Finance and management accounting MB0040

ASSIGNMENT - FINANCIAL AND MANAGEMENT ACCOUNTING - MB0041

Page 1

ASSIGNMENT

STATISTICS FOR MANAGEMENT

REG NO :

NAME : MOHAMMED THOUFEEQ

COURSE : MBA

SEMESTER : FIRST SEMISTER

SUBJECT CODE : MB 0041

SUBJECT NAME : FINANCIAL AND MANAGEMENT ACCOUNTING

SET NO : 1&2


Page 2

ASSIGNMENT SET - 1

Q.1 Assure you have just started a Mobile store. You sell mobile sets and currencies of

Airtel, Vodaphone, Reliance and BSNL. Take five transactions and prepare a position

statement after every transaction. Did you firm earn profit or incurred loss at the end?

Make a small comment on your financial position at the end.

Particulars

Stock

Debtors Cash Capital Creditors

Hand set vouchers

Started business with cash 40000 40000 purchased nokia handsets 25000 -25000 purchased BSNL and Reliance recharge vouchers 5000 -5000 sold a handset for 6000 costing 5850 -5850 6000 150 Sold recharge vouchers of 1500 profit 6% -1500 1590 90 Puchased a second hand cell on crerdit 3000 3000 sold a handset for 10000 costing 9150 -9150 10000 850 Repair work of the second hand set -1000 -1000 Sold the hand set for 5000 -3000 5000 2000 Sold a hand set on credit for 10000 costing 9500 on credit -9500 10000 500 Realised 70% from the customer -7000 7000 Customer became bad debt -3000 -3000

500 3500 0 38590 39590 3000

42590 42590


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Q.2 (a) List the accounting Standards as issued by ICAI.

Accounting Standards (ASs)

AS 1 Disclosure of Accounting Policies

AS 2 Valuation of Inventories

AS 3 Cash Flow Statements

AS 4 Contingencies and Events Occurring after the Balance Sheet Date

AS 5 Net Profit or Loss for the period, Prior Period Items and Changes in Accounting Policies

AS 6 Depreciation Accounting

AS 7 Construction Contracts (revised 2002)

AS 8 Accounting for Research and Development

AS 9 Revenue Recognition

AS 10 Accounting for Fixed Assets

AS 11 The Effects of Changes in Foreign Exchange Rates (revised 2003),

AS 12 Accounting for Government Grants

AS 13 Accounting for Investments

AS 14 Accounting for Amalgamations

AS 15 Employee Benefits Limited Revision to Accounting Standard (AS) 15, Employee Benefits

AS 15 (issued 1995) Accounting for Retirement Benefits in the Financial Statement of Employers

AS 16 Borrowing Costs

AS 17 Segment Reporting

AS 18, Related Party Disclosures

AS 19 Leases

AS 20 Earnings Per Share

AS 21 Consolidated Financial Statements

AS 22 Accounting for Taxes on Income.

AS 23 Accounting for Investments in Associates in Consolidated Financial Statements

AS 24 Discontinuing Operations

AS 25 Interim Financial Reporting

AS 26 Intangible Assets

AS 27 Financial Reporting of Interests in Joint Ventures

AS 28 Impairment of Assets

AS 29 Provisions,Contingent` Liabilities and Contingent Assets

AS 30 Financial Instruments: Recognition and Measurement and Limited Revisions to AS 2, AS 11

(revised 2003), AS 21, AS 23, AS 26, AS 27, AS 28 and AS 29

AS 31, Financial Instruments: Presentation

Accounting Standard (AS) 32, Financial Instruments: Disclosures, and limited revision to Accounting

Standard (AS) 19, Leases


Page 4

Q.2 (b) Write short notes of IFRS.

IFRS

The IFRS Foundation is an independent, not-for-profit private sector organisation working in the

public interest. Its principal objectives are:

to develop a single set of high quality, understandable, enforceable and globally accepted

international financial reporting standards (IFRSs) through its standard-setting body, the IASB;

to promote the use and rigorous application of those standards;

to take account of the financial reporting needs of emerging economies and small and

medium-sized entities (SMEs); and

to bring convergence of national accounting standards and IFRSs to high quality solutions.

