1. if initial budgets prove unacceptable, planners achieve the most

1. If initial budgets prove unacceptable, planners achieve the MOST benefit from 

 planning again in light of feedback and current conditions.

 deciding not to budget this year.

 accepting an unbalanced budget.

 using last year’s budget.

2. A budget can help implement 

 strategic planning.

 long-run planning.

 short-run planning.

 All of the above

3. Which budget is not necessary to prepare the budgeted balance sheet? 

 Revenues budget

 Budgeted income statement

 Cash budget

 Budgeted statement of cash flows

4. A flexible budget 

 provides favorable operating results.

 is based on the budgeted level of output.

 is developed at the end of the period.

 is another name for management by exception.

5. A favorable variance indicates that 

 budgeted costs are less than actual costs.

 actual revenues exceed budgeted revenues.

 the actual amount decreased operating income relative to the budgeted amount.

 All of the above

6.  Performance evaluation using variance analysis should guard against 

 emphasis on a single performance measure.

 emphasis on total company objectives.

 basing effect of a manager’s action on total costs of the company as a whole.

 highlighting individual aspects of performance.

7.  Overhead costs have been increasing due to all of the following except 

 product proliferation.

 tracing more costs as direct costs with the help of technology.

 more complexity in distribution processes.

 increased automation.

8.  Katie Enterprises reports the year-end information from 20X8 as follows: Sales (70,000 units) $560,000; Cost of goods sold 210,000; Gross margin 350,000; Operating expenses 200,000; Operating income $150,000. Katie is developing the 20X9 budget. In 20X9, the company would like to increase selling prices by 4%, and as a result expects a decrease in sales volume of 10%. All other operating expenses are expected to remain constant. Assume that COGS is a variable cost and that operating expenses are a fixed cost. What is budgeted cost of goods sold for 20X9?  

 $189,000 

 $196,560

 $218,400

 $210,000

9.  Hester Company budgets on an annual basis for its fiscal year. The following beginning and ending inventory levels (in units) are planned for the fiscal year of July 1, 2008, through June 30, 2009. 

July 1, 2008 June 30, 2009

Raw material (note) 40,000 10,000

Work in process 8,000 8,000 

Finished goods 30,000 5,000

(note) Three units of raw material are needed to produce each unit of finished product.

If Hester Company plans to sell 600,000 units during the 2008-2009 fiscal year, the number of units it would have to manufacture during the year would be 

 625,000.

 575,000. 

 540,000.

 640,000.

10.  Information pertaining to Brenton Corporation’s sales revenue is presented in the following table: 

February March April

Cash Sales $160,000 $150,000 $120,000

Credit Sales 300,000 400,000 280,000

Total Sales $460,000 $550,000 $400,000

Management estimates that 5% of credit sales are not collectible. Of the credit sales that are collectible, 60% are collected in the month of sale and the remainder in the month following the sale. Cost of purchases of inventory each month are 70% of the next month’s projected total sales. ll purchases of inventory are on account; 25% are paid in the month of purchase, and the remainder is paid in the month following the purchase.

Brenton’s budgeted total cash receipts in March are

 $478,000.

 $457,000.

 $492,000.

 $428,000.