The second step in the MOC process is action planning. According to Raja: "While the set of objectives reflects the 'ultimate goals' of managerial activity, well-designed plans provide the 'means' to achieve them. Action planning is concerned with determining what, who, when, where and how much is required to achieve a given goal. It is a practical way to create a link between goal setting and a more complete implementation program.”
The development of action plans provides the following benefits:
- Evaluation of the practical possibility of achieving goals.
- Identification of areas of potential problems and unexpected consequences.
- Facilitating the search for better and more effective ways to achieve goals.
- Provide a basis for estimating the costs of developing budgets, schedules, and resources.
- Determining what working relationships and support are required.
- Identification of contingencies that should be considered in order to achieve the goals.
The action planning phase is divided into six stages:
- Definition of the main tasks and measures necessary to achieve the goals. For example, measures needed to achieve the goal of reducing plant costs by 8% over the next year include developing a plan for improving production processes through engineering and maintenance and creating a workforce training program to reduce absenteeism and improve the skills of workers.
- Establishing critical linkages between core activities. It essentially has to do with studying operations from a general perspective and creating a schedule for their execution in the proper sequence.
- Clarifying roles and relationships and delegating appropriate authority to perform each activity.
- Estimated time spent for each main activity and sub-operation.
- Determine the resources required for each operation. It is essential for management to determine the costs of achieving the goals before the actual implementation of the plan begins. Resource requirements are usually determined and allocated through budgeting.
- Checking deadlines and correcting action plans. After discussion with subordinates and other leaders, it is often necessary to adjust the action plan to make it more realistic. Work limits may be moved, resources increased or decreased, task schedules revised, and so on.
In market conditions of management, a prosperous enterprise is considered to receive a steady profit from its activities. This maximum goal can be realized on a stable basis through internal planning system.
Naturally, the question arises: how can the market mechanism and planning be combined in reality? As you know, the leading role in coordinating the activities of sellers and buyers belongs to prices, it is they who determine the profitable volumes and methods of production for participants in economic relations.
Each enterprise is forced to subordinate its actions to the price mechanism, the law of supply and demand, since no one is able to cancel their action. However, in the internal structure of each enterprise, the price mechanism is supplanted by the conscious actions of the administration, managers and other specialists.
Therefore, the activity of the enterprise is regulated through the adoption of planned decisions. From this position planning and should be seen as a mechanism that replaces prices and the market in the internal activities of the enterprise. At the same time, it is also an integral part management. That's why planning is the ability to anticipate the goals of the enterprise, the result of its activities and the resources necessary to achieve the goals.
Planning depending on duration divided into long-term, medium-term and short-term, and by the nature of the goal pursued- strategic, tactical and operational.
As part of strategic or long-term planning (for a period of 5-10 years) concept is being developed promising enterprise development. It pursues the achievement of the strategic goals of its existence: maintaining a stable position in the market; expanding market share; profit maximization; increase in profitability; maintenance and provision of liquidity (solvency); gaining market leadership; expanding export opportunities, etc. For each of these areas, it is determined in what time frame certain goals should be achieved, what needs to be done for this, and who is responsible for solving a particular problem. The implementation of strategic directions of activity is provided for by the entire system of plans developed at the enterprise.
By using tactical or medium-term planning (3-5 years) detailing the strategic goals and objectives of the enterprise. Within the framework of such planning, the development of specific programs aimed at the gradual and consistent implementation of the planned long-term goals of the enterprise is ensured. They provide for linking development goals with resources and determine the proportions between various indicators.
One of the powerful tools for medium-term on-farm planning is business planning. In countries with developed market economies, business plans have long taken their rightful place. Domestic theory and practice are only accumulating experience in developing such plans, which are necessary both to receive investments and to formulate their own ideas in terms of business, as well as to assess the viability of its proposed facility. The adopted plan is the strategy of the enterprise, and specific measures for its implementation are tactics. Many Western firms have developed continuous planning, in which plans for the coming year are concretized annually and indicators for the next two years are clarified. As a result, firms have a long-term plan and consistently seek to improve its validity.
Operational or short-term planning system sets the dynamics and rhythm of the enterprise during the day, week, decade, month, quarter or year. Such plans are developed on the basis of approved programs, have a narrow focus, a high degree of detail, and are characterized by the use of various techniques and methods in their justification.
In Western management accounting systems, the term " budgeting».