The governance and oversight of the activities undertaken by the IFRS Foundation and its

standard-setting body rests with its Trustees, who are also responsible for safeguarding the

independence of the IASB and ensuring the financing of the organisation. The Trustees are publicly

accountable to a Monitoring Board of public authorities.

Standard-setting

The IASB (International Accounting Standards Board)

The IASB is the independent standard-setting body of the IFRS Foundation. Its members (currently

15 full-time members) are responsible for the development and publication of IFRSs, including the

IFRS for SMEs and for approving Interpretations of IFRSs as developed by the IFRS Interpretations

Committee (formerly called the IFRIC). All meetings of the IASB are held in public and webcast. In

fulfilling its standard-setting duties the IASB follows a thorough, open and transparent due process of

which the publication of consultative documents, such as discussion papers and exposure drafts, for

public comment is an important component. The IASB engages closely with stakeholders around the

world, including investors, analysts, regulators, business leaders, accounting standard-setters and the

accountancy profession.

The IFRS Interpretations Committee

The IFRS Interpretations Committee (formerly called the IFRIC) is the interpretative body of the IASB.

The Interpretations Committee comprises 14 voting members appointed by the Trustees and drawn

from a variety of countries and professional backgrounds. The mandate of the Interpretations

Committee is to review on a timely basis widespread accounting issues that have arisen within the

context of current IFRSs and to provide authoritative guidance (IFRICs) on those issues.

Interpretation Committee meetings are open to the public and webcast. In developing interpretations,

the Interpretations Committee works closely with similar national committees and follows a

transparent, thorough and open due process.


Page 5

Q.3 Prepare Three-column Cash Book of M/s Thuglak & Co. from following particulars

