成本与管理会计 06.pptVIP

? 2009 Pearson Prentice Hall. All rights reserved. ? 2009 Pearson Prentice Hall. All rights reserved. (c) 2009 Pearson Prentice Hall. All rights reserved. (c) 2009 Pearson Prentice Hall. All rights reserved. Master Budgeting and Responsibility Accounting 13-* Planning and Control Cycle: responsibility of Managers DecisionMaking Formulating long-and short-term plans (Planning) Measuringperformance (Controlling) Implementing plans (Directing and Motivating) Comparing actualto planned performance (Controlling) Begin Exh. 1-1 Budget defined The quantitative expression of a proposed plan of action by management for a specified period, and An aid to coordinating what needs to be done to implement that plan May include both financial and non-financial data Strategy, Planning and Budgets, Illustrated Advantages of Budgets Provides a framework for judging performance Motivates managers and other employees Promotes coordination and communication among subunits within the company Setting future goal for a business and provides benchmark for control Components of Master Budgets Operating Budget – building blocks leading to the creation of the Budgeted Income Statement Financial Budget – building blocks based on the Operating Budget that lead to the creation of the Budgeted Balance Sheet and the Budgeted Statement of Cash Flows SampleMasterBudget,Illustrated Budgeting and the Organization:Responsibility Accounting Responsibility Center – a part, segment, or subunit of a organization whose manager is accountable for a specified set of activities Responsibility Accounting – a system that measures the plans, budgets, actions and actual results of each Responsibility Center Types of Responsibility Centers Cost – accountable for costs only Revenue – accountable for revenues only Profit – accountable for revenues costs Investment – accountable for investments, revenues, and costs Budgets and Feedback Budgets offer feedback in the form of variances: actual results deviate fr