Budget is a plan expressed in natural and monetary units. It serves as a tool for managing the income, expenses and liquidity of the enterprise.
High-quality budgeting involves the participation in the planning process of many specialists: marketers, economists, financiers, accountants, technologists, specialists in the field of taxation, rationing of labor and material resources, etc.
The formation of the budget is carried out according to a scheme that provides for the interaction of "tops" and "bottoms". This scheme is the most perfect, since planning "from below" and budgeting "from above" is a single process that provides for constant interconnection and coordination of budgets of various levels of enterprise management.
Budget development (fig. 5.1.) includes four main stages:
Statement of the problem and collection of initial information for the development of the draft budget;
Analysis and generalization of the collected information, calculation of scientifically based indicators of the enterprise's activity, formation of a draft budget;
Evaluation of the draft budget;
Budget approval.
Fig.5.1. Scheme for the development and implementation of the budget
When collecting initial information, the responsibility of structural units for providing information is provided for in order to link the necessary indicators.
Budgets are developed as in general for the organization (consolidated budget), as well as for its structural divisions or individual functions of activity (private budgets).
The process of drawing up a consolidated (main) budget in most of its elements practically coincides with the process of developing a technical and industrial financial plan, which is well known to us.
The master budget is a work plan for the organization as a whole, coordinated across all departments or functions of activity.
As a result of its compilation are created:
Profit and loss plan;
Cash flow forecast;
Forecast balance sheet (statement of financial position).
MANAGEMENT ACCOUNTING. CONTROL AND MEASURING MATERIALS FOR CERTIFICATION OF RESIDUAL KNOWLEDGE
CONTROL AND MEASURING MATERIALS FOR CERTIFICATION OF RESIDUAL KNOWLEDGE
by discipline:
MANAGEMENT ACCOUNTING
for the specialty: 080109 "Accounting, analysis and audit",
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Tests for certification of residual knowledge
1. By type of activity, the income of the organization is divided into income from:
1) production activities;
2) commercial and marketing activities;
3) core, financial and investment activities;
4) supply and procurement activities.
2. According to the sources of formation, the income of the organization is divided into income from:
1) own capital;
2) borrowed capital;
3) own and borrowed capital;
4) sales of products (works, services) and other receipts.
3. According to the nature of taxation, the income of an organization is divided into income:
1) subject to taxation;
2) not subject to taxation;
3) subject and not subject to taxation;
4) nominal and real.
4. According to the influence of the inflationary process, the income of the organization is divided into:
1) the previous period:
2) reporting period;
3) reporting and planning period;
4) nominal and real.
5. According to the period of formation, the income of the organization is divided into income from:
1) operating activities;
2) non-sales activities;
3) operating and non-sales activities;
4) previous, reporting and planning periods.
6. The main principles of intracompany settlement include:
1) operational and production and property independence of structural divisions; technical and economic planning of indicators; internal accounting and reporting; analysis and control of performance results; material and moral stimulation;
2) establishment of planning and settlement prices in general for the organization and its structural divisions; establishing transfer pricing;
3) drawing up budgets and internal reporting.
7. The production structure of the organization reflects:
1) staffing of the organization;
2) the line of conduct of managers of production units;
3) types of industries, composition and structure of workshops, services, their capacity, forms of construction and interconnections;
4) the composition and structure of costs and income of each element of production.
8. The organizational structure of the enterprise is reflected:
1) in the staffing of the organization;
2) in the sales budget;
3) in the department of capital construction;
4) in the forecast balance sheet.
9. Linear control is:
1) subordination of higher levels to lower ones;
2) establishment of equal relations between structural divisions;
3) horizontal control;
4) vertical control.
10. Functional management is:
1) management of individual functions of activity;
2) when the top level manages all or part of the bottom ones, but only within the limits of one function;
3) when one person, divisions can have different heads for different functions;
11. Linear-functional control is:
1) when linear divisions are engaged in core activities, and specialized functional divisions provide services to them;
2) ensuring a combination of the principles of management specialization and unity of command;
3) execution by lower levels of management of instructions and orders of higher levels and functional units;
4) all of the above answers.
12. The matrix form of management organization is:
1) integration of a set of works aimed at achieving the set goals;
2) organization along with functional subdivisions of parallel special bodies (project groups) to solve specific production problems;
3) the intersection of horizontal and vertical lines of management, ensuring the interaction of project managers with the heads of functional units;
4) all of the above answers.
