38 International Journal of Accounting and Taxation, Vol. 1 No. 1, December 2013 Budgetary Control as a Measure of Financial Performance of State Corporations in Kenya Kenneth Odour Adongo1 Ambrose Jagongo PhD, MKIM2 Abstract The importance of financial stability in enabling an organization to function efficiently and maximize the potential for service delivery cannot be underestimated. The quest for better service delivery under new public management in public organizations in Kenya necessitates
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University of Phoenix Material Capital Budgeting – Clarification Example When people hear the term capital budgeting, they usually focus on the budgeting part of the term rather than the capital portion. Actually, capital is the more important aspect because it shows you that you are evaluating a larger expenditure that will be capitalized—in other words, depreciated over time. Remember, a capital expenditure can be many things—a large copying machine, an automated assembly line, a building
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Name: __Rachelle Dillingham__________ Section: ___FINA301-Q1WW__________ FINA 301 Capital Budgeting Exercise Points: 45 Capital Budgeting Exercise 1 You are considering the purchase of one of two machines used in your manufacturing plant. Machine A has a life of two years, costs $500 initially, and then $150 per year in maintenance costs. Machine B costs $650 initially, has a life of three years, and requires $100 in annual maintenance costs. Either machine must be replaced at the end
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WHAT IS CAPITAL BUDGETING? Capital budgeting is a required managerial tool. One duty of a financial manager is to choose investments with satisfactory cash flows and rates of return. Therefore, a financial manager must be able to decide whether an investment is worth undertaking and be able to choose intelligently between two or more alternatives. To do this, a sound procedure to evaluate, compare, and select projects is needed. This procedure is called capital budgeting. I. CAPITAL
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A Case Method Approach of Teaching how Cost-Volume-Profit Analysis is connected to the Flexible Budgeting Process and Variance Analysis To start a successful business, students need to understand the steps necessary to achieve their desired profits. While Managerial textbooks teach each step independently, we demonstrate how these steps are integrated. We present a Multi-Disciplinary Case-Method approach to teaching Cost-Volume-Profit (CVP) Analysis. Finally, students prepare a Flexible Budget
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Capital Budgeting 1. Critical profitability analysis (Exhibit 1).Additional shortcomings omitted by Faulkner Poor capital-budgeting decisions can be harmful to the Sugar Lake Refining and Processing Company as it will involve spending large amounts money to be recovered for a long time. Edwards & Ivancevich, (2011) demonstrate that the other harm would be the opportunity cost arising from not taking the opportunity and it turns that a competitor comes in. The worst effect is when poor budgeting
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Individual Project/DB Capital Budgeting Janella Chapman ACCT-614/Applied Managerial Accounting March 15, 2013 Professor Tracie Edmond I. Overview As companies look to grow and expand operations, product lines, or locations, capital budgeting is the method used by management in evaluating if projects and long-term investments will be profitable for the company. Capital budgeting analysis evaluates projects that will have cash flows for longer than a year. Capital budgeting helps management analysis
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Management Science-II Prof. R.Madumathi MODULE 2 Capital Budgeting • Capital Budgeting is a project selection exercise performed by the business enterprise. • Capital budgeting uses the concept of present value to select the projects. • Capital budgeting uses tools such as pay back period, net present value, internal rate of return, profitability index to select projects. Capital Budgeting Tools • • • • • Payback Period Accounting Rate of Return Net Present Value Internal Rate
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Beyond budgeting is a leadership philosophy that relates to an alternative approach to budgeting. Beyond budgeting supporters suggest that traditional annual budgeting should be eliminated rather than simply be improved as it is fundamentally flawed (Hope and Fraser, 2003). This approach has drawn worldwide attentions. In this essay, I will explain principles of the beyond budgeting and evaluate its usefulness in practice. In order to conduct beyond budgeting, five principles are proposed. Firstly
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Capital Budgeting Capital budgeting is a process where business executives plan about the future of their company. The company looks at potential investments, and they must decide if the investment is worth being funded by the company’s current capital. The process involves decisions that will affect the company’s long-term business structure. In our capital budget case we had to choose between two corporations that are available for sale. As executives, we must look at the most logical corporation
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