L8: Budgeting pt2

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32 Terms

1
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What are the 3 levels in the performance hierarchy?

  • Strategic (long-term, whole org)

  • Tactical (mid-term, dept level)

  • Operational (short-term, detailed control)

2
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What kind of planning does most budgeting fall under?

Operational planning – short-term and detailed.

3
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Why might a manager chasing monthly bonuses behave badly?

  • Focus on short-termism

  • High pressure → burnout or quitting

  • Manipulation of results or budget slack

4
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How can short-termism in budgeting be improved?

Use multiple targets (including non-financial) and align with long-term goals.

5
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What is dysfunctional behaviour in budgeting?

When managers act against the business’s best interest due to budget pressure.

6
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What are the 3 management styles in budgeting?

  • Budget-constrained (short-term, high pressure)

  • Profit-conscious (long-term, low pressure)

  • Non-accounting (focus on quality/satisfaction)

7
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What is budget slack?

When managers make budgets easier to hit by underestimating targets.

8
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What are the 3 types of budget difficulty?

  • Expectations (realistic, easy to achieve)

  • Aspirations (stretching, motivating)

  • Optimal (challenging but achievable)

9
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How do you calculate a budget with growth and inflation?

Add % growth and % inflation to current figure.
Example: £800k + 10% + 6% = £932,800

10
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What is incremental budgeting?

Adjusts last year’s figures for inflation/changes.

11
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Give 1 pro and 1 con of incremental budgeting

Easy and quick
May promote waste or ignore big changes

12
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What is zero-based budgeting (ZBB)?

Every cost must be justified from scratch, like it's brand new

13
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When is ZBB best used?

In fast-moving orgs with lots of discretionary costs (e.g. public sector)

14
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What is a rolling budget?

Continuously updated by adding a new period when one ends.

15
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Key benefit and drawback of rolling budgets?

More accurate & responsive
Time-consuming and may cause confusion

16
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What is ‘Beyond Budgeting’?

A move away from rigid budgets → flexible tools like rolling forecasts and KPIs.

17
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What replaces budgets in Beyond Budgeting?

  • Market-based targets

  • Team decision-making

  • KPIs

  • Ethical info systems

18
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Why is forecasting important in budgeting?

Helps create realistic assumptions and prepare for future decisions.

19
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What is linear regression used for in budgeting?

To predict trends using past data (e.g. sales from marketing spend)

20
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Key limitation of linear regression?

Only measures 2 variables, assumes linear trends, and poor for extrapolation

21
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What is time series analysis?

Forecasting using trends, cycles, and seasonal variations in past data.

22
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What are the 4 components of time series?

  • Trend

  • Seasonal

  • Cyclical

  • Residual

23
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What’s the difference between additive and multiplicative models?

  • Additive: add/subtract variation (e.g. +5 units)

  • Multiplicative: apply % (e.g. x1.08)

24
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What’s the formula to forecast using additive variation?

Trend + Seasonal variation = Forecast

25
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What’s the formula to forecast using multiplicative variation?

Trend × Seasonal variation (as %)

26
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What is an index number?

Shows change over time using a base value (usually 100)

27
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How do you calculate an index number?

(Current value ÷ Base value) × 100

28
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How do you use an index to forecast a value?

(Current index ÷ Base index) × Base value

29
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What is Environmental Management Accounting (EMA)?

Tracks environmental costs to improve decisions and control impact.

30
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What are some internal environmental costs?

Waste disposal, permits, energy usage, fines, decommissioning.

31
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What are external environmental costs?

Harm to society like pollution, forest loss, health costs – not on the P&L.

32
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How does EMA affect financial performance?

  • Higher revenue (premium prices)

  • Cost savings (efficiency)

  • Risk of extra costs or fines

  • Competitive advantage