13. Responsibility center is:
1) cost center;
2) sales center;
3) investment center;
14. The cost center is:
1) segment of the organization, the head of which is responsible for the costs;
2) the segment of the organization whose manager is responsible for sales revenue;
3) segment of the organization, the head of which is responsible for costs and revenues;
4) segment of the organization, the head of which is responsible for the investment.
15. Sales center is:
1) a segment of the organization, the head of which is responsible for indicators of solvency and financial stability;
2) segment of the organization, the head of which is responsible for the work of the personnel department;
3) segment of the organization, the head of which is responsible for the work of the logistics department;
4) segment of the organization, the head of which is responsible for income.
16. Profit center is:
1) a segment of the organization, the head of which is responsible for the effective investment of the profits received;
2) a segment of the organization, the head of which is responsible for the profitability of financial and capital investments;
3) segment of the organization, the head of which reports to the investment center;
4) a segment of the organization, the head of which plans only indicators of profitability of production.
17. Investment center is:
1) a segment of the organization, the head of which is responsible for profit and its effective investment;
2) a segment of the organization, the head of which is responsible for the transport support of the company's clients;
3) a segment of the organization, the head of which is not responsible for costs, sales revenue and profits;
4) segment of the organization, the head of which provides suppliers with information about their competitors.
18. Level of independence and responsibility of the cost center:
2) above the level of the profit center;
3) above the sales center level;
4) above the level of the investment center.
19. Level of independence and responsibility of the sales center:
1) below the level of the cost center;
2) above the cost center level;
3) below the level of the profit center;
4) above the level of the profit center.
20. The level of independence and responsibility of the profit center:
1) below the level of the cost and sales center;
2) above the level of the cost and sales center;
3) below the level of the investment center;
4) is equal to the level of the cost and sales center.
21. The level of independence and responsibility of the investment center:
1) below the level of the profit center;
2) below the level of the sales center;
3) is equal to the level of the cost center, sales and profits;
4) above the cost center level.
22. Rule J. Higgins:
1) each structural unit of the enterprise is associated with the general organizational structure of the organization;
2) each structural unit of the enterprise must contribute to the process of developing the general budget of the organization;
3) each structural unit of the enterprise must create conditions for the effective functioning of other structural units;
4) each structural unit of the enterprise is burdened by those, and only those expenses or incomes, for which it can be responsible and which it controls.
23. For a responsibility center, the input is:
1) planning the profitability of production;
2) analysis of production profitability;
3) governing bodies, managers, employees;
4) the cost of raw materials, materials, semi-finished products, labor and various services.
24. For the responsibility center, the output is:
1) planning and analysis of the profitability of production;
2) governing bodies, managers, employees;
3) static and flexible budgets;
4) products, works, services.
25. Responsibility centers based on the functions they perform are divided into:
1) sales centers;
2) investment centers;
3) profit centers;
4) main, auxiliary and service centers.
26. Responsibility centers based on the scope of authority and responsibility are divided into:
1) cost and income centers;
2) profit centers;
3) investment centers;
4) all of the above centers.
27. The planning period is:
1) the time period during which the managers of the organization draw up and agree on plans;
2) the time period for which the plans are drawn up and during which the plans are implemented;
3) the time period associated with the preparation of projects and forecasts;
4) the time period associated with the discussion of the budgets of sales, production, forecast balance sheet.
28. Planning for a period of up to 1 month can be characterized as:
1) operational;
2) tactical;
3) strategic;
4) medium term.
29. Planning for a period of up to 1 year can be characterized as:
1) operational;
2) short-term;
3) medium-term;
4) long-term.
30. Planning for a period of up to 3 years can be characterized as:
1) operational;
2) current;
3) medium-term;
4) strategic.
31. On-farm planning in terms of the volume of tasks to be solved:
1) below the level of business plans;
2) above the level of business plans;
3) equals the level of business plans;
4) limited to the preparation of operating budgets.
32. The general budget is:
1) a set of plans drawn up for the organization as a Whole;
2) a set of plans drawn up for the main structural divisions of the organization;
3) a set of plans drawn up for the profit center;
4) a set of plans intended for compiling a forecast profit and loss statement.
33. The budgeting procedure begins with the preparation of:
1) production budget;
2) sales budget;
3) investment budget;
34. The composition of the financial plan of the organization includes:
1) production budget;
2) the budget of commercial and marketing expenses;
3) the budget of material and labor resources;
4) investment budget.