20X1Jan 1. Cash in hand Rs. 50,000, Bank Overdraft Rs. 20,000

2. Paid into bank Rs. 10,000

3. Bought goods from Hari for Rs, 200 for each

4. Bought goods for Rs. 2,000 paid cheque for them, discount allowed 1%

5. Sold goods to Mohan for each Rs. 1.175

6. Received a cheque from Shyam to whom goods were sold for Rs.

800.Discount allowed 12.5%

7. Shyam’s cheque deposited into bank

8. Purchased an old typewriter for Rs. 200 , Spent Rs. 50 on its repairs

9. Bank notified that Shyam’s cheque has been returned dishonored and

debited the account in respect of charges Rs. 10

10. Received a money order Rs. 25 from Hari

11. Shyam settled account by cheque for Rs. 820,Rs.20 for interest charged.

12.Withdrew from the bank Rs. 10,000

18. Discounted a B/E for Rs. 1,000 at 1% through bank

20. Honored our own acceptance by cheque Rs. 5,000

22. Withdrew fir personal use Rs. 1,000

24. Paid tread expenses Rs. 2,000

25. Withdrew from bank for private expenses Rs. 1,500

26. Purchased machinery from Rajiv for 5,000 and paid him by means of a

bank draft purchased for Rs. 5,005

27. Issued cheque to Ram Saran for cash purchased of furniture Rs. 1,575

28. Received commission cheque Rs. 500 from R.& Co, deposited in bank

29. Ramesh who owned us Rs. 500 became bankrupt paid 50 paise in rupee

30. Received payment of a loan of Rs. 5,000 & deposited Rs. 3,000 into bank

31. Paid rent to landlord “Mohan” by cheque of Rs. 220

31. Interest allowed by bank Rs. 30

31. Half-yearly bank charges Rs. 50


Page 6

Solution

Dr In the books of M/s Tuglak& Co. Cash Book Cr

Date Partriculars LF VN Cash Bank Disc Date Partriculars LF VN Cash Bank Disc

2011 2011

1-Jan To, Balance B/d 50000 1-Jan By, Balance B/d 20000

2-Jan To, Cash © 10000 2-Jan By, Bank © 10000

5-Jan To, Mohan 1175 3-Jan By, Hari 200

6-Jan To, Shyam 700 100 4-Jan By, Purchase 1980 20

7-Jan To, Cash © 700 7-Jan By, Bank © 700

10-Jan To, Hari 25 8-Jan By, Typewriter 250

11-Jan To, Shyam 820 9-Jan By, Shyam 700

12-Jan To, Bank © 10000 9-Jan By, Charges 10

18-Jan To, Bills Receivable 990 12-Jan By, Cash © 10000

28-Jan To, Commission 500 20-Jan By, Bills Payable 5000

29-Jan To, Ramesh 250 22-Jan By, Drawings 1000

30-Jan To, Loan Repayment 2000 3000

24-Jan By, Trade Exp 2000

31-Jan To, Interest 30 25-Jan By, Drawings 1500

26-Jan By Machinery 5005

27-Jan By, furniture 1575

31-Jan By, Rent 220

31-Jan By, Bank Charge 50

31-Jan To, Balance c/d 29750 31-Jan By, Balance c/d 49750

63900 46040 100 63900 46040 20


Page 7

Q.4 Choose an Indian Company of your choice that has adopted Balance Score Card

and detail on it.

Tata motors

Tata Motors is the first Indian company to be inducted in the Balance Scorecard Hall of Fame.

Joins the thirty-member elite club of organizations including Hilton Hotels, BMW Financial Services,

US Army, Korea Telecom and Norwegian Air Force for achieving excellence in performance.

The commercial vehicle business unit (CVBU) of Tata Motors, India's largest automobile

manufacturer, received prestigious Balanced Scorecard Collaborative, The coveted Steuben crystal

'Rising Star' trophy was presented at Balanced Scorecard Asia Pacific Summit held at Australia.

Tata Motors-CVBU has been recognized for having achieved a significant turnaround in its

overall performance. The implementation of the Balanced Scorecard has enabled greater focus on

different elements of operational performance. Defining, cascading and communicating strategies

across the organisation have brought about transparency and alignment. The scorecard incorporates

SQDCM (safety, quality, delivery, cost and morale) and VMCDR (volume, market share, customer

satisfaction, dealer satisfaction and receivables).Ravi Kant, executive director, CVBU, Tata Motors,

said, "While we were conscious of the benefits of the Balanced Scorecard when we began

implementing it three years back, we are extremely pleased that it has helped us achieve significant

improvements in our overall performance. I am quite positive that the BSC will play an important part

in our objective to become a world-class organization."Balanced Scorecard Collaborative president Dr

David P Norton said, "We created the Hall of Fame to publicly acknowledge the hard work and

remarkable results of implementing the Balanced Scorecard to create the strategy-focused

organization. The Balanced Scorecard Hall of Fame pays tribute to the success that each

organization has attained. Tata Motors- CVBU shares the honour with the city of Brisbane and Korea

Telecom (KT).The Balanced Scorecard (BSC) concept-created by Dr Robert S Kaplan and Dr David

P Norton in 1992, has been implemented in thousands of corporations, organizations, and

government agencies worldwide. Based on the simple premise that "measurement motivates," the

BSC puts strategy at the centre of the management process, allowing organizations to implement

strategies rapidly and reliably. Balanced Scorecard Collaborative, Inc. is a new kind of professional

services firm dedicated to the worldwide awareness, use, enhancement, and integrity of the Balanced

Scorecard as a value-added management process. Tata Motors range of commercial vehicles spans

over 135 models and can haul loads ranging from 2 to 40 tones. The product portfolio also includes

12 to 60-seater buses, tippers and tractor-trailers. Tata Motors vehicles meet the stringent Euro

emission norms. The company currently has an export base in most parts of South Asia, Africa,

Middle East and Europe. Tata Motors recently crossed the 3-million production milestone.


