANAGEMENT prepares the budgets.
  • Set departmental targets, which are then given to lower-level managers to meet.
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15
Q

Advantages of Top-Down Budgeting

A
  • Focus more on organisational growth.
  • Better coordination - provides each department with a clearer picture and expectations.
  • Less time consuming.
  • Senior Managers have more control over budgets = Reflected more accurately to corporate objectives and long-term planning.
  • Avoids Budgetary Slack.
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16
Q

Disadvantages of Top-Down Budgeting

A
  • May not provide enough details.
  • May create unrealistic expectations.
  • May cause resentment within lower management.
  • Less accurate.
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17
Q

How does Top-Down Budgeting link to PRIME?

A

PLANNING -

RESPONSIBILITY -

INTEGRATION & COORDINATION -

MOTIVATION -

EVALUATION -

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18
Q

What is Bottom-Up Budgeting?

A
  • MANAGERS participate in preparing their department’s budgets.
  • It is then combined into a coordinated budget for the organisation as a whole by SENIOR MANAGERS.
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19
Q

Advantages of Bottom-Up Budgeting

A
  • Reflects the views and expectations of managers who are less closer to the operations. They may then have a better understanding of what is what is not achievable.
  • Form of a participative budgeting process - which can have behavioural and motivational benefits.
  • Collaborative = Managers would feel more motivated as will be given more autonomy and more responsibility within their departments.
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20
Q

Disadvantages of Bottom-Up Budgeting

A
  • You may give yourself softer targets = MORE LENIENCY.
  • BUDGETARY SLACK = this is the intentional underestimation of budgeted revenues or overestimation of budgeted costs to make budgets easier to achieve.
  • Time consuming - draft budgets may need to be revised many times before it is properly coordinated.
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21
Q

How does Bottom-Up Budgeting link to PRIME?

A

PLANNING - forces managers to take time away from managing day-to-day operations to plan.

RESPONSIBILITY -

INTEGRATION & COORDINATION - coordination of various departments in budgeting is easier if performed centrally and there is less participation.

MOTIVATION - more motivated because managers will feel as though they have more control.

EVALUATION - budgets must be set appropriately and needs to be achievable if evaluated against performance. This could also lead to a risk of budgetary slack.

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22
Q

What are Rolling Budgets?

A

Budgets that are continuously updated by adding another month or quarter to the end of the budgeted period as each month/quarter expires.

23
Q

Advantages of Rolling Budgets

A
  • REDUCES UNCERTAINTY - as it focuses on detailed planning and control on short-term prospects where the degree of uncertainty is much smaller.
  • Managers have to regularly REASSES THE BUDGET = Makes it more realistic as It takes account recent performances.
  • PLANNING AND CONTROL will be based on a more recent plan.
  • Budget is continuous and will always extend a number of months ahead = Encourages managers to think about the future.
24
Q

