Study Notes management accounting acca f2


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Study Notes MANAGEMENT ACCOUNTING ACCA F

▪ 
Recruit more workers 
▪ 
Offer better overtime rates 
▪ 
Offer incentives for labour force for achieving production targets 
▪ 
Address the causes of scrap output 


F2 Management Accounting
Page 68 of 147 
▪ 
Reduce closing inventory requirement 

Production overheads budget: 
Unlike non-production overheads budget for production overheads 
can be set quite comfortably as production overheads are directly related to production. 

Non-production overheads: 
As non-production overheads are not related to production but rather 
fixed in nature like administration overheads and research overheads. Fixed costs can be predicted in 
advance but the costs that incur subject to management decisions are harder to predict at the start of 
the period. 
 
 
MASTER BUDGET 
The master budget is the budget into which all subsidiary budgets are consolidated. The master budget 
normally comprises: 
Budgeted income statement 
▪ Budgeted balance sheet 
▪ Budgeted cash flow statement (cash budget). 
The master budgets will be drawn up after all the functional budgets have been approved. 

Budgeted income statement: 
The budgeted income statement is prepared by summarising the 
functional budgets.
 

Budgeted balance sheet: 
The budgeted balance sheet will show the likely financial position at the 
end of the budget period.
 

Cash budget: 
‘A cash budget is a detailed budget of cash inflows and outflows incorporating both 
revenue and capital items.’
 
▪ Consider only cash items 
▪ Ignore non-cash items like depreciation, provisions etc 
▪ Take cash flows at the time of receipt and payment not at transaction time 
The cash budget shows the cash position as a result of all plans made during the budgetary process 
and gives management the opportunity to take appropriate control action. Cash budget is an 
important part of the budgeting process and an important working capital management tool. These, 
produced on a monthly basis, will allow a firm to identify when cash surpluses or deficits are likely to 
arise so that suitable steps (investing or borrowing) can be planned.

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