Page 8

Q.5 From the following data of Jagdish Company prepare (a) a statement of source

and uses of working capital (funds) (b) a schedule of changes in working capital

Assets 2008 2007

Cash 1,26,000 1,14,000

Short-term investment 42,400 20,000

Debtors 60,000 50,000

Stock 38,000 28,000

Long term Investment 28,000 44,000

Machinery 2,00,000 1,40,000

Building 2,40,000 80,000

Land 14,000 14,000

Total 7,48,400 4,90,000

Liabilities and Equity

Accumulated depreciation 1,10,000 60,000

Creditors 40,000 30,000

Bills Payable 20,000 10,000

Secured loans 2,00,000 1,00,000

Share capital 2,20,000 1,60,000

Share premium 24,000 Nil

Reserves and surplus 1,34,400 1,30,000

Total 7,48,400 4,90,000

Income statement

Sales 2,40,000

Cost of goods sold 1,34,600

Gross Profit 1,05,200


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Less Operating expenses:

Depreciation – machinery 20,000

Depreciation – building 32,000

Other expenses 40,000

92,000

Net profit from operation 13,200

Gain on sale on long-term investment 4,800

Total 18,000

Loss on sale of machinery 2,000

Net Profit 16,000

Adjustments:

Machinery worth Rs.70000 was purchased and worth Rs.10000 was sold during the year

[Accumulated depreciation on machinery is Rs.18000 after adjusting depreciation on machinery sold].

Proceeds from the sale of machinery were Rs.6000

Dividends paid during the year Rs.11600

Solution

Schedule of change in working capital

Particulars 2007 2008

Effect in working Capital

Increase Decrease

Current Assets

Cash 114000 126000 12000

Short term investment 20000 42400 22400

debtors 50000 60000 10000

Stock 28000 38000 10000

(A) 212000 266400

Current Liabilities

Creditors 30000 40000 10000

Bills Payable 10000 20000 10000

(B) 40000 60000

Net working capital (A-B) 172000 206400

Increase in working capital 34400 34400

206400 206400 54400 54400


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Adjusted P/L A/c

Partriculars Rs Partriculars Rs

dividend paid 11600 By balance b/d 130000 Depreciation on building 32000

profit on sale of investment 4800

Depreciation on machinery 20000 Fund from operation 65200 loss on sale of machinery 2000

To, Balance c/d 134400

200000 200000

Fund flow statement

Source Rs Application Rs

Loan taken 100000 increase in working capital 34400

share issued at premium 84000 dividend paid 11600

Sale of investment 20800 purchase of building 192000

sale of machinery 6000 purchase machinery 70000

Fund from operation 65200

Sale of machinery 32000

308000 308000


Page 11

Q.6 What is a cash budget? How it is useful in managerial decision making?

Cash budget is an estimation of the cash inflows and outflows for a business or individual for a

specific period of time. Cash budgets are often used to assess whether the entity has sufficient cash

to fulfill regular operations and/or whether too much cash is being left in unproductive capacities.

A cash budget is extremely important, especially for small businesses, because it allows a company

to determine how much credit it can extend to customers before it begins to have liquidity problems.

For individuals, creating a cash budget is a good method for determining where their cash is regularly

being spent. This awareness can be beneficial because knowing the value of certain expenditures

can yield opportunities for additional savings by cutting unnecessary costs.

For example, without setting a cash budget, spending a dollar a day on a cup of coffee seems fairly

unimpressive. However, upon setting a cash budget to account for regular annual cash expenditures,

this expenditure comes out to an annual total of $365, which may be better spent on other things. If

you frequently visit specialty coffee shops, your annual expenditure will be substantially more.

The importance of cash budget may be summarized as follow:-

(1) Helpful in Planning. Cash budget helps planning for the most efficient use of cash. It points out

cash surplus or deficiency at selected point of time and enables arrange for the deficiency before time

or to plan for investing the surplus money as profitable as possible without any threat to the liquidity.

(2) Forecasting the Future needs. Cash budget forecasts the future needs of funds, its time and the

amount well in advance. It, thus, helps planning for raising the funds through the most profitable

sources at reasonable terms and costs.

(3) Maintenance of Ample cash Balance. Cash is the basis of liquidity of the enterprise. Cash

budget helps in maintaining the liquidity. It suggests adequate cash balance for expected

requirements and a fair margin for the contingencies.

