3-1.2. Types of Budgets

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Do curso por University of Illinois at Urbana-Champaign

Contabilidade para Tomada de Decisões nos Negócios: Estratégia de Avaliação e Controle

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University of Illinois at Urbana-Champaign

Contabilidade para Tomada de Decisões nos Negócios: Estratégia de Avaliação e Controle

31 ratings

Curso 4 de 5 em Specialization Fundamentals of Accounting

Informações contábeis são a força vital de uma organização, uma vez que facilita e influencia decisões operacionais e estratégicas que pretendem atingir metas organizacionais. Organizações se beneficiam de três diretrizes contábeis na tomada de decisões: quantificação, controle e comunicação. \nEste curso fornece uma introdução às diretrizes contábeis que auxiliam a gerência a desenvolver, implementar e melhorar a estratégia da organização. Especificamente, você aprenderá como as informações não financeiras e as financeiras são criadas, organizadas a comunicadas a fim de auxiliar gerentes tomar decisões estratégicas, assim como medir sucesso estratégico. Este curso também introduz à contabilidade como uma função de controle dentro da organização, a qual ajuda alinhar decisões de colaboradores e gerência com os objetivos da organização. Você aprenderá sobre diferentes tipos de controles, incluindo controle de processos, orçamentos, avaliação de desempenho, ferramentas e técnicas de avaliação. \nUma vez completado o curso com sucesso, você será capaz de:\n- Criar e comunicar informações contábeis que facilite a tomada de decisões estratégica.\n- Implementar controles que alinhe a decisão de colaboradores e gerência com os objetivos da organização.\n- Medir e avaliar desempenho de gerentes e colaboradores com o intuito de controlar e motivar tomada de decisões operacionais e estratégicas.\nCaso você aprecie este curso e estiver interessado em um MBA, considere aplicar para o iMBA, um curso on-line de MBA muito flexível, totalmente credenciado por um preço inacreditavelmente competitivo oferecido pela Universidade de Illinois. Para mais informações, por favor veja a página Recursos deste curso e onlinemba.illinois.edu

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Module 3: Planning and Monitoring Operations

In this module, you will explore budgeting in organizations.

3-1.1. Budgeting in Organizations2:18

3-1.2. Types of Budgets3:51

3-1.3. Application and Extension18:32

3-1.4. What We’ve Learned0:26

Conheça os instrutores

Gary Hecht, Ph.D.
Associate Professor of Accountancy
Department of Accountancy, College of Business

Next we're going to talk about the different types of budgets that

an organization can use.

Essentially, we'll explore this master plan, or master budget.

Things usually start off by understanding the sales that will take place

during a given time period and so we'll need to start with a Sales Budget.

The Sales Budget information then flows into and

determines what are Production Budget needs to look like.

In other words,

what units do we need to produce during this particular time period?

The Production Budget then informs a series of component budgets.

Those would be the different sources of costs.

If we are a manufacturing organization, we would see a Materials Budget.

Regardless of what type of organization we are, manufacturing or

service, we'll also usually see a Labor Budget.

And then of course, other indirect costs are categorized in the Overhead Budget.

Sales Budget also informs the Selling and

Administrative Budget, these are costs that are generated by the sales activity

inside of our organization as opposed to the producing activity.

Collectively all of these component budgets aggregate into a budgeted

income statement, essentially a pro forma or projected income statement for

the period in which we're budgeting.

Now let's talk about each of these individual budgets.

The Sales Budget is essentially an estimate of sales revenue.

It's specific to a given time period, whether again that is monthly, quarterly,

or annual.

Sales Budget can vary in terms of how detailed the information provided is.

Of course we can adopt a very aggregate view of organization or

a significant business unit or division within it but

the Sales Budget can also be broken down into the individual components,

perhaps based on the different types of products that are produced and sold,

as well as other organizational aspects such as teams, departments or divisions.

Next comes the Production Budget.

The Production Budget like the sales budget it is time specific.

But instead of talking about units sold we're talking about

units produced during that time period.

The Production Budget as I mentioned before

is driven by the information on the sales budget.

We first understand how many units we will sell And

then that informs how many units we need to produce.

The essence of the Production Budget is organized around the timing of that

production, as well as the different flows of inventory throughout our organization,

especially for a manufacturing firm.

Now the production budget informs individual Component Budgets.

Those include the different sources of costs of producing our product.

In a manufacturing firm, those would include materials, labor, overhead,

which eventually become our cost of goods sold as reflected on the income statement.

If we're a service oriented firm,

then the focus would likely be on labor and overhead.

And the other odd component budget is the selling and administrative costs.

These might have to do with advertising, selling costs,

distribution, customer service, etc.

And finally we have the Budgeted Income Statement.

This ultimately represents the outcome of that master

plan reflected in all the individual budgets.

It's an aggregate of the sales, production, and component budgets and

it represents a pro forma or projected income statement for

the accounting period at hand.

It's a projected outcome which helps facilitate planning and

resource allocation.

It also gives us a goal to shoot for,

guiding our decisions in the organization throughout the accounting period.

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