35. The final step in the preparation of operating budgets is the preparation of:
1) production budget;
2) sales budget;
4) the budget of funds.
36. The budget for the purchase of materials is compiled on the basis of:
1) production budget;
2) sales budget;
3) the budget of material costs;
37. The adopted plan is:
1) tactics of the organization;
2) the strategy of the organization;
3) reflecting the history of the organization;
4) optional for implementation.
38. The implementation of the plan is:
1) tactics of the organization;
2) the strategy of the organization;
3) an optional event;
4) the subject of discussion with the tax authorities.
39. Budgeting should consider the following options:
1) optimistic;
2) probabilistic;
3) pessimistic;
4) all of the above answers.
40. The list of possible reports for the cost center includes data:
1) the budget of funds;
2) investment budget;
4) production budget.
41. The list of possible reports for the sales center includes the following data:
1) the budget of funds;
2) income budget;
3) production budget;
4) forecast balance sheet.
42. The list of possible reports for the profit center includes the following data:
1) investment budget;
2) the budget of funds;
3) forecast balance sheet;
4) prognostic income statement.
43. The list of possible reports for the investment center includes the following data:
1) investment budget;
2) the budget of funds;
3) prognostic profit and loss statement;
4) all listed budgets.
44. The static budget is calculated on:
3) application of a comprehensive analysis of economic activity;
4) application of factor analysis of economic activity.
45. A flexible budget provides for:
1) a specific level of business activity;
2) several options for business activity;
3) comparison of only absolute values of indicators in monetary terms;
4) comparison of only absolute values of indicators in percentage terms.
46. The production process is:
1) the process of production of goods;
2) the process of production of services;
3) the production process of industrial relations;
4) the process of production of products, goods, works, services of industrial relations.
47. Depending on the nature of the technological process, production is divided into:
1) chemical and mechanical;
2) in-line and conveyor;
3) main and auxiliary;
4) mining and processing.
48. According to the method of processing raw materials and materials, production is divided into:
1) chemical and mechanical;
2) mining and processing;
3) simple and complex;
4) main and conveyor.
49. On an organizational basis, production is divided into:
1) basic and complex;
2) auxiliary and conveyor;
3) in-line and non-in-line (group);
4) simple and automated.
50. According to the role in the implementation of the output program, production is divided into:
1) mass and serial;
2) main and auxiliary;
3) mass, serial and individual;
4) individual and conveyor.
51. According to the volume of satisfaction of consumer requests, production is divided into:
1) production of food products;
2) production of non-food products;
3) production of consumer goods;
4) mass, serial and individual.
52. According to the nature of the products produced, production is divided into:
1) mass, serial and individual;
2) in-line and conveyor;
3) simple and complex;
4) production of food products.
53. The production program of the organization consists of:
1) production plan in physical terms;
2) production plan in monetary terms;
3) production plan in physical and monetary terms;
4) a plan for the production and sale of products by variety.
54. The method of signal documentation is:
1) documenting the consumption of scarce and expensive materials;
2) documentation of deviations in the consumption of raw materials and materials from established norms and standards;
3) documenting the consumption of raw materials and materials within the limits of norms and standards;
4) inventory of the remains of unused raw materials and materials.
55. The batch cutting method is:
1) documenting the consumption of raw materials and materials in primary documents with a red diagonal stripe;
2) documenting the consumption of raw materials and materials by cutting sheets (maps);
3) documenting the actual consumption of raw materials and materials by batches;
4) documenting the planned consumption of raw materials and materials by batches.
56. With the inventory method, the consumption of raw materials and materials for production is determined:
1) with the help of primary signal documents;
2) using cutting sheets and cards;
3) with the help of limit-fence cards;
4) with the help of inventory sheets.
57. In complex productions, the actual consumption of raw materials and materials by type of product can be determined proportionally:
1) norms;
2) content coefficients;
3) the volume of non-returnable waste;
4) standards and coefficients of content.
58. Non-returnable waste is assessed:
1) at prices of possible sale;
2) at prices of possible use;
3) at prices of possible sale or use;
4) are not subject to evaluation.
59. R&D expenditure is:
1) management expenses;
2) investment costs;
3) cost item;
4) cost element.
60. The solution is:
1) an element of the set of possible alternatives;
2) a regulatory document regulating the activities of the management system;
3) oral or written instructions for the need to perform a specific action, operation, process;
4) all of the above answers.
