you need to evaluate a real budget process comparing that real process to the theory and then making recommendations.
Budgeting Table of Contents 3Introduction 31.0. Understanding on budget preparation 52.0. Preparation process and monitoring process 73.0. The key elements 84.0. Indirect costs 85.0. Cost and cost structure 96.0. Assumptions and other information 107.0. Performance 118.0. Impact from data analysis on this process 12Conclusion 13Reference list Introduction Budget is often called as a systematic process for predicting the future revenue as well as cost associated to generate such revenue. Alternatively, the budget is a document showing the estimated figures for the sales and expenditures of a specific period in future (Saarinen, 2017). This is often back-up by assumptions on the different factors. These documents are made by the internal experts of the organisation such as manager (having known on accounting), accountants etc. Sometimes, this can involve a group of people within the business for preparation of such budget for a multinational organisation. This means the budgets are part of the internal management system required for reporting the future financial results. In the following report, a budget will be selected and evaluated. Furthermore, the preparation and monitoring process of the budget will be explained here by outlining the responsible person for it. Any pitfall during this preparation process will be discussed. Additionally, the process of aligning with organisation’s strategy and goal will be also discussed here. Along with that, a timeframe or timeline will be also discussed here. The cost elements (indirect and direct costs) and cost structure management will be critically evaluated. At the end of this report a summary will be provided to conclude all the important factors of budget. 1.0. Understanding on budget preparation Figure 1: Budget showing departmental costs and revenue (Source: Churchill, 1984) The above budget has been extracted from a paper; this budget is showing the elements of budget (revenue and costs) for whole organisation as well as two departments (Churchill, 1984). This budget has been used to develop understanding on the preparation, authorisation, managing and implementation within the relevant business. According to the views of Laitinen, Länsiluoto and Salonen, (2016) the funds required for the expenditures are evaluated with the help of the budget. The main key element in the preparation process is the planning for the future and monitoring the same on timely basis. There are many steps to prepare a budget such as identification of the income sources in a business, determination of the fixed costs, inclusion of variable expenses, prediction of the spending of costs (both fixed and variable) and drafting the budget. On the other hand, Saarinen, (2017) there might be more than five stages in budget preparation because there are different types of budgets such as fixed budget, rolling budget, zero based budgets, variable etc. Preparation of such budgets can be different but the main idea remains same for all types of budgets. In the first stage, the income is evaluated on monthly or yearly basis depending on the future budget. Basically, this starts with predicting the future sales (number of units to be sold depending on the demand in the future market multiplied by unit price). The second step is to determine the fixed cost involving in the production process. This also involves evaluating changes in the fixed expenses. It can be seen that the fixed income has been successfully posted in the document as 50,000 dollars for the company; this has included departmental fixed cost of 25,000 dollars each for two departments (Churchill, 1984). The third step is to evaluating the variable costs; this type of cost is related with the produced unit that means the scaling up or down is possible in this expense. After that the unexpected spends are predicted and the last stage is to draw a document and placing them accordingly. Thus a budget is prepared by the authorised entity. 2.0. Preparation process and monitoring process As opined by Laitinen, Länsiluoto and Salonen, (2016) it has been stated that the budget preparation involves a lot of processes. The main purpose of budget is to identify the expenditure pattern and limit the overspending. Hence, it can be stated that these documents also plays role in controlling expenses in the organisation with the help of setting different patterns and appropriate benchmarks. As a consequence of this, the effective and efficient allocation of resources is achieved so the business can perform remedial action within the business. Continuous reviews of the expenditure are required within the monitoring process. In contrary Mohamed, Kerosi and Tirimba, (2016) it has been argued that the purpose of budget is wasted when there is pitfall within budget preparation process. As a consequence of this the effectiveness of budget gets distorted. Inaccuracy in prediction, rigid decision making process, time etc is the common pitfalls of the business. If the assumptions contain any errors then the budgeted figures will not be correct. As a result of this, it would negatively affect the organisation in terms of operation. Additionally, the rigid decision making and improper allocation can be listed as pitfall in budget. However, these can be minimised after taking appropriate decision such as creating a contingency reserve to deal with the unexpected expenses to tackle with the accuracy. If the market involves any fundamental change then the