成本会计：管理的着重点 第十版 书后习题答案第六章.doc

CHAPTER 6 MASTER BUDGET AND RESPONSIBILITY ACCOUNTING 6-1 The budgeting cycle includes the following elements: a. Planning the performance of the organization as a whole as well as its subunits. The entire management team agrees as to what is expected. b. Providing a frame of reference, a set of specific expectations against which the actual results can be compared. c. Investigating variations from the plans. If necessary, corrective action follows investigation. d. Planning again, considering feedback and changed conditions. 6-2 The master budget is a comprehensive expression of managements operating and financial plans for a future time period (usually a year) that is summarized in a set of budgeted financial statements. It embraces the impact of both operating decisions and financing decisions. 6-3 Strategy, plans, and budgets are interrelated and affect one another. Strategy describes how an organization matches its own capabilities with the opportunities in the marketplace to accomplish its overall objectives. Strategy analysis underlies both long-run and short-run planning. In turn, these plans lead to the formulation of budgets. Budgets provide feedback to managers about the likely effects of their strategic plans. Managers use this feedback to revise their strategic plans. 6-4 Budgeted performance is better than past performance for judging managers. Why? Mainly because inefficiencies included in past results can be detected and eliminated in budgeting. Also, new opportunities in the future, which did not exist in the past, may be ignored if past performance is used. 6-5 Production and marketing traditionally have operated as relatively independent business functions. Budgets can assist in reducing battles between these two functions in two ways. Consider a beverage company such as Coca-Cola or Pepsi-Cola: ? Communication. Marketing could share information about seasonal demand with production. ? Coordination. Production could ensure that