Answers to tests for certification of residual knowledge
| question number | Answer | question number | Answer | question number | Answer |
Budget execution control is one of the most important functions of budgeting. By itself, the plan or budget is only a management tool. However, it can be managed only when the enterprise has created mechanisms that control the implementation of plans. Therefore, it is very important during the budget period to regularly (week, month, quarter) monitor the actual implementation of financial plans, analyze situations where plans are not being implemented, and then, based on the findings, make timely decisions. Budget control, an analysis of how plans are being carried out, is an assessment of the effectiveness of planning and a reaction to it.
Plan-fact analysis is relevant for most financial budgets, and if a more detailed study of the reasons for deviations from the plan is necessary, it is also suitable for individual operating and functional budgets. It is performed on a company-wide scale, or for individual centers of financial activity, projects or lines of activity (this will allow you to find out which one gives negative or positive deviations). One way or another, the choice of its object remains with each specific organization and is justified by the tasks that the management of the organization sets.
In many companies, the budget committee plays an important role. He monitors compliance with planned budget indicators by financial responsibility centers and manages the company's investment policy, develops a financial planning strategy. As a rule, top managers of the company (functional directors and heads of business units) who control the budget process are directly involved in such committees, which allows them to effectively and quickly make agreed decisions on changes in financial plans, develop recommendations for correcting the financial situation in the organization or a separate center of financial responsibility.
Budget and actual figures should be given in the same analytical sections, with the same frequency, so that their comparison is always correct. Deviations in the analyzed data help to draw conclusions about the effectiveness or inefficiency of the company as a whole, and in its individual structures. If there are such deviations and they are large, then an adjustment or updating of budgets is used.
The results of the plan-fact analysis of budget execution are also used to calculate budgets for other periods.
Correctly performed this type of analysis of budget execution will help improve the accuracy of budgeting, as well as strengthen the financial and economic position of the company. This is due to the fact that he explores not only the causes of deviations themselves, but also suggests a strategy for correcting the situation.
It is advisable to control the execution of budgets, generate reports that allow recording deviations between planned and actual data, a description of the reasons for these deviations, and it is advisable to carry out adjustments and updates using an automated system. This will allow you to quickly receive information in the same analytical sections in which the financial plan is formed, consolidate data, automatically calculate deviations of actual indicators from planned ones, fix their causes and make timely decisions to eliminate situations that are undesirable for business.
The BIT.FINANCE system contains a set of mechanisms that allow not only to form budgets of any types and levels, but also to effectively control the implementation of the company's financial plan.
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These mechanisms include reports for carrying out plan-fact analysis with detailing and grouping by any analytical sections:
- plan-fact analysis is universal;
- plan-fact analysis;
- plan-factual analysis of the budget (account balances).
The last two types of reports are designed to compare and analyze planned (in accordance with the budget) and actual (in accordance with real business transactions) data. The report shows absolute and relative deviations between these indicators.
To compare several scenarios with one "reference" scenario (for example, comparing several planned scenarios with the actual scenario), use the "Plan-fact analysis universal" report. The report also provides a special mode “Comparison of data from different years”, which allows you to compare data from different budget periods, for example, planned data from the previous period with actual data for the current year, or actual data for several years.
The BIT.FINANCE system also includes the Scenario Forecasting report, which allows you to analyze the expected budget execution before the end of the budget period, taking into account the actual data already received.
In addition, the BIT.FINANCE system contains the “Budget discrepancy protocol” document, with which you can not only obtain planned, actual data and deviations between them, but also fix the causes of the most significant deviations. The document is being approved by the responsible persons of the company and has a printed form to provide the results of the plan-fact analysis to the management.
When serious deviations are found in the analysis of budget execution, or errors made in its preparation are found, it may be necessary to adjust the planned data. For this purpose, the BIT.FINANCE system provides for the document “Budget Adjustment”. The document allows you to change the budget amount and transfer it to another article, CFD, project, or any other budgeting analytics.
After receiving the actual data, for example, for the first half of the current year, it may be necessary to update the annual financial plan with the distribution of deviations between the plan and the fact for the remaining planning period. To update the approved budgets of the company after receiving the actual data in the BIT.FINANCE system, the document “Budget Update” is intended.
There are different ways of updating: uniform or proportional distribution of deviations to planned data, manual adjustment and updating according to an arbitrary profile with the setting of the deviation distribution coefficient for each period.