budget has to be changed accordingly so the rigid decision making will be eliminated. The allocation method should be updated to allow the managers to substitute services to eliminate the improper expense allocation. As per the views of Lambovska, Rajnoha, and Dobrovic, (2019) it has been stated that it is important to align the budget with the business strategy. First of all the budget should include a timeframe that means the budget should reflect the expenses and revenue within that time. After that the budget should specify the roles of the employees, stakeholders, executives to meet the organisation’s goal. If there is any long term strategy then it should be planned early with budget. Budget should help to position the business in a specific market condition to increase the growth in the market. On flip side Henttu-Aho, (2018) it has been stated that the unrealistic assumptions should be eliminated in the development process of budget. Generally, budget should be identified as the strategic plan for inclusion of revenue and expenditure. There is specific guideline to include budget within the strategic plan of an organisation. Hence, the budget will aid the decision makers and other entities within the business to achieve the goals. The owners also face another problem such as complexity in the multi-layered business due to its various departments and unpredictable changes. In this case, the flexibility should be obtained to adjust the budgeted figures to minimise the errors. After that approval is necessary to allocate new budget after those changes (Henttu-Aho, 2018). Monitoring of the expenses is an effective way to make the business efficient which them improves the productivity of the business. There might be restrictions due to the labour, technology and other factors so an effective communication is needed within the monitoring process to merge such change. As per the views of Porseziyan and Alexander, (2020) the strategic budgeting is a term which helps a business for aligning its budget with the strategy. As a result of this, the financial efficiency is achieved for long term business area. Structural as well as economic strength of the business are achieved with strategic budgeting. Generally, it is achieved with the help of the economic and structural strengths. The zero based budget is a good example of strategic planning where the costs are adjusted in every new period and budgets are prepared accordingly. 3.0. The key elements It can be seen that the revenue was budgeted for 400,000 dollars for the business. On the same note, the revenue for the department A was 200,000 dollars and department B was 200,000 dollars. The revenue has been regarded as the variable because the total revenue depends on the number of unit sold by the business. If the number of unit sold by the business increases then the revenue of the business will automatically increase. As per the views of Williamson, (2016) variable revenue refers that the value will vary in different quarter. Hence, it can be stated that the revenue will not be fixed for different time (quarter, year and month). On the other hand, the variable cost (i.e. part of cost elements) in the budget is 200,000 dollar out of which ‘department A’ has incurred 150,000 dollar and ‘department B’ has incurred 50,000 dollars. The nature of the aforementioned cost is also variable because the cost will change if the produced units change automatically. It is important to understand the type of the cost while implementing budgetary control within the operation of a business (Mohamed, Kerosi & Tirimba, 2016). Generally, these variable costs are the moving element of the business so it is important to have flexibility to ensure that the costs are predicted accurately. For this reason alignment of variable cost with the departments are necessary to evaluate the total cost for the company. Hence, this is the process to move towards the goal or strategy formation of the company. In the case of fixed cost stated in the budget it is in fixed in nature. The fixed cost will not change if the produced unit changes automatically. It can be also seen that the budgeted fixed cost for the company was 50,000 dollars. On the other hand, the budgeted cost for department A was 25,000 dollars and department B was 25,000 dollars. 4.0. Indirect costs As opined by Voznyak, et al. (2019) it is important to categorise the costs within the budget because this aids in better control of the expenses. Generally, the cost can be differentiated in two ways such as direct costs and the indirect cost. The direct costs are associated with the production process whereas the indirect costs are not directly associated with the business activities. It can be observed that, there is corporate overhead; this cost is not directly associated with the production of the company but it is the supportive activities like office and administrative expenses. Hence, it can be stated that the corporate overhead is the indirect cost here. This expense is not a fixed expense for the business rather it is the variable expense. Therefore, it can be stated that the corporate overhead expenses will increase when the production of the company increases. This can also decrease if the production unit decrease so this indirect expense has been allocated on the basis of variable approach. 5.0. Cost and cost structure The above budget is showing two different costs such as direct cost and indirect cost. Hence, this budget has been classified as two structured. On the other hand, the company has allocated the costs in the budget