Disadvantages of Rolling Budgets

A
  • Effort and expense are required to continuously update the budget = Time consuming.
  • May demotivate managers if they cannot see the benefits on a regular revision.
  • Each revised budget may require revision of standards or inventory valuations.
    = This could put additional pressure on the accounts department each time rolling budget is prepared.
25
How does Rolling Budgets link to PRIME?
PLANNING - RESPONSIBILITY - INTEGRATION & COORDINATION - MOTIVATION - EVALUATION -
26
What is Incremental Budgeting?
A budgeting method based on the previous period’s budget or actual performance, with an incremental amount added for the new budget.
27
Advantages of Incremental Budgeting.
- Simple, cheap and easy to understand = - Quick to administer. - Useful for stable businesses with good cost control. - Coordination between budgets is easier to achieve, as increments in functional budgets are easily aggregated into master budgets. - The effect of change can be seen quickly.
28
Disadvantages of Incremental Budgeting
- Doesn’t identify inefficient operations - assumes activities and methods of working will continue in the same way regardless of whether they are needed or not. - BUDGETARY SLACK (deliberately over-estimating or under-estimating revenues) - once it has been introduced it will be protected or carried forward into future periods. - Not suitable for changing environments, as it is based on the past and assumes that activities will continue to be the same. - Encourages managers to spend up their budget because if they do not the budget is likely to be cut in the next period. - Doesn’t produce challenging performance targets or encourages managers to find ways to improve the business.
29
How does Incremental Budgeting link to PRIME?
PLANNING - RESPONSIBILITY - INTEGRATION & COORDINATION - MOTIVATION - EVALUATION -
30
What is Zero-Based Budgeting (ZBB)?
A budgeting method that requires each cost element to be specifically justified as though the activities were being undertaken for the first time.
31
Why would Zero-Based Budgeting be used?
Technique used to allocate resources more efficiently = Reduces wastage and increases efficiency.
32
Advantages of Zero-Based Budgeting
- Makes it possible to identify and remove inefficient or obsolete operations. - It necessitates close examinations of organisations operations. - It results in a more efficient allocation of resources and challenges the status quo. - It responds to changes in the business environment. - Forces budget setters to re-evaluate every activity and any obsolete activities can be removed. - Encourages a BOTTOM-UP approach to budgeting.
33
Disadvantages of Zero-Based Budgeting
- Volume of extra paperwork created = Each package must have costs and benefits and this must be continuously updated. Also new packages will be developed as new activities emerge. - Short-term benefits might be emphasised to the detriment of long-term benefits (i.e. looks at 1 year at a time). - Managers need to be trained with ZBB techniques. - Ranking process may be difficult: (1) A large number of packages may need to be ranked. (2) It can be difficult to rank packages that appears to be equally vital. (3) Difficult to rank if they have qualitative rather than quantitative benefits (e.g. spending on staff welfare and working conditions). (4) Top-level management may not have the time or knowledge to rank all.
34
How does Zero-Based Budgeting link to PRIME?
PLANNING - RESPONSIBILITY - INTEGRATION & COORDINATION - MOTIVATION - EVALUATION -
35
What is Activity-Based Budgeting (ABB)?
Uses costs determined using Activity-Based Costing (ABC) as a basis for preparing budgets, focusing on controlling cost drivers.
36
Advantages of Activity Based Budgeting.
- Management’s attention is focused on the activities of the organisation. These are something that management can control more easily than focusing on total costs. - A better understanding of what causes costs to be incurred may provide opportunity for cost reductions. - May identify ‘non-value adding’ activities which can be eliminated.
37
Disadvantages of Activity Based Budgeting.
- It is complicated and expensive to implement as it requires detailed analysis of overheads and measuring of activities. - As many FC do not vary with changes in the volume of drivers in the short-run, ABB may provide misleading information. - The people handling the ABB need to have a good understanding of the businesses processes, which can be quite difficult especially in businesses with complex production cycles.
38
How Activity Based Budgeting links to PRIME?
PLANNING - RESPONSIBILITY - INTEGRATION & COORDINATION - MOTIVATION - EVALUATION -
39
What is Feedback Control in budgeting?
A system where the results/outputs of a system are used to control it by adjusting the input or behavior of the system, comparing actual results with planned results.
40
Identify and explain the 2 types of Feedback Control Systems
- SINGLE LOOP FEEDBACK - what can we do to sell more? - DOUBLE LOOP FEEDBACK - Haven’t been able to sell as much as expected, so is it worth still selling?
41
What is Feed-Forward Control in budgeting?
A system where predicted future results are compared against the desired outcome, and action is taken now to ensure the desired results are achieved.
42
What is Positive Feedback in budgeting?
Control action continues the current course as everything is going according to plan, and output has achieved or exceeded the plan.
43
What is Negative Feedback in budgeting?
Indicates that results or activities must be brought back on course as they are deviating from the plan, requiring corrective actions.
44
What are Closed-Loop Systems in budgeting?
Systems with feedback that are reactive, focusing on comparing actual results with aims and taking control actions to minimize future variances.
45
What are Open-Loop Systems in budgeting?
Systems without feedback, either because (1) Feedback is not produced (2) Feedback is produced but not used appropriately.
46
What are the difficulties of changing budgetary systems?
- Resistance to change - Scepticism - managers who do not understand the full benefit of the change may not give their full support. - Training requirements. - Additional time and costs involved in moving to a new system.
47
What are Flexible Budgets?
- Future focused. - Budgets that change as the volume of output and sales change. - Used at the planning stage to show different results from various possible activity levels.
48
What are Flexed Budgets?
- Historically focused. - Revised budgets that reflect the actual activity levels achieved in the budget period, used retrospectively to compare actual results with what should have been achieved.
49
What is the Beyond Budgeting Model?
A set of guiding principles to manage performance and decentralize decision-making without traditional budgets, focusing on KPIs and stretch goals.
50
What are the advantages of the Beyond Budgeting Model?
- Encourages innovation. - Increases motivation. - Allows faster responses to threats and opportunities. - Focuses on competitive success and customer needs.
51
Acronym for gathering Quality Information
ACCURATE = A - Accurate C - Complete C - Cost Effective U - User Focused R - Relevant A - Authoritative T - Timeliness E - Easy to use.
52
Difference between Traditional Budgeting and Beyond Budgeting in regards to - (1) GOALS
TRADITIONAL = - Short-term focus - Fixed annual targets drive short-term actions. BEYOND = - Long-term focus. - KPIs - Competitive success.
53
Difference between Traditional Budgeting and Beyond Budgeting in regards to - (2) REWARDS
TRADITIONAL = - Individual departments have their own targets to meet. - May mean different departments won’t share skills, expertise and information with each other. BEYOND = - Recognises team-based success is important - Everyone is part of one team.
54
Difference between Traditional Budgeting and Beyond Budgeting in regards to - (3) PLANS
TRADITIONAL = - Predict and Control BEYOND = - Future is unpredictable - Plans need to continuously change and be updated.