Unlike budget adjustments, when updating in the BIT.FINANCE system, the adjusted plan data is written to a new scenario. Thus, the original approved financial plan remains in the system and a new scenario with updated data appears. At each stage of the budget period, you can compare not only planned and actual data, but also approved and updated budgets.
There are a lot of methods and techniques for analyzing budget execution. Absolute (rubles, other currencies, commodity units) and relative (coefficients, percentages) indicators can be compared. Deviations are calculated between indicators planned for a specific period and in relation to any base period. The share of individual articles in the final indicator is determined and analyzed, a comparative analysis is carried out on the basis of similar figures according to the schemes of doing business in companies. All these types of analysis, as a rule, complement each other and allow you to get the most complete picture of the reasons for the deviations of the actual financial situation in the company from the planned one.
The use of the BIT.FINANCE system for automating financial planning will make it possible to effectively control the execution of budgets, analyze the causes of deviations with their detailing to the primary document, promptly update and correct budget data, and thereby greatly facilitate managerial decision-making at any stage of the budget process.
1. The main principles of intracompany settlement include:
a) operational and production and property independence of structural units; technical and economic planning of indicators; internal accounting and reporting; analysis and control of performance results; material and moral stimulation;
b) establishment of planning and settlement prices in general for the organization and its structural divisions;
c) establishing transfer pricing;
d) budgeting and internal reporting.
2. The production structure of the organization reflects:
a) staffing of the organization;
b) the line of conduct of managers of production units;
c) types of industries, composition and structure of workshops, services, their capacity, forms of construction and interconnections;
d) the composition and structure of costs and income of each element of production.
3. The organizational structure of the enterprise is reflected in:
a) the staffing of the organization;
b) sales budget;
c) department of capital construction;
d) forecast balance sheet.
4. Linear control is:
a) subordination of higher levels to lower ones;
b) establishment of equal relations between structural divisions;
c) horizontal control;
d) vertical control.
5. Functional management is:
a) management of individual functions of activity;
b) when the top level manages all or part of the bottom ones, but only within one function;
c) when one person, departments may have different heads for different functions;
6. Linear-functional control is:
a) when line divisions are engaged in core activities, and specialized functional divisions provide services to them;
b) ensuring a combination of the principles of management specialization and unity of command;
c) execution by lower levels of management of instructions and orders of higher levels and functional units;
d) all of the above answers.
7. The matrix form of management organization is:
a) integration of a set of works aimed at achieving the set goals;
b) organization, along with functional subdivisions, of parallel special bodies (project groups) to solve specific production problems;
c) the intersection of horizontal and vertical lines of management, ensuring the interaction of project managers with the heads of functional units;
d) all of the above answers.
8. Responsibility center is:
a) cost center
b) sales center;
c) investment center;
d) all of the above centers.
9. Cost center is:
a) the segment of the organization whose manager is responsible for the costs;
b) the segment of the organization whose manager is responsible for sales revenue;
c) segment of the organization, the head of which is responsible for costs and revenues;
d) the segment of the organization whose leader is responsible for the investment.
10. Sales center is:
a) a segment of the organization, the head of which is responsible for indicators of solvency and financial stability;
b) segment of the organization, the head of which is responsible for the work of the personnel department;
c) segment of the organization, the head of which is responsible for the work of the logistics department;
d) segment of the organization, the head of which is responsible for revenue.
11. Profit center is:
a) a segment of the organization, the head of which is responsible for the effective investment of the profits received;
b) segment of the organization, the head of which is responsible for the profitability of financial and capital investments;
c) segment of the organization, the head of which reports to the investment center;
d) a segment of the organization, the head of which plans only indicators of profitability of production.
12. Investment center is:
a) a segment of the organization, the head of which is responsible for profit and its effective investment;
b) a segment of the organization, the head of which is responsible for the transport support of the company's clients;
c) a segment of the organization whose leader is not responsible for costs, sales revenue and profits;
d) segment of the organization, the head of which provides suppliers with information about their competitors.
13. Level of independence and responsibility of the cost center:
b) above the level of the profit center;
c) above the level of the sales center;
d) above the level of the investment center.
14. The level of independence and responsibility of the sales center:
a) below the level of the cost center;
b) above the cost center level;
c) below the level of the profit center;
d) above the level of the profit center.
