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Subjects

Business Studies

Budget

In Class 12 Business Studies, the topic Budget in the chapter Planning explains how an organisation expresses its expected activities and results in numerical terms for a specific period. Students learn how budgets support planning, coordination and control by setting targets, allocating resources and comparing actual performance with planned figures. The topic also helps them understand how deviations can guide corrective action and improve managerial decision-making.

Expert · Level 3 · 25 questions

Practice questions

01If a company prepares its sales budget by only looking at last year's sales and ignores a new competitor in the market, what is the main budgeting risk?

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02In which situation should both capital budget and cash budget be considered together?

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03If quality inspection cost is removed from the budget to reduce cost, what type of budgeting problem is this?

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04In which situation does a flexible budget give fairer performance evaluation than a fixed budget?

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05If a department deliberately overstates expenses to get more resources, what is it called?

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06What is an expert-level advantage of zero-based budgeting?

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07If the cash budget shows shortage in March and surplus in April, what is the most appropriate managerial decision?

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08If the sales budget has high credit sales, what adjustment is necessary in the cash budget?

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09In which situation can the conclusion of budgetary control be wrong?

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10If desired closing stock is included in the production budget, what does it indicate?

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11If figures in sales, production and cash budgets do not match within the master budget, what is the main indication?

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12Which type of variance should management prioritise?

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13If a company adopts premium positioning but cuts the customer service budget, what problem is visible?

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14If inflation is ignored while preparing a budget, which estimate may be affected first?

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15If actual expense is below budget because preventive maintenance was postponed, what is the correct interpretation?

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16In which case can participative budgeting also reduce budget quality?

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17In which situation will a rolling budget be better than a traditional annual budget?

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18If budgeted sales were achieved but collections came very late, which budget would give better warning?

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19If departmental budgets are prepared separately and purchase budget is lower than production needs, what will happen?

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20Which statement shows the mistake of treating budgetary control only as an accounting exercise?

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21In which situation can a capital budgeting decision be weak despite quick payback?

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22If the contingency reserve in a budget is kept excessively high, what risk may arise?

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23If budget targets are linked with performance rewards, what precaution is necessary?

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24In which situation can a favourable cost variance actually be a bad sign?

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25If assumptions of the sales team and production team differ during budget preparation, what risk increases?

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