(4) Controlling Cash Expenditure. Cash budget acts as a controlling device. The expenses of

various departments in the firm can best be controlled so as not to exceed the budgeted limit.

(5) Evaluation of Performance. It acts as a standard for evaluating the financial performance.

(6) Testing the Influence of proposed Expansion Programme. Cash budget forecasts the inflows

from a proposed expansion or investment programme and testify its impact on cash position.

(7) Sound Dividend Policy. Cash budget plans for cash dividend to shareholders, consistent with

the liquid position of the firm. It helps in following a sound consistent dividend policy.

(8) Basis of Long-term Planning and Co-ordination. Cash budget helps in co-ordinating the

various finance functions, such as sales, credit, investment, working capital etc. it is an important

basis of long term financial planning and helpful in the study of long term financing with respect to

probable amount, timing, forms of security and methods of repayment.


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ASSIGNMENT SET - 2

Q.1 Selected financial information about Vijay merchant company is given below:

Compute the current ratio, quick ratio, average debt collection period and inventory turnover for

2009 and 2010. State whether there is a favorable or unfavorable change in liquidity from 2009 to

2010. At the beginning of 2009, the company had debtors of Rs..2500 and inventory of Rs.3000.

Year Current Assets Current Liabilities Current Ratio 2009 12000 11000 1.090909091

2010 24100 16000 1.50625

Year Quick Assets Quick Liability Quick ratio

2009 6500 11000 0.590909091

2010 12700 16000 0.79375

Year Credit Sales Average Debtors Debtors Turn over

2009 43000 4500 9.555555556

2010 69000 6100 11.31147541

Year Year in days Debtors Turnover Debt Collection period

2009 365 9.555555556 38.19767442

2010 365 11.31147541 32.26811594

Year Cost of goods sold Inventory Stock Turnover period

2009 32500 5500 5.909090909

2010 57000 11400 5

2010 2009

Sales 69,000 43,000

Cost of Goods Sold 57,000 32,500

Debtors 7,200 3,000

Inventories 11,400 5,500

Cash 1,500 800

Other current assets 4,000 2,700

Current liabilities 16,000 11,000


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Q.2 Explain different methods of costing. Your answer should be studded with examples (preferably firm name and product) for each method of costing Job Costing:

This is a product related classification of costing system. The cost is ascertained for each job or

work order processed. This system is used where most of the manufacturing activities are planned

and carried out for distinct jobs or customers. The utility of this method increases when there is great

variability in nature of jobs or work orders processed.

Batch Costing :

This method determines the cost associated with each batch pf products manufactured. This

differs from job or work order costing in the variability of the production batches. In this case the

production batches consist of mostly standard products or components. What varies is mostly the

size of batches and the timing of their processing.

Process Costing:

In this method of costing the costs are determined for various different manufacturing activities or

processes. These costs are the assigned to different products on the basis of some criteria like

quantity processed or the time taken for processing. This method of costing is suitable for

manufacturing units that use continuous processes or mass production techniques. This method is

particularly suitable where there are many different products and process routes, where output of one

process becomes input for another.

Operation Costing:

This method is similar to the process costing. However the products manufactured have limited

variation. For example a cement plant may use this method.

Multiple costing:

Most of the organizations use a combination of different costing method rather than just one

method. Multiple costing refers to such combinations of different methods.


Page 14

Q.3 State the importance of differentiating between the fixed costs and variable costs in managerial decision.

Variable costs are costs that can be varied flexibly as conditions change. In the John Bates

Clark model of the firm that we are studying, labor costs are the variable costs. Fixed costs are the

costs of the investment goods used by the firm, on the idea that these reflect a long-term commitment

that can be recovered only by wearing them out in the production of goods and services for sale.

The idea here is that labor is a much more flexible resource than capital investment. People can

change from one task to another flexibly (whether within the same firm or in a new job at another

firm), while machinery tends to be designed for a very specific use. If it isn't used for that purpose, it

can't produce anything at all. Thus, capital investment is much more of a commitment than hiring is.