15. The level of independence and responsibility of the profit center:
a) below the level of the cost and sales center;
b) above the level of the cost and sales center;
c) above the level of the investment center;
d) is equal to the level of the cost and sales center.
16. The level of independence and responsibility of the investment center:
a) below the level of the profit center;
b) below the level of the sales center;
c) is equal to the level of the cost center, sales and profits;
d) above the level of the cost center.
17. Rule J. Higgins:
a) each structural unit of the enterprise is associated with the overall organizational structure of the organization;
b) each structural unit of the enterprise must contribute to the process of developing the general budget of the organization;
c) each structural unit of the enterprise must create conditions for the effective functioning of other structural units;
d) each structural unit of the enterprise is burdened by those and only those expenses or incomes for which it can be responsible and which it controls.
18. For a responsibility center, the input is:
a) planning the profitability of production;
b) analysis of profitability of production;
c) governing bodies, managers, employees;
d) the cost of raw materials, materials, semi-finished products, labor and various services.
19. For the center of responsibility, the output is:
a) planning and analysis of the profitability of production;
b) governing bodies, managers, employees;
c) static and flexible budgets;
d) products, works, services.
20. Responsibility centers based on the functions they perform are divided into:
a) sales centers
b) investment centers;
c) profit centers;
d) main, auxiliary and service centers.
21. Responsibility centers based on the scope of authority and responsibility are divided into:
a) cost and revenue centers;
b) profit centers;
c) investment centers;
d) all of the above centers.
22. The planning period is:
a) the time period during which the managers of the organization draw up and agree on plans;
b) the time period for which plans are drawn up and during which plans are implemented;
c) the time period associated with the preparation of projects and forecasts;
d) the time period associated with the discussion of budgets for sales, production, forecast balance sheet.
23. By the nature of the goal pursued, planning for a period of up to 1 month can be characterized as:
a) operational;
b) tactical;
c) strategic;
d) medium term.
24. Planning for a period of up to 1 year can be characterized as:
a) operational;
b) short-term;
c) medium-term;
d) long term.
25. Planning for a period of up to 3 years can be characterized as:
a) operational;
b) current;
c) medium-term;
d) strategic.
26. On-farm planning in terms of the volume of tasks to be solved:
a) below the level of business plans;
b) above the level of business plans;
c) equals the level of business plans;
d) is limited to the preparation of operating budgets.
27. General budget is:
a) the aggregate plans drawn up for the organization as a whole;
b) a set of plans drawn up for the main structural divisions of the organization;
c) a set of plans, drawing up for the profit center;
d) a set of plans intended for the preparation of a forecast profit and loss statement.
28. The budgeting procedure begins with the preparation of:
a) production budget
b) sales budget;
c) investment budget;
29. The composition of the financial plan of the organization includes:
a) production budget
b) the budget of commercial and marketing expenses;
c) the budget of material and labor resources;
d) investment budget.
30. The final step in the preparation of operating budgets is the preparation of:
a) production budget
b) sales budget;
d) cash budget.
31. The budget for the purchase of materials is compiled on the basis of:
a) production budget
b) sales budget;
c) the budget of material costs;
32. The adopted plan is:
a) the tactics of the organization;
b) the strategy of the organization;
c) reflecting the history of the organization;
d) optional.
33. The implementation of the plan is:
a) the tactics of the organization;
b) the strategy of the organization;
c) an optional event;
d) the subject of discussion with the tax authorities.
34. Budgeting should consider the following options:
a) optimistic;
b) probabilistic;
c) pessimistic;
d) all of the above answers.
35. The list of possible reports for the cost center includes the following data:
a) the cash budget;
b) investment budget;
d) production budget.
36. The list of possible reports for the sales center includes the following data:
a) the cash budget;
b) income budget;
c) production budget;
d) forecast balance sheet.
37. The list of possible reports for the profit center includes the following data:
a) investment budget;
b) cash budget;
c) forecast balance sheet;
d) pro forma profit and loss statement.
38. The list of possible reports for the investment center includes the following data:
a) investment budget;
b) cash budget;
c) pro forma profit and loss statement;
d) all listed budgets.
39. The static budget is calculated on:
c) application of a comprehensive analysis of economic activity;
d) application of factor analysis of economic activity.
40. A flexible budget provides for:
a) a specific level of business activity;
b) several options for business activity;
c) comparison of only absolute values of indicators in monetary terms;
d) comparison of only absolute values of indicators in percentage terms.
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