In the eighteen-hundreds, when John Bates Clark was writing, this was pretty clearly true. Over the

past century, a) education and experience have become more important for labor, and have made

labor more specialized, and b) increasing automatic control has made some machinery more flexible.

So the differences between capital and labor are less than they once were, but all the same, it seems

labor is still relatively more flexible than capital. It is this (relative) difference in flexibility that is

expressed by the simplified distinction of long and short run.

Of course, productivity and costs are inversely related, so the variable costs will change as the

productivity of labor changes.

Here is a picture of the fixed costs (FC), variable costs (VC) and the total of both kinds of costs (TC)

for the productivity

Output produced is measured toward the right on the horizontal axis. The cost numbers are on the

vertical axis. Notice that the variable and total cost curves are parallel, since the distance between

them is a constant number -- the fixed cost.


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Q.4 Following are the extracts from the trial balance of a firm as at 31st March 2009

Name of the account Dr Cr

Sundry debtors 2,05,000

Bad debts 3,000

Additional Information

1) After preparing the trial balance, it is learnt that Mr.X a debtor has become insolvent and

nothing could be recovered from him and entire 5,000 due from him was irrecoverable.

2) Create 10% provision for doubtful debt.

Required: Pass the necessary journal entries and show the sundry debtors account, bad debts

account, provision for doubtful debts account, P&L a/c and Balance sheet as at 31st March 2009.

Sundry debtors 205000

Less Bad debt 5000

less PBD 20000

180000

Date Particulars LF Dr Cr

Bad debt A/c ………………………………………………………. Dr To, Debtors A/c

5000 5000

P/L A/c ………………………………………………………………… Dr To Bad debt A/c

5000 5000

P/L A/c ……………………………………………………………….. Dr To, Provision for bad debt A/c

20000 20000

Dr Bad Debt A/c Cr

Date Partriculars LF Rs Date Partriculars LF Rs

To P/L A/c 5000 By, Debtors A/c 5000

5000 5000


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Dr P/L A/c Cr

Date Partriculars LF Rs Date Partriculars LF Rs

To Bad debt A/c 5000

To, PBD 20000

25000

Balance Sheet

Liability Rs Assets Rs

Sundry debtors 205000

LESS Bad debt 5000

LESS PBD 20000

180000

Q.5 A change in credit policy has caused an increase in sales, an increase in discounts

taken, a decrease in the amount of bad debts, and a decrease in investment in

accounts receivable. Based upon this information, the company’s (select the best one

and give reason)

1) Average collection period has decreased

2) Percentage discount offered has decreased

3) Accounts receivable turnover has decreased

4) Working Capital has increased.

Solution

1) Average collection period has decreased

Since sales have increased, you would expect accounts receivable to increase too, if the

Average collection period remained the same. But you're told that AR has decreased, so the Average

collection period must have decreased, i.e. the customers are taking fewer days to pay up.


Page 17

Q.6 Identify the users of accounting information.

Accounting plays a very important role in all businesses but it is not just the business itself that

finds accounting information useful. There are other stake holders who rely on accounting information

to make decisions. These stakeholders include:

1. Shareholders - Shareholders use the balance sheet and profit and loss account produced by

limited companies to decide if they are going to increase or decrease their holding.

2. Management - Management in every level of the business from director level to supervisor level

rely on accounting information to do their job properly. They all use the same information for different

purposes. For example, directors use it for strategic purposes and middle management can use it to

see if they are meeting their financial targets.

3. Suppliers - Along with other data suppliers will look at a company's balance sheet and profit and

loss account to see if and how much credit they are willing to give to present and potential customers.

4. Lenders - Similar to suppliers lenders also need to make sure a company is in a healthy financial

situation before they start to lend money.

5. Government - Governments use the information provided by a company about its finances to levy

tax on the profits.

6. Customers - Before another company becomes a customer or enters into a joint venture, they will

look at the company's finances to make sure the company is not in trouble and that their supplies are

not about to dry up.

7. Employees - Employees also have an interest in how well their employer is doing so use financial

accounting information for this purpose.

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Finance